Barco Projections Systems (A) A Harvard Business School Case

                 

Barco Projections Systems (A)

A Harvard Business School drive

Table of Contents:

Barco Projections Systems (A)         1

A Harvard Business School Case         1

1. External slur Analysis         3

1.1. The Market         3

1.2. Growth         3

1.3. controersy         3

2. Internal Situation Analysis         4

2.1. The Company         4

2.2. Current Situation and causes         4

2.3. SWOT Analysis         4

3. Marketing Strategy         5

3.1. Product and R&type A; D Strategy         5

3.2. Pricing Strategy         5

3.3. purport Cycle Strategy         6

3.4. Sales and Distribution Strategy         6

4. extension         7

1. External Situation Analysis

1.1. The Market

The projector market is segmented in 3 main areas with predicted growths according to the send back 1 and figure 1 showing the video segment becoming a commodity, the entropy segment growing with 12.3% and a strongly growing prowess market with 40.2% predicted growth per annum over the next 5 years.

A major(ip) characteristic of the market is its high velocity of innovation and the change magnitude demand for private and industrial customers for cutting edge technology.

The newly generation of devices has just been brought to market with digital data excrescence and hand held remote control.

According to Porters Five Forces BPS is focusing on:

1.         Searching for the best affirmable image (competitors)

2.



        Flexibility towards excitant (potential entrants)

3.         Increasing user-friendliness (buyers)

4.         All together building power against possible substitutes

5.         A potential vulnerability was its dependency on Sony tubes (supplier)

1.2. Growth

According to the table 2 and figure 2 as well as table 1 one sees that the video market is climb on and only a marginal growth (0.8%) can be expected, BPS market share growing slightly over the industries index, so BPS can expect to make roughly profits in this segment, though limiting R&D efforts.

In the data segment we predict a considerable...

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