completed zoo-za
TRANSCRIPT
Table Of Contents
1. Current Product Situation The Nature Of The Product 1.1 Potential Sales Growth 1.2 Packaging Alternatives 1.3 Benefits for Our Distributors 1.4
2. Current Company Situation Current Situation 2.1 Zoo-Za’s Long Term Goals 2.2 Zoo-Za’s Five Year Plan 2.3
3. Current Market Situation Battery Charger Market 3.1 Battery Charger Market Trends 3.2 Market Statistics 3.3 Market Segmentation 3.4 Available Media in Ireland 3.5
4. Consumer Situation General Trends within the B2B Organisation 4.1 Current Products within the Market 4.2 Consumer Needs 4.3
5. Macro Environment Competitors 5.1 Economy 5.2 Political 5.3 Socio-Cultural 5.4 Natural 5.5 Technology 5.6
6. SWOT Analysis Zoo-Za’s SWOT 6.1 Competitors SWOT 6.2
7. Objectives Sales Projections 7.1 Financial and Marketing Objectives 7.2
8. Marketing Strategy Product Strategy 8.1 Place Strategy 8.2 Price Strategy 8.3 Promotion Strategy 8.4 Targeting Strategy 8.5 Market Research Strategy 8.6 Distribution Strategy 8.7 Advertising Strategy 8.8
9. Projected Profit And Loss Expected Financial Outcomes 9.1 Marketing Budget Allocation 9.2 Marketing Budget 2016 9.3
10.Controls 10.1
11.Conclusion 11.1
12.Appendix
Mission Statement
Our company is dedicated to providing a currently existing product, which is in wide-
spread use across the Asian continent, to the forefront of the European market. As our
product is an already existing good, our firm’s main aim is to establish ourselves as the
main supplier into a relatively untapped market. We pride ourselves in supplying high
quality goods to meet the demands of our unsuspecting customers. We will continue to
develop our brand positioning, to maintain and grow our Brand recognition and create
delight. Our firm will continue to research further development of our product in order
to best satisfy ever-changing consumer needs whilst also conducting in a socially
responsible manner by promoting the “green” nature of our firm.
Executive Summary
Zoo-Za is dedicated to bringing a relatively unknown product to the forefront of the
Irish and UK markets. Our product will provide consumers with a cheaper and more
efficient than that currently availible on today’s market. We pride ourselves in delivery a
high quality good at a low-cost price whilst conducting our business activity in an
environmentally friendly manner. We will strive to continue our development of brand
positioning in order to maintain and further grow our brand’s image and reputation.
We have created a marketing plan for our product which will aim to supply
consumers with what we believe to be a “hidden gem” of the tech industry. We have
thoroughly examined the market, channels of distribution and our existing
competition. We have set about compiling an integrated marketing strategy in order to
convey our firm’s core values and “green” nature. It is extremely important to
implement the correct marketing strategy as to maximise our brand awareness and
ensure projected sale figures are met.
We have identified that the technology sector in Ireland is ever-growing, due to
Ireland’s affiliation with multinational tech firms such as Microsoft and
Packard.While the economy is not growing as fast as previous years due to the global
economic downturn of late, the market remains sustainable and we believe there is
still huge potential for success. We plan to enter a long-term agreement with
WHSmith as this offers the best prospect of our company succeeding in it’s an initial
introductory phase. The ability of WHSmith to provide constant procurement of our
product provides our frim with stability and allows for future planning within the
business.
Below lies Zoo-Za’s detailed business plan that will be implement over the coming
years to achieve success in not only today’s challenging economic environment but in
future as well.
1 - Current Product Situation
1.1 - The Nature of the Product:
Our product is a highly reliable, transport friendly external charging device. It
offers an alternative to the usual wall socket method of recharging portable
devices and is highly suitable to the busy, on-the-go lifestyle of many individuals.
The device itself works by initially charging the Portable Battery Pack, which
takes up to 6 hours and then filtering the stored battery life to a third party
device (for more information see appendix). The Battery pack is highly adaptable
and comes with multiple attachments to be used on a variety of handheld
products e.g. Mobile phones, tablets, portable speakers, sat-navs… The device is
no larger than a packet of cigarettes and can store enough battery life to fully
charge a mobile device twice over, depending on the power banks capacity.
Within the first year of trading we intend to only sell one version of this product
but will expand our product range with various size capacities upon a successful
first year of trading. Although this product is already in existence, we firmly
believe that with the correct marketing along with an astute understanding of our
target market, our company can successfully achieve the right balance in order to
prove succesful.
1.2 - Potential Sales Growth:
Zoo-Za's Core Value
s
Reliable
Green conscious
Speedy
Easy to use
Convenient
Upon initial launch, we have set our estimated sales figure at a relatively modest figure of
under 1,000 units per month for the first 6 months. Our projected sales for the first three
months are 200, 350 and 450 units respectively. This indicates a slow introduction into the
market from our product, but nonetheless a steady growth. In the second half of our first
year of trading, our forecasted sales are expected to continue to rise gradually. We
anticipate a sales hike in the summer months as most of our marketing will target airport
commuters and the summer period is notoriously busy. We expect this steady incline to
continue throughout the autumn months and into the winter months.
1.3 - Packaging Alternatives:
Upon arrival from our manufacturer, our product will have our company logo embeded on
it and will already be in individual packaging. As our product will be available in various
colours, we will provide our distribtors with a wide range of colour combinations,
however, if a firm were to directly contact us and request specified colours, imprints or
even a company name on their product, we would be able to fulfil that need at an increased
sale price.
1.4 - Benefits for Our Distributors :
As previously mentioned, variations of our product are currently in existence albeit
inferior versions. From selling our product directly to consumers, our distributors will be
providing the market with a cheaper, more reliable service that currently exists in the UK
and Ireland. This will provide our distributors with an upper-hand over rival firms and will
also contribute to a positive reputation.
2 - Current Company Situation
2.1 - Current Situation:
As Zoo-Za is a recent start-up company, initial funding for our business venture
will prodominantly consist of a bank loan and personal savings. The loan we plan
to acquire is of €10,000, and in the second year of trading we anticipate the
successful acquisition of the New Frontiers Entrepreneur Development
Programme provided by Enterprise Ireland, this will provide us with a grant and
of €15,000 and also supply our firm with access to a vast wealth of knowledge.
