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Strategic Overview of Semi & Self Brands in the E-Simulation Market

This presentation outlines the performance and strategies of the Semi and Self brands in a competitive e-simulation landscape. Notable achievements include a revenue increase of approximately 150% and a significant contribution margin rise of 217%. The target market for these brands focuses on professionals and high earners, emphasizing quality and performance over price. Key strategies involve refined segmentation, targeted marketing, and leveraging brand differentiation. The new Self brand also aims to capitalize on the growing Singles segment, with a strategic focus on optimal product value.

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Strategic Overview of Semi & Self Brands in the E-Simulation Market

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  1. Industry 2 Firm ESimulation Presentation • Yunus Pehlivan • Fatih Furkan KAYA • Mert Onay

  2. BRANDS • SEMI • SELF • SESS

  3. Total Sales

  4. Sonite Market

  5. Total Market

  6. Profit

  7. SEMI

  8. Overview of performance • Increase in revenue by approx. 150 % • contribution margin rose by 217 % • growth in marketshare among target customers from 34.3% • (P0) to 59.80% (P6) --> increase by approx. 75% Marketshare among professionals in P6

  9. Strategy • Segmentation • focusing on 2 segments  Professionals and High Earners • better understanding of customer needs • fine-tune product offerings • more effective marketing • Value vs. price decrease • Target customer are not price sensitive • Expect high-quality, high performance, easy to use products • offer value and no price decrease

  10. Porter’s generic strategy • SEMI focuses on Professionals and High Earner’s • advertisement targets to 75% Pros and to 25% HiEarners • Differentiation by fine-tuned products, good service Focus

  11. Salesforce • Number of salespeople employed was always above average • Periodical adjustment in accordance with growth of firm • Concentration on specialty and dept. stores • good service  high revenue

  12. SELF

  13. Segmenting,Targeting,Positioning • Initially, targeting and the price strategy was contradictory • Allocating percentages largely over Buffs, Singles and Professionals. • Ambiguous borders among the segments whose needs noticeably differ from each

  14. Segmenting,Targeting,Positioning • Trying to be all things to all market • Current inventory rises • Frankly, we were not sure whether to divest the brand or not. Maybe being profitable survivor? Why not exit? • Though, considerable amount of the revenue was coming from our brand Self due to high price($550).

  15. Segmenting,Targeting,Positioning • SWOT analysis • Competitors: SIBA($350/$171) of I and Sono($300/$226) of O • SELF($234/$400) • Value positions? Performance, price and relational? • Differentiation focus strategy • Flanking Attack Strategy

  16. Differentiation Focus • Following is the strategy, we have followed over the course of the simulation • Targeting solely concentrated over the Buffs who were shrinking in size (focusing on niches) • Repositioned the brand with respect to their ideal points (attributes,MDS) .

  17. Market Share of SELF

  18. Contribution by brand Self

  19. SESS

  20. What is SESS? • SESS is the new brand of our firm. • It is a product which is targeted for the Singles segment. • It had only one serious competitor. • It was in the market for 3 periods.

  21. Overview of performance

  22. Strategy • Why Singles segment? • Singles segment was fastly growing. • Only one brand to compete with. • Value vs. Price • Not the cheapest but the optimal product. • Creation of value through advertising. • Distribution and sales force focused on mass merchandisers where Singles do their shopping.

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