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JetFan Technology Limited
Strategic Market Entry

JetFan's expertise lies in impeller technology, not in fan motors or heat sinks. It would be unwise to attempt to enter these fields, considering the enormous R&D budgets and production capacity of established manufacturers. Accordingly, the following market entry strategies were considered:

Competencies

JetFanFan Manufacturer
JetFan blade design technologyx

 

JetFan blade manufacturing technologyx

 

Fan motor technology

 

x
Fan heat-sink technology

 

x
Fan distribution channels to OEMs

 

x
Fan marketing to OEMsxx
Fan blade marketing to fan manufacturingx

 

Strategic Option

AdvantagesDisadvantages
#1 LicensingReduced capital required;Impeller design IP protection vulnerable;

 

Quick and widespread market entry;Manufacturing learning accrues to other firms;

 

Licensee has established brand name;

 

 

Established distribution channels;Profit potential reduced;

 

Established marketing and sales force. Marketing control very low.
#2 Manufacture Complete Fan UnitFan design IP protection secure;JetFan has no experience in fan motors;

 

Manufacturing learning accrues to JetFan; Capital required greatly increased;

 

Profit potential increased with ability to extract margin at several stages of supply chain;Market entry slower;

 

Marketing control high with ability to shift between and address other markets.JetFan brand not established;

 

 

Distribution channels not established;

 

 

Very high threat of competitive response.
#3 Manufacture Impeller OnlyIP protection maximized;Profit potential reduced as not benefiting from mark-up between fan manufacturer and OEMs;

 

JetFan can focus on impeller R&D and manuf.;No established marketing and sales force;

 

Capital required less than manuf. fan units;Impeller design IP will be under threat of copycat manufacturers.

 

Profit potential high;

 

 

Distribution through readily identified fan manuf.;

 

 

Relatively fast market entry;

 

 

JetFan impellers can be subbrand of est. brand;

 

 

Marketing control maximized;

 

 

Strategic alliance partners can be "big brothers".

 


The primary issues to consider are maintaining JetFan Ltd's sustainable competitive advantage through protecting technology; remaining focused on core competencies; and utilizing OEM,s marketing and distribution channels. Hence, manufacturing impellers only is the preferred option.

Market Entry Execution

The JetFan impellers will be sold to manufacturers in a variety of industries. Presently manufacturers injection mold in-house. However, superior performance and versatility of the JetFan impellers will increase fan performance, as well as lower impeller inventories for the manufacturers. Manufacturers won't cease entirely manufacturing their standard impellers. instead, they will buy JetFan impellers for their high-end "premium" fan applications, such as cooling compact electronic equipment.

Initially, the impellers will be manufactured in Australia at JetFan's existing premises. The design of the impellers allows JetFans to nest into each other, thus reducing freight and shipping. JetFan's Australian location is ideal for business in Asia with respect to time zones and proximity. This first plant in Australia will operate as a full production facility and R&D house. Manufacture of the impellers in-house will ensure that the trade secrets in the manufacturing process will remain with JetFan for an acceptable period of time. This limits the risk of reverse engineering and copycats, which is especially crucial in the early stages before the JetFan brand has been established in the industry.

JetFan will employ a three-pronged strategy.
  1. Computer chip manufacturers, specifically Intel, will be targeted for collaborative R&D efforts. By using JetFan technology, Intel will be able to promote their advanced computer chips for portable PC applications that until now have not been possible.
  2. Strategic OEMs, whose products stand to have significant value added by the introduction of JetFan technology, will be targeted for collaborative R&D efforts. These strategic OEMs will be influential lead users in their industry (e.g. Dell, Gateway, Texas Instruments). Their use of JetFans will generate market pull from other OEMs back through to the fan manuf. The R&D benefits will also allow JetFan to fine-tune its impeller design for specific applications.
  1. In parallel, established and reputable fan manufacturers will be approached in strategic alliance supply agreements to purchase an agreed upon volume of JetFan impellers for integration into existing fan units. JetFan will readily customize the impeller design to meet the individual fan manufacturer's requirements. The fan manufacturer will then undertake rapid prototyping to produce sample impellers to determine any further modifications before production. Based on the long-term supply agreement, JetFan will produce dies specifically for each fan manufacturer's requirements. Production of each individual die will take approximately 4 weeks. Production of the impellers can then take place immediately. The turnaround time would therefore be 6 to 8 weeks.

Once long-term supply agreements have been consolidated with manufacturers in Asia and United States, production plants will also be established in these locations to effectively supply local markets.

JetFan's primary strategy will be to enter a market, consolidate its position in the market, and then enter new markets and market segments to develop new products. Accordingly, strategic alliance supply agreements will be used to enter additional markets segments within CEEC market, and also markets such as the FIVAC of buildings and vehicles, and domestic appliances.


JetFan Technology Limited
Table of ContentsAppendices
0. Executive Summary
1. The Company's Profile
2. Market Analysis
3. Strategic Market Entry
4. Marketing Strategies
5. Operational Plan
Potential Product/Market Matrix
Management Team Resumes
Marketing Strategy
Financial Forecasts
Action Plan
The Cooling Fan Specification Process
© JetFan Technology Limited