The goal of this grant is to not only provide the successful applicant with funding,
but also mentoring and to provide the company with important skills and
contacts in the designated field. During the first few months of operations, we
will have at least one partner devoting themselves fully to the successful launch
of our firm. Pending future success, staff will be hired in order to maintain
control of company growth. We believe that with our recently attained
knowledge of the Asian culture and market, we have equipped ourselves with
adequate negotiating tools in order to attain our goods at a level of which we still
hold a competitive advantage over potential rival firms.
2.2 - Zoo-Za’s Long Term Goals:
Establish a reputable brand
name
Attain market dominance in
Ireland
Attain market dominance in the
UK
Sell directly to our consumers
Enter the African and EU market
2.3 - Five Year Plan:
Year 1Brand PromotionEntry into Irish marketTarget marketExpansion of Irish market
Year 2Further brandingEntry into the UKExpansion of UK market
Year 3
Further Expansion of UK marketIntroduction of Alternative modelPromotion of brand loyalty
Year 4Sustain Market ShareExpansion of Product Portfolio
Year 5Separation from DistributorsExploration of New Markets
Year 1
Brand Promotion
Prior to launching our product into the Irish market, we have identified the need
for substantial product branding. As the portable battery pack is in fact an
existing product, the importance of product branding is crucial in order to
seggregate our product with that of potential competitors. The research
undertaken in identifying this untapped market has also demonstrated the vast
competition that lies within the Asian market. This in turn could provide a huge
level of competition if entrepreneurs within the Asian market were to expand
globally. This is why we perceive successful product branding as essential.
Product association will aid in fending off potential entrants vying to gain a
market share. Our aim will be to gain a foothold in the target market using brand
recognition. We hope that this will in future, cement our company as the go-to,
reliable supplier of portable battery packs.
Entry into Irish Market
In year 1 we plan to initially only enter the Irish market as this is where our field
and desk research has taken place. The Irish market is most well-known to us
and possesses the right characteristics to prove an ideal starting point for our
business. The Irish market is very much tech-orientated and would provide few
barriers of trade whilst conducting business. The open-mindedness of the typical
Irish person is also an appealing factor we have considered when decided where
to begin trading.
Target Market
Through careful research and much thought, we have segmented our target
market into three categories; business, leisure and travel. Although we feel that
anyone is likely to purchase our product, we have determined these areas as our
primary market. In order to gain access to our targeted clientel, we have
identified “The Loop, Duty Free shop” at Dublin and Shannon airport as our initial
point of entry within the Irish. This location will enable us to reach our target
market but also to increase brand awareness in general through the volume of
flight passengers who commute on a regular basis. We have also negotiated the
sale of product on the Irish Rail trains and in a newsagents situated in Busáras
bus terminal. These two additional points of sale will enable our prodcut to reach
the nation, coast to coast.
Expansion of Irish Market
Should our initial product launch should prove to be successful in the first 6
months, we intend to further widen our target audience by expanding our
distribution to also include Irish ferries, outdoor activity retailers and music
festivals. These additional points of retail will enable us keep growing our
company whilst also expanding our target consumers. We beilieve that
expanding into various fields to be the next logical step as to maximise brand
awareness and attract a younger genration of potential clientel.
Year 2
Further Product Branding
As previously stated, we plan to place a huge emphasis on brand promotion and
awareness. As competition is likely to arise after the first year of trading, the
importance of substantial product branding will prove vital in differentiating our
product with that of possible competitors. In year 2 we will be aiming to make
our brand more known domestically as well as expanding into the UK market via
Heathrow and Gatwick airports.
Entry into UK Market
We plan to enter the UK market using the same model as that of entry into the
Irish market. Initially we will target the same business traveling concumers via
distributors at Heathrow and Gatwick airport. We believe that these two airports
to be the best entry point into the UK market as they facilitate 73 million and 38
million commuters respectively on an annual basis. Although many people
commute through these respective airports, we expect our sales to be gradual
and increase over time. Thi significance of selling our products in these locations
does not only lie in the potential revenue but also in the mass multinational
audience taking notice of our product and brand name.
Expansion of UK Market
As with the second half of year 1, we intend to further expand our distribution
upon an initial successful first half year. Using our already well-established
relationship with WHSmith in both Heathrow and Gatwick airport, we intend to
strike a further agreement which will make WHSmith our primary distributor
within the UK. This agreement will enable our product to reach all over the
British Isles and be readily accessible through the nearest chain store. The
affiliation with WHSmith will enable us to establish a network with huge
potential for growth.
Year 3
Further Expansion of UK Market
After a full year in the UK market, we suspect our brand to hold a good, reliable
reputation which will enable us to further explore our target audience. Through
our successful partnership with the firm WHSmith, we further plan to expand
our distribution chain to activities which will broaden our distribution to the EU
market. To do so, we intend to widen our distribution within the UK to also
include ferry and rail services which travel to and from European destinations.
Pursuing these additional avenues also creates the possibility of branching out
towards central Europe as EU countries have open borders, enabling cross-
country travel. We believe that with the rail services especially, our brand name
will have the potential to travel throughout Europe whilst promoting our
product along the way.
Introduction of Alternative Model
We intend to introduce a new model of portable battery pack with a larger
output (more battery stored), in order to satisfy ever-changing consumer needs.
The introduction of a new model will provide our firm with a fresh impotus and
will keep our consumers intrigued as to what else our firm may be able to offer
in future. Our new model will have an additional USB port and will have a higher
output of 8,000mAh. This will enable our consumers to charge two items at once
whilst also holding a larger storage capcity of battery life.
Promotion of Brand Loyalty
By year 3, we expected our business to have a reputable brand name which our
clients know they can rely upon. As our product does posess a lifespan of at least
3 years, depending on usage, we will need to promote brand loyaty in order to
ensure previous customers repurchase our product instead of a competitor’s. In
order to achieve this, we intend to offer a recycling scheme for perished goods.
We plan to facilitate a discount price on new products for returning customers
with their old battery packs. This we feel, will encourage brand loyalty whilst
also putting our firm on the map as a advocate for “green enterprising”
Year 4
Sustain Market Share
As our firm will have expanded quite rapidly, and our brand name become well
recognised, one of our main aims in our 4th year of trading is to sustain the high
level of market share we expect to control. In order to do so, we will need to
saturate the market and demonstrate to our distributors why our product and
brand name is better than our potential rival competitors. In order to
successfully protect our market share, we will need to have a good-working
relationship with our existing distributors. In order to achieve this, we have
allocated a sale or return policy and a just-in-time delivery policy with our
distributors which we feel will help strengthen the working relationship
between firms. We intend to implement these strategies upon the initial start-up
of our company.
