|Title:||Alpgarant reloaded; business plan||Language:||English||Authors:||Stagl, Helmut||Qualification level:||Diploma||Advisor:||Hisrich, Robert D.||Issue Date:||2011||Number of Pages:||108||Qualification level:||Diploma||Abstract:||
The bold approach of the two founders of Alpgarant to introduce an "event-based" insurance service for alpine regions in Austria was new, innovative and uncertain. For me immediately several questions popped up. Why didn't they succeed after nearly three years on the market? What was the reason for this insurmountable resistance of their business-to-business customers? Is there a real need for the service and if yes for whom? Who would be the stakeholders to consider? In which way do the different stakeholders need to be involved? What would be an adequate strategy to enter the market? The hypothesis was that big amounts of money were spent for activities which did bring no customer response or even awareness, the focus of market research was only on irrelevant private customers and the wrong business-to business customers were approached in a much uncoordinated way. Not only by cutting costs, but by industry and market analysis, by analysis of the legal conditions, by a categorization of customer segments according to adequate parameters for Alpgarant's purposes, by establishing a marketing strategy based on the experience of the last two years, by evaluating a sales model and by focusing on the most promising opportunities as discussed with Prof. Hisrich, the business plan was prepared. Some models and methods were used, which seemed most adequate to get sufficient results for the raised questions before. The statistical information showed the distribution of alpine sportsmen across Austria, the model of Porter's Five Forces revealed the influence of the involved and/or affected stakeholders, the VRIO-model (value, rarity, imitability, and organization) indicated the competitive advantage of Alpgarant and the elaborated key success factors clearly displayed competitive advantages or insufficiencies. The result was that with the new approach according to the outcomes of the planning new opportunities were discovered, for example only by changing the key aspects regarding regional efforts. The time needed to start serious negotiations, the financial resources and a professional sales approach to finally enter the market are and were the most critical issues in this venture. The market entry seems close and a first success is tangible.
|Library ID:||AC08830974||Organisation:||E017 - Weiterbildungszentrum der TU Wien||Publication Type:||Thesis
|Appears in Collections:||Thesis|
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