DuPond fibre Inc Marketing - Case Study Example

Thus the technological upgradation works need to be undertaken without causing much harm to the prevailing business volumes. Further, all the management functions too need to be appropriately re-engineered to meet the future growth expectation of the company and also to retain its competitive advantage being enjoyed currently. The brief descriptions on the type of initiatives being undertaken in the various departments are explained as follows. The supporting data and the other relevant information about all the decision being presented here given separately in the Appendix.

The raw materials being used in both type of the processes are the same and no significant change in the type materials procured for the process exist. But the change in volume of procurement would certainly vary occurs across the sites of production. Earlier, pattern of procurement was identical at site 1 and site 2, while the site 3 had almost three times higher rates of procurement than the earlier mentioned locations. But in the changed scenario all the locations would be having same procurement patterns after full-scale operations are in place at all the centers of production.

And with increased volume requirement identification the current suppliers would be given the license of the supply and also to maintain the identical quality of materials supplied. On production sigi On production sigifinificant changes are expected. The change over of operations from the production of one type of fibre to the other need a careful planning. Both at site 1 and site 2, a new set of facilities would be installed. This might require atleast 3 to 4 years due to the process involved in approvals and installation works.

In 2006, the modification to the facilities could also be initiated as the sales forecast is lesser in 2008. This process might require only 2 years. Once, site 1 modifications is completed ,site 2 works could also be initiated. Thus by 2009 , four fully functional facilities would be in operation to produce the modified fibre. The only one of the three units at the site 3 shall be changed to accommodate the new type of production process. The other two types here shall be retained for the manufacture of non-woven fibres.

Sales and MarketingThe major change in the marketing process is to bring a new set of customers to its modified fibre product. Though all its non-woven customers have not shifted to the newer product, it leaves a big exercise to create a new set of clients for its products (Kotler and Amstrong, 2001). The major marketing campaign involves extensive business conference that has been arranged for all the industry operators to create the importance of the modified fibre supplied by the company. The sales team would be set into operation to generate the potential sales.

These exercises have a time of 4 years from now as the forecasted sales is 3 million Kg in the year 2009. With the prevailing demand for these type of fibres, the sales team would generate higher sales volume as the expected sales from this product category is 30 million Kg of fibre.Finance/ Costing Based on the forecasts presented in demand it is estimated significant investments would be required during the period from 2006 to 2009 (Beasley, n.d.). The with the total volume of sales in 2006 is reported as 24.

7 million Kg of fibre. With the prices of 0.9 UD dollars for every Kg of non-woven fiibre, the