Expansion of Product Portfolio
After the introduction of various models of the portable battery pack in year 3,
we intend to explore the possibility of further expanding our product range in
year 4. We have arranged travel to meet with our manufacturer on a bi-annual
basis, this will be done as to maintain a healthy relationship whilst also exploring
potential new product currently still in the research and development phase. By
doing so, we intend to be well aware of any new products to be released and thus
stay ahead of rival competitors. The extent of which we will expand our product
portfolio remains to be seen and will depend on the development of future
goods.
Year 5
Separation from Distributors
By this stage we expect our product to be well-known and to posess a good,
reliable reputation within the technology industry. Using the power of our brand,
we plan to commence selling directly to consumers using various means, such as
our website and dispensory machines situated at prime locations. By selling
directly to consumers ourselves, we will render our product more profitable via
the omission of distributors. This being said, we do plan to retain our main
distributor, WHSmith, as we feel that they are to big a chain to pass up on. Our
firm will also continue to sell our goods to the major airports previously
mentioned, however, we will no longer be supplying our goods to ferry and rail
services.
Exploration of New Markets
As our brand name grows year after year, we expect to own a majority market
share and will explore potential new opportunities for our business to keep
growing. By year 5, we anticipate our product to have a strong standing in the UK
and Irish market and we will therefore look into the possibility of further
expnasion. These possibilities include the introduction of our product into a
Third World environment where often wall sockets and electrical plugs are not
so easily accessible. We will also delve into the possibilitiy of expanding
throughout the EU, although this may prove to be quite a difficult task, the
potential for reward is great.
3 - Current Market Situation
3.1 - Portable Battery Market:
Currently portable battery packs are available to buy in most Irish phone shops
(e.g. Vodafone and 3) or online stores such as e-bay. However not many people
are aware of their existence. According to our survey, 45% have ever seen or
knew of a portable battery pack’s existence. This leaves us with over half of an
untapped market. Our business intends on undertaking the task of marketing
this product, while using our mind catching brand name to sell to smartphone
users. Currently Asia-Pacific is the leading region in the portable battery pack
market, with North America in second, followed by Europe in third. Increasingly
more people are purchasing smartphones and tablets, and the necessity for these
devices to be constantly readily available for use is becoming fundamental to
many people… thus the requirement for portable battery packs.
3.2 - Portable Battery Charger Trends:
Since the introduction of the first iPhone in 2007, people’s reliance on their
mobile phone has increased tremendously. Nowadays not only do people rely on
their smartphones, but many depend on their tablets too. We at Zoo-Za have
noticed a gap in the market for these portable battery packs. We feel the battery
packs will not only be used for phones and similar electronic goods, but could be
hugely beneficial to medical and military personnel. We also believe many poor
countries can benefit from purchasing our portable battery packs. For example,
African countries with little charging facilities and large areas of land to cover
whilst travelling could profit hugely from battery packs. Not only could they be
used to charge electrical tools, but the small torch located at the top of the
product would also be considerably beneficial. As previously stated the leading
markets ahead of Europe are Asia-Pacific and North America, who by most are
seen as years ahead of Europe in many ways, including technologically. So
according to history, there will be a huge demand for battery packs in the near
future and we at Zoo-Za feel now is the time to act so we can promote our brand
and make a distinguished name for ourselves in the market.
3.3 - Portable Battery Pack Market Statistics:
According to reports, the global portable battery pack market is predicted to
reach approximately $10.94 billion by 2020 with a compound annual growth
rate (CAGR) of 17.53% expected from 2014 to 2020. According to 2013 figures,
1.6 million of the Irish population were owners of smartphones, and this number
was speedily increasing. Irish tablet owners were close behind this figure, at 1.2
million people. The ever-rising figure of smartphone and tablet users provides
our company with an ever-expanding market base. We at Zoo-Za have identified
this, and acting now we can promote our brand name to create a strong foothold
in the portable power bank market.
3.4 - Market Segmentation:
Market Segmentation
Airports Bus TrainFerry Outdoors Shops
Zoo-Za has established its main market shall be in airports. With the highest
number of passengers per day, Dublin airport has millions of potential
consumers. Second to Dublin Airport is Shannon Airport. The mass amount of
travellers that pass through airport shops every day is huge. Our market
segmentation shows basically the more used form of transport, the more sales
we will have.
3.5 - Available Media in Ireland:
Relevant to our marketing strategy, we see major marketing campaigns adhered
via billboards in commuting locations such as airports, bus and train terminals.
We also feel online marketing would be hugely beneficial to sales. Not only for
free on social media sites as previously mentioned, but on sites such as
Ryanair.com or Busarus.ie. For example we will smartly place advertisements for
commuters to see and relate to. These would be the two main means of
advertising through media, however if we feel the need to expand our marketing
plan, Ireland has several other media forms that are readily available.
4 - Consumer Situation
4.1 - General Trends within the B2B Organisation:
Today’s business-to-business organisations have seen a large increase in consumer demands. Nowadays customers expect queries to be not only dealt with straight away, but also solved promptly. This trend means business must now spend more to ensure their customer service departments are adequate. We have all experienced the endless phone calls when we have been put on ‘hold’ for hours. This frustrated customers and results in many substituting products.
We also see a change to mobile first marketing. A recent study found that 60% of the US adult population now own a smartphone, while half own a tablet. Not only does this show a huge market for our product but also that mobile phones have become the number one choice of device for many businessmen to surf the web, check emails and correspond in general. Business to business marketers must realise that they must position ads in the best possible place… and that is increasingly becoming on a phone or tablet.
4.2 - Current Products within the Market:
As previously mentioned there are portable battery packs currently available, however their existence is known to few. These battery packs can be purchased online, on sites such as e-bay or amazon or in most phone stores. However their reliability and price is something we can bring to question. We can safely say their market price is a few hundred times that of cost price. There are many products that are thought to be in the process of being manufactured, which we shall talk about more in detail in the ‘Threats’ section of this project.
4.3 - Consumer Needs:
As stated above 60% of US adults own smartphones. The requirement for them to be always available to use is becoming vital. Businessmen checking their emails or waiting for an important business call, the need for battery life is imperative. With this need, comes our product, in which the problem of running out of battery may be worried about no more.
5 - The Macro Environment
The definition of Macro-Environment is the external and uncontrollable factors
that influence an organization's decision making, and affect its performance and
strategies. These factors include economic factors, demographics, competitors,
changes in cultural tastes, natural and technology.
5.1 - Competitors:
Zoo-Za’s USP (Unique Selling Point) is the fact that our product is cheap and
reliable. There are similar products currently available to purchase in the Irish
market, however these either; a) only supply a single full phone charge and not
reliable or b) overpriced for their charging capacity or c) not marketed at all. Our
portable battery packs provide our customers with at least 2 full phone charges
whilst boasting a lifespan of at least 3 years.
5.2 - The Economy:
There has been a recent change of fortune in Ireland’s economy. Although still
nothing compared to that of ‘Celtic Tiger’ times, the Irish economy is slowly
becoming progressively more stable. Households now have the funds to spend
on luxury items although many people have always found the resources to attain
enough money in order to purchase a new smartphone (generally the iPhone in
Ireland). With the more smartphones that get purchased, the broader the market
becomes for our product. Whilst the economy isn’t supplying the Irish
population with the vast amounts of capital it once was, people are willing to
spend on products that they need and rely on. Zoo-Za provides them with this.
The ever-increasing demand for longer battery life provides the need for
portable battery packs and we at Zoo-Za feel we can establish our brand name in
the market through smart advertising campaigns.
5.3 - Political:
Due to the most recent economic downturn the Irish government has introduced
many new taxes and enforced the price raising of old ones. Zoo-Za also intends to
receive some aid money from the government through grants such as the new
frontiers grant. However the chances of receiving this grant has significantly
lowered, primarily due to the fact that the Irish government doesn't have the
funds to grant such aids. What Zoo-Za can benefit from, is our planned recycling
scheme. We intend to have a system in place in which when a purchased battery
pack no longer functions (at least 3 years) on returning it when you purchase a
new Zoo-Za, a discount shall be deducted from cost price. The recycling scheme
will also aid our business in receiving government grants and hopefully achieve
various CSR (Corporate Social Responsibility) awards.
5.4 - Socio-Cultural Change:
Most of the Irish population possess smartphones and as previously mentioned,
the need for them to be switched on with battery life is becoming somewhat of a
necessity... or signs of addiction! Although not seen as good for society, many
people are seen on their phones in various social areas such as bars or
restaurants instead of engaging in conversation with other actual beings. The
desire for phones to always have sufficient battery is nearly an obsession, with
many people carrying a plug and USB wire around so that if they are stuck in the
situation of no phone battery they can ask if it can be charged behind the bar.
Our product prevents the requirement for this. A small portable pack and a mini
2” wire, as well as not having to leave your mobile behind a bar, is the solution to
all these problems.
5.5 - Natural:
We are now in a period where natural resources are gradually becoming scarcer.
Most companies are mindful of this and many of the top businesses are the ones
that have the best CSR. We at Zoo-Za do our best to promote recycling and
reusing of materials, our recycling scheme demonstrating this.
5.6 - Technology:
Our whole business is based around technology and the need for it in our world
today. If there were no smartphones, there wouldn't be a market for our product.
This tech savvy generation supply us with a monstrous market to supply to. The
internet dependent world we live in today is the reason phone batteries are
draining fast, with social media sites such as Facebook and Twitter in constant
use, as well as messaging apps; WhatsApp and We-Chat. The excessive use of
these sites also provides us with a huge marketing base. Most, if not all of our
target market are members on such sites. Furthermore, advertising is free on
them and it would be senseless to ignore such services.
6 - SWOT Analysis
6.1 - SWOT Analysis Of Zoo-Za:
Strengths:
Efficient and reliable product
Compatible to any USB device
Customization available upon request
External Production
Irish owned
Young, innovative and driven owners
Product Reliability
The nature of our product is to rapidly recharge any USB compatible device at
any location. Our product has a lifespan of about 3 years depending on the level
of usage. Alongside its ability to consistently ensure a swift recharge, our product
is also highly durable and small enough to be easily transported wherever the
owners may find themselves. Although our product does possess a lifespan, it is
extremely durable and consistently performs well, even after a lengthy period of
non-usage.
Compatibility with Any USB Device
Our product is essentially stored battery power that can be transmitted to almost
any mobile device. Although we firmly believe that a vast majority of our
consumers will use their Zoo-Za devices solely to charge their mobile phones,
our product is in fact much more versatile. The Zoo-Za battery packs can be used
on a wide range of devices such as a GPS, portable speakers, any handheld
gaming device, any golf ball-tracking utensil etc.…Our product has the potential
to be used in a variety of every day life situations and that is the beauty of it.
Product Customization Available
We intend to initially sell our product with a wide range of colours available to
cater to specific consumer needs, as this will help broaden our target audience.
Another service provided later on in the product life cycle will be the
customization of the Zoo-Za device to whoever desires it. Although only a limited
variety of colours will be available to the general public, upon request we will be
able to provide names, or company logos to those orders that are big enough.
This we feel may encourage outside businesses to provide all their employees
with a company customized Zoo-Za device.
External Production
Our firm will not be manufacturing our products but will be purchasing them
from overseas. Due to the portable battery packs being manufactured in China,
there is no production cost involved, thus greatly reducing the capital needed to
distribute our product. Having our product manufactured abroad will eliminate
many expenses such as machinery, labour and the cost of premises on which to
produce our goods. This in turn, will enable our firm to provide distributors will
a low cost product at which they may sell on at a huge mark up percentage.
Weaknesses:
Unknown market
No established brand name to build on
Lack of experience
Only one product in our portfolio
Not speaking directly to customers, negotiating via sales
reps
Not being able to speak Chinese fluently
International purchasing
We have identified our firm’s key weaknesses (see above) and have planned accordingly
how to accommodate such weaknesses with the adequate counter-measures.
No Company History
As with any newly established firm, our biggest weakness lies within the unknown that
accompanies a start-up company. We feel that the lack of good relations and proven
reliability may provide a push factor for many potential customers. Many employers
may be unwilling to trade with an unproven brand or supplier and so this may indeed
hinder the initial progression of our start-up.
Lack of Experience
This is a similar point to that above. As this is our first venture into the working business
world, there is a lack of experience when it comes to starting up a company. Although
we believe ourselves to be well equipped to take on this challenge, we must allow for
shortcoming due to our non-existent familiarity in this field. The lack of experience also
contributes to the absence of existing contacts in the business world. Within our group
we possess certain invaluable familial associates, but in order to broaden our
connections we must prove our commitment and belief in our company.
No Consumer Contact
As our product currently already exists on the market, it will prove difficult to sway
consumer opinion. We strongly believe that upon testing our product, customers will
realise the convenience of the product and won’t be able to imagine themselves without
one. This being said, we will not be dealing with consumers directly. Our distribution
chain halts at the buyer and therefore we will not be able to influence public opinion
directly.
International Purchasing
Due to the nature of our business, we will be relying heavily on imports from the Asian
market. In doing so, we aim to maximise our profits but also do so at a greater risk. With
purchasing internationally, we leave ourselves subject to greater risk and further
complications than that of purchasing within the EU. These complications come in many
different forms such as tariffs, customs clearance, problems with wrong orders etc.…
Opportunities:
Unexploited market
Can potentially diversify
World revolving more and more around technology
Opportunity for government grant with new start-up
company
Can potentially sell straight to customer
Large number of potential suppliers
We have recognised numerous opportunities (see above) within the SWOT analysis of
our product. These opportunities apply to both current and future situations.
Untapped Market
Although this is an existing product already in circulation, not many people are aware of
its usefulness. The common perception of an external charger is pretty poor and this is
mainly due to low-quality imitations and short-term battery storage devices. Many
existing power banks hold a very limited use and are disposed after a few uses. Our
product has an extremely long life span and can be used throughout at least a year long
period. Many people are unaware of this and simply opt not to purchase a disposable
battery charger.
Potential to Diversify
As it currently stands, our product portfolio is rather limited. We sell various different
Zoo-Za devices in a variety of colours; however they all serve the same purpose. Upon
successful entry into our targeted market, we will delve into the possibility of expanding
our product range to various devices. These devices are all subject to successful
research and development and would most likely remain a similar nature to that of our
existing product i.e. we have already began inquisitions into the possibility of
developing a similar device for laptops
Opportunity for Funding
Within the first 18 month period of successful trading, we intend to apply for governing
funding through the Local Enterprise Office of the Dublin City region. Assuming our firm
meets the very realistic criteria required, we could prove eligible for funding up to
€80,000. This vast figure would prove vital in aiding the firm expand and reach it
targeted goals. Although many other firms will undoubtedly apply for this grant scheme,
there is no reason as to why our application should fall short to rival firms. Other
schemes similar to this include the New Frontiers Entrepreneur Development
Programme.
Large Number of Potential Suppliers
Due to our existing and ever-improving knowledge of the Chinese language and culture,
we believe that we are in a very healthy position when it comes to negotiating with our
supplier. One of our group members actually has relatives based in the Hong Kong
region. We believe this to be a huge asset to our firm and it will aid in the negotiating
process as well as the transport aspect in our supply chain. The previously mentioned
relatives are currently very much involved in the importing and exporting aspect of
Hong Kong harbour. Due to the competitiveness of the Asian market, we have the
possibility to search for many various suppliers until we reach an agreement with that
that holds our business interests with high regard.
Threats:
No intellectual property rights
High level of competition
Existing Multinational Corporations
Cheaper imitations
Development of new and improved technology
Government regulations
No Intellectual Property
Zoo-Za does not currently own any copyright, patent or trademark in the
portable battery pack industry. This unfortunately allows competitors to easily
enter into the market with very similar and even imitation products. As our
product will be manufactured in Asia, where intellectual property rights and
trademark laws are loose at best, it may prove to be a difficult task ensuring that
our product is made of the highest quality and solely sold to our desired
distributors.
High Level of Competition
As our firm does not manufacture portable battery packs, but merely supplies
them to the Irish and UK market, there is a significant risk factor involved. The
risk of competitors rivaling our product is great as there are many suppliers of
near exact product throughout the Asian market. In order to protect our
company from rival firms, we will need excellent product branding and will also
have to ensure our product remains at a competitive price.
Research and Development of New Batteries
The Zoo-Za battery pack currently contains a lithium-ion battery and is capable
of storing between 2.8 - 3.2 smartphone charges. While chips and operating
systems are becoming more efficient to save power we're still only looking at a
day or two of use on a smartphone before having to recharge the device. This has
forced many companies and manufactures to invest large amounts of money in
battery development. Upon conducting research, we expect to see wireless
charging, increased battery life and instant re-charging of mobile devices within
the next 5 years. These new methods of providing power to a portable device
will pose a huge threat to our company unless we stay on top of new trends and
are also active in the research and development of new products.
Existing Multinational Corporations
Many firms such as Apple and Samsung already offer variations of our product in
their respective stores, albeit at a much inflated price. Upon conducting our
market research, we found that that the average cost of a similar product to ours
is between 50-60% more expensive. However, with their already well-
established brand names, these firms may still take a significant market share
and even more so if they were to reduce the price and offer more efficient
portable battery packs.
6.2 - Competitor’s SWOT:
Larger market shareStronger brand identityMore purchasing power
Stronger financialNew product developmentExisting relationship with
Asian developers
Low quality rival productPotential to lose their
competitive advantageNot as driven as newly
established firmsHigh selling price
First for new technology due to existing partnerships
New technologies available due to higher budget
Potential to buy out any rival firms
New entrants into the marketPossible poaching of under-
used staffPromiscuous price shoppersPossible acquisition of new
firms by biggest competitors
Strengths Weaknesses
Opportunities Threats
7 - Objectives
7.1 - Sales Projections
Januar
y
Febru
ary
Mar
chApril
May
June
July
August
Septem
ber
October
November
Decem
ber0
200
400
600
800
1000
1200
1400
1600
Sales 2016 (Units)
Sales 2016 (Units)
7.2 - Financial and Marketing Objectives:
Zoo-Za has acknowledged that in our first year of business our aim is not to make
profit, but to ensure our brand is well promoted. We feel that after establishing a
distinguished brand name we will obtain a strong foothold in the market. As
depicted in the above table, our sales are progressively steadily increasing. The
slight drop of sales in the third quarter of the year is due to the high number of
sales our company expects in the summer months, as in accordance with our
marketing plan in which the bulk of our marketing budget is spent (see
appendix).
As earlier mentioned, Zoo-Za does not expect to make profit in it’s first year of
trading. Our projected sales are very realistic and we are confident these figures
shall be reached which will give us tremendous assurance when we enter the UK
market in 2017.
The loan needed to ensure Zoo-Za can afford to purchase goods and promote the
business shall easily be paid off by the end of the five years as contracted. The
small amount of interest on this loan shall also not be a hindrance due to our
company’s increasing sales throughout the business year. Zoo-Za’s confidence of
survival is revealed in its ‘sale or return’ basis with The Loop in the first year and
WHSmith in its second year. This method also helps build and maintain business-
to-business relationships.
Our first two years of existence is to guarantee that not only do the UK and Irish
population understand what a battery pack is, but refer to them as ‘Zoo-Zas’.
Thus the importance of our marketing campaign. It is essential to our company
that people are aware of our product’s reliability and I feel with our recycling
scheme we prove that to customers. In our second year profit and loss account
(see appendix) we see our first profits. This highlights Zoo-Za’s name is
becoming more recognised, as there is a greater want for our product. We feel
that these profits shall continue to grow for years to come.
8 - Marketing Strategy
8.1 - Product Strategy:
Customers want a reliable, cost effective and trendy method of recharging their
device. They want to be able to quickly and efficiently recharge their device while on
the go. Zoo-Za matches all of these needs. Zoo-Za is sleek, powerful and portable. It
comes in a variety of different colours allowing for the users to customize it to their
taste. Zoo-Za’s dual capacity allows for the user to get the most out of a single
charge. It is ideal for those who are always on the go and never seem to have
enough battery.
8.2 - Place Strategy:
Zoo-Za can be found in Ireland’s three international airports, Dublin Airport,
Shannon Airport and Cork Airport. Each airport’s duty free electronic section will
supply Zoo-Za power banks in a range of customizable colours. Stands, solely holding
Zoo-Za products, will be displayed where possible. Arrangements have been made
for Zoo-Za power banks to be sold in all Irish Bus Eireann terminals and on all Iarnród
Éireann trains where possible. These goods will be sold by sales staff working for
each respected company. Zoo-Za does not need to hire its own sales force.
8.3- Price Strategy:
Zoo-Za power banks will be bought from China at the price of €6 per power bank.
This price is achievable through economies of scale, which we will be receiving
through bulk purchasing. We will be selling this product for €10 making a €4 profit.
This in turn will be sold onto consumers for €15. This price is very affordable and our
product provides more features than most competitors at this price range. This
profit range is due to increase as sales continue and greater economies of scale can
be taken advantage of.
8.4 - Promotion Strategies:
During the course of the year Zoo-Za will have promotion stands in 3 Irish Airports,
Irelands 8 major colleges and institutes of technologies, and Irelands three biggest
music festivals; Forbidden Fruit, Oxegen, and Electric Picnic. These exhibition stands
will allow potential customers to use Zoo-Za products to charge their device free of
charge. There will also be competitions and giveaways at these events. These
promotions are primarily being used to allow potential customers see for themselves
both the utility and convenience of Zoo-Za.
8.5 - Targeting Strategy:
Our target market is primarily phone and other portable device users. This market is
further divided up into three sub sections, leisure, business and travel. These three
sub sections contain the largest percentage of smart phones users and we believe
that these users will gain the greatest value from using our product.
8.6 - Marketing Research Strategy:
Our market research has consisted of both primary and secondary research. We
conducted an online questionnaire taken by 168 people. The questions used were
clear and concise which provided us with key information on our target demographic
and their habits. This online questionnaire allowed us to obtain first-hand
information related directly to our target market in which our competitors cannot
access.
8.7 - Distribution Strategy:
Our products will travel from the port of Shenzhen, China and arrive in Dublin Port.
The products will travel under DAP incoterms and will be delivered to storage in
south Dublin. From there, our products will be sent from storage and delivered to
their relevant destinations through courier delivery service financed by ourselves.
8.8 - Advertising Strategy:
Our advertising campaign consists of adverts in major transport hubs and on
transport vehicles. On 500 national buses we will have 3 cycles per year, each cycle
consisting of 14 days. These adverts will be located on both the outside and inside of
the buses and promote Zoo-Za. Zoo-Za will also be advertised on the Wi-Fi login page
of all Aircoaches throughout Ireland. This advertising will allow us to directly target
potential customer who fit into our target travel demographic. We will also hand out
fliers and stickers at various travel locations.
9 - Projected Profit and Loss Statement
9.1 - Expected Financial Outcomes:
The projected profit and loss statement forecasts Zoo-Za’s financial outcomes for
the year 2016. Zoo-Za expects to sell 10,000 products throughout the financial
year. The bulk of which shall be sold to The Loop (Dublin and Cork Airport) and
WHSmith (Shannon Airport), while the remainder sold to other transport hubs
(e.g. Bus and Rail) and outdoor related stores such as The Great Outdoors and
Trespass.
Apart of Zoo-Za’s marketing plan is to distribute large amounts of free samples.
Although money is lost from this strategy, we feel this will increase brand
exposure in locations such as colleges and festivals. This exposure will result in
many similar people (students and festival goers) desiring our product due to its
necessity at such locations.
The projected profit and loss also shows that Zoo-Za’s revenue in 2017 shall
accumulate to €300,000. Although this figure may seem quite high and
unrealistic, it is worth noting that the majority of this figure shall be allocated to
purchase our battery packs while other expenses from 2016 are also increasing.
Due to our expansion into the UK market the revenue figure will be spent on our
developing marketing campaigns, an increase in delivery charges and rising
business travel costs.
According to our projected profit and loss account, Zoo-Za is expected in the first
year to make a deficit of €2,259.60. We believe this is an accurate projection for a
start up business in the economic climate of today. Many start up businesses
struggle to earn profit in their first year but we feel that our business will
prosper in its second year of existence due to our growth into the UK market.
For more details on our projected figures, please refer to the appendix section at
the end of this report.
9.2 - Marketing Budget:
(Marketing budget relative to our first year expenditure)
Zoo-Za’s marketing budget in 2016 is quite high. We wanted to promote our
product which we feel is the main reason people do not own a battery pack –
because they are not known about. Due to the fact that our product is already
very reliable and shipping is included in the cost of purchasing we don't need to
spend any revenue on research and development.
In 2016, Zoo-Za plans to spend €3,680 on marketing in festivals. This involves
three festivals: Electric Picnic, Oxegen and Forbidden Fruit. We shall hire 7
workers per festival and festivals last a period of 2-3 days. We perceive this
scene as an area in which we could attract all types of people: festivalgoers,
people who enjoy camping and students.
College campuses are another area in which Zoo-Za targeted. In the first year,
Zoo-Za will promote in 8 colleges. €3,940 has been allocated to this strategy. The
majority of this was the dispensing of free samples, the remainder to workers
whom were employed from Verve Marketing.
Our third marketing scheme in our first year is in airports. €6,520 will be spent
through this method. Again a lot of revenue shall be used in hiring Verve
Marketing staff, while the remainder, in a one off purchase of a large promotional
plastic battery pack. This large battery can and will be used in future marketing
campaigns.
Lastly, Zoo-Za invests €14,304 into its billboard campaign and €7,600 into its
online advertising campaign. During the course of the year, ads shall be placed
outside and inside Dublin Busses. These well-positioned posters enhanced our
annual sales. Zoo-Za also advertises on the aircoach wifi login page. We can
safely assume that the majority of aircoach users shall be exploiting the free wifi,
and the placement of an ad will, we feel, definitely increase sales at airports.
A free method of advertising used is through social media sites such as Facebook
and Twitter. A Zoo-Za page will be set up in which people may follow our
business and contest in frequent competitions that take place in which a member
of our followers could win a Zoo-Za.
In Zoo-Za’s second year, figures throughout the profit and loss and balance sheet
increase. This year we expand to a bigger market in the UK, signifying the
importance bigger marketing campaigns, thus a larger budget. Our main target in
the first two years of existence is to promote Zoo-Za, our brand name.
10 - Controls
To ensure that our product is given the best opportunity upon launch we will use
appropriate marketing methods as to see to it that our product is well-received
and projected sales remain on target. We plan to use public relations and
advertising as methods of promoting the launch of our new product. An initial
successful launch of our product is not our goal, in order to maintain the growth
and continued success of our firm more
measure will need to be taken.
We have decided to monitor our progress by:
* Conducting bi-weekly and monthly sales
reviews, to measure our progress against
predictions.
* Executing market research after initial launch
in order to gauge customer reaction of our
product.
* Total Quality Management, this will include
bi-annual trips to the location of manufacturing
in order to ensure our product are produced
using only the finest materials. We will also
remain in constant contact with distributors in
order to monitor sales and receive consumer
feedback.
* We believe our product to hold a competitive
advantage over rival firms as our company will
be specialized in the field of portable battery
packs. This will allow us to maintain our product remains a higher quality than
that of our competitors.
We will review these topics on a bi weekly basis and monitor sales trends and
whether the customer is attracted to our product. If sales are falling short of the
targets, appropriate action will take place. Firstly, an examination will take place
in order to identify the reason behind our faltering sales. And secondly, an
assessment of where cost reduction may take place will be conducted in order to
restore profitability to the firm.
On top of these activities, we will also be conducting marketing audits as to
ensure that we are in fact reaching our target market with a desired effect. It is
recommended that a marketing audit be conducted every 6 months within the
first financial year. The pupose of a marketing audit is to evalute all marketing
operations within a firm and provides a opportunity to review and rectify any
downfalls within the marketing mix. There are many forms of marketing audits
which may be used, all of which aim to identify where the marketing flaws have
let the firm down.
C o m p re h e n siv e
S y ste m a tic
In d e p e n d e n t
P e rio d ic
11 - Conclusion
Through thorough market research we have identified that much of our target
market are unaware of our product and that there is a common misconception of
what exactly a Portable Battery Pack offers. Our devices are trending across the
Asian continent and we believe that it is only a matter of time before they reach
the EU market and more specifically, Ireland. The potential of this product is
almost limitless, as the world becomes ever-more tech orientated and mobile
phone dependent. We believe that in the Zoo-Za battery packs, we have a
product that is waiting to explode across Europe into a huge market with vast
potential for returns. Another contributing factor to our exciting business
venture is the ever-blossoming Sino-Irish relationship which we will contribute
to even further.
Through conducting this business plan we have gained a valuable insight into the
working business environment, which has left us with a lust for more. This
project has provided us with a glimpse of how firms operate and has portrayed
across the complexity involved in researching the launch of a new product. We
have learned the importance of a healthy company image and how significant a
role the marketing aspect of a product launch actually plays. In our case, product
branding is one of the most arduous tasks as the need to distance ourselves from
a relatively poor reputation of similar products is essential in a successful
product launch.
12 - Appendix
Zoo-Za Accounts
Income and Expenditure Account for 2016
€ €
Income
10,000 x 2 Charges @ €10 100,000
Total Income 100,000
Expenditure
Marketing 25,554
Wages 9,840
Travel Expenses 3,200
Delivery 2,520
Purchases 60,000
Business Name Trademark 302
Loan Interest 523.60
Limited Liability Company Registration Ireland 320
Total Expenditure 102,259.60
Total Income Minus Total Expenditure -2,259.60
Profit -2,259.60
Zoo-Za Accounts
Profit and Loss Account for year ended 31/12/2016
€ €
Sales 100,000
less Cost of Sales:
Purchases -60,000
Gross Profit 40,000
less Operating Expenses:
Marketing 25,554
Wages 9,840
Business Expenses 3,822
Delivery 2,520
Interest Paid 523.60
-42,259.60
Net Profit -2,259.60
Zoo-Za Accounts
Balance Sheet As At 31/12/2016
€ €
Current Assets:
Debtors 15,000
Stock 2,000
Bank 4,834
21,834
Less Current Liabilities:
Interest Due 2,094
-2,094
19,740
Financed By:
Shareholders Capital 12,000
Loan 10,000
P & L Balance 31/12/2016 -2,260
19,740
Explanation of Accounts 2016
Profit And Loss Account 2016:
Revenue:
10,000 2 x Charge Battery Packs €100,000
Cost Of Sales:
10,000 2 x Charge Battery Packs €60,000
Marketing:
Promotions €560
Billboard Advertising €14,304
Web Advertising €7,670
Clothing €600
Equipment €860
Flyers €1,200
Phone €360
Business Expenses:
Trip to Shenzhen (x2) €2000
Trip to Shenzhen (x1) €1000
Trip to Galway (x1) €100
Trip to Cork (x1) €100
Business Name Trademark €302
Limited Liability Company Registration Ireland €320
Balance Sheet 2016:
Debtors:
Selling on one month’s credit €15,000
Interest Due:
Interest from loan at start of year €2,094
Shareholder’s Capital:
3 owners investment of €4,000 each €12,000
Zoo-Za Accounts
Income and Expenditure Account for 2017€ €
Income
30,000 x 2 Charges @ €10 300,000
Grant 15,000
Total Income 315,000
Expenditure
Marketing 63,345
Wages 24,600
Travel Expenses 3,700
Delivery 16,320
Purchases 180,000
Light and Heat 1,920
Studio Rent 6,600
Loan Interest 523.60
Internet 180
Business Expenses 3,000
Total Expenditure 300,188.60
Total Income Minus Total Expenditure 14,811.40
Profit 14,811.40
Zoo-Za Accounts
Profit and Loss Account for year ended 31/12/2017
€ €
Sales 300,000
less Cost of Sales:
Purchases -180,000
Gross Profit 120,000
less Operating Expenses:
Marketing 63,345
Wages 24,600
Business Expenses 6,880
Delivery 16,320
Light And Heat 1,920
Rent 6,600
Intrest Paid 523.6
120,188.60
-188.60
Add Opeating Income:
Grant 15,000
Net Profit 14,811.40
Zoo-Za Accounts
Balance Sheet As At 31/12/2017
€ €
Current Assets:
Debtors 32,000
Bank 5,381
37,381
Less Current Liabilities:
Interest Due 1,570
-1,570
35,811
Financed By:
Shareholders Capital 6,000
P & L Balance 31/12/2017 14,811
Grant 15,000
35,811
Explanation of Accounts 2017:
Profit And Loss Account 2017:
Revenue:
30,000 2 x Charge Battery Packs €300,000
Cost of Sales:
30,000 2 x Charge Battery Packs €60,000
Marketing:
Promotions €1,400
Billboard Advertising €35,760
Web Advertising €19,175
Clothing €1,500
Equipment €2,150
Flyers €3,000
Phone €900
Business Expenses:
Trip to Shenzhen (for 2) €2000
Trip to Shenzhen (for 1) €1000
Trip to Galway (for 1) €100
Trip to Cork (for 1) €100
Trip to England (x 2) €500
Office Equipment and Furniture €3,000
Internet €15 x 12 Months €180
Light and Heat:
Light €100 x 12 Months €1,200
Heat €60 x 12 Months €720
Rent:
Studio €550 x 12 Months €6,600
Grant:
New Frontiers Entrepreneur Development Programme €15,000
Balance Sheet 2017:
Debtors:
Selling on one month’s credit €32,000
Interest Due:
Interest from loan at start of year 1 €1,570
Shareholder’s Capital:
3 owners investment of €2,000 each €6,000
Porters Five Forces
Competitive
Rivalry
Threat of
New Entry
Buyer Power
Supplier Power
Threat of New Entry
Low barriers to entry
Some economies of scale
New entry quite easy
Competitive Rivalry
Few competitors Level of advertising
expense
Sales Locations
Threat of
Substitution
Buyer Power
Ability to substitute
Force down prices
Supplier Power
Many suppliers Supplier competition –
the ability to forward vertically integrate and cut out the buyer
Similar products Threat of Substitution
Ease of substitution
Pest Analysis of the United Kingdom
Given the company’s international operations, political factors for Zoo-Za can vary from
country to country. In addition, these factors can change dramatically at any time as
governments have the power to introduce any new regulations, impose tariffs or taxes.
Almost all political factors that affect Zoo-Za have the same effect on its competitors. Hence,
the company must be prepared for any possible changes that affect its trade in order to stay
ahead of its competitors by incorporating existing political factors into its business strategy
and constantly review the effects of these political factors.
The current United Kingdom (UK) government is a coalition government, composed of
members of both the Conservative Party and the Liberal Democrats. This government is both
a democratic and stable one. There is very little risk of government instability in the region.
The UK since 1973 has been a member of the European Union (EU). The UK’s trade policy
coincides with that of other members of the European Union. Membership of the EU
ensures the UK has non-tariff barriers on agricultural and manufacturing subsidies, quotas,
import restrictions and bans for some goods and services, and non-transparent and
restrictive regulations and standards. This allows for ease of integration of Zoo-Za into the
UK Market.
The UK has complete Freedom of Press and the rule of law is one of the longest established
common law fundamental principles of the governance of the United Kingdom. Zoo-Za has
the freedom to advertise through any form of media without censorship and will also be
promised a fair trial should it be entered in litigation.
The UK General Election which will late place May 2015 while not have an major effect on
the operations of Zoo-Za. There are no policy changes foreseeable which will have a direct
impact on the company.
Without doubt the macro-economic monitored by the UK government are one of the most
important external factors for the company as they have profound effect on the company’s
business. The United Kingdom has the fifth largest national economy measured by nominal
GDP. The economy grew by 2.6% last year, which indicates a health growth rate and a health
market for Zoo-Za to thrive in. Financial services in the UK are regulated by Prudential
Regulation Authority (PRA). The UK’s current interest rate is 0.5%. The UK’s interest rate
favours Zoo-Za well and creates no hesitation when considering taking out a loan from a UK
bank. Despite the UK’s current astounding low inflation rate causes by a sudden drop in oil
prices and supermarket prices wars, the UK’s inflation is kept at a health percentile due to
increased bank regulation after the credit crunch. The UK’s growing economy and low
inflation rate is a huge advantage for Zoo-Za as UK citizens now have a largely increased
amount of disposable income to spend on goods.
Although Zoo-Za has a strong brand associated with reliable and quality products, the
company must ensure that its products reflect the changes in social and cultural trends and
in particular able to attract new generation of consumers. Also given that the market in
which Zoo-Za operates is subject to rapid changes and intense competition, the company
must continuously improve its marketing, work of ideas and creativeness in order to meet
changing consumer needs, tastes and lifestyles. 7 in 10 UK citizens own and smart phone
and 1 in 4 own a tablet. These numbers are sure to rise due to the ‘lack of fear of
technology’ that newer generations are possessing. These consumers want to be
trendsetters and are very conscious what’s popular and what’s not. Zoo-Za aims to take
advantage of these trends with multiple marketing campaigns e.g. promoting Zoo-Za at
music festivals. This electronic generation wants what’s fashionable and Zoo-Za aims on
being at the forefront of the power bank market.
As the nature the business is based on technology, without doubt the changes in
technological factors have profound impact on the company’s business. In Zoo-Za’s case
these changes will have a negative effect. Products can shift quickly in and out of style
especially when the market in which the products are in is growing quickly. Globally, the
electronics industry is expected to grow by around 7% in 2015. This credited due to
increased government research spending, increased research and development grants and
intellectual property rights. The UK government is also setting up a pilot scheme to create
University Enterprise Zones (UEZ), aimed at encouraging greater university-business
interaction to increase innovation and growth. Zoo-Za will face massive competition over the
coming years with the advancement of the battery, allowing for longer battery lives and
decreased charge times.
Product Information
5600mAh typical battery pack capacity (milliamp-hours)
Apple supplied batteries 1900mAh
Most tablets are between 5,000-10,000
Samsung Galaxy S5 2,800mAh
Apple MacBook Air 7,150mAh
Operating temperature:0℃-40℃
Input : DC 5V/1A
Output: DC 5V/1A
Material: Polycarbonate--- Being a good electrical insulator and having heat-resistant and flame-retardant properties, it is used in various products associated with electrical and telecommunications hardware.
Size : 85*53*26mm
Weight: 100g
Delivery time: 3-10 days based on order quantity
Warranty : 12 months
Certificates :CE, FCC, RoHS, MSDS, UL, UN38.3