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Wild Shrimp fishing has been practiced for centuries in many parts of
the world.
Wild Shrimp
Fisheries
Environmentalists
Shrimp Industry
Shrimp Aquaculture
Firms
Policy Groups
Most valuable fish product, over $10 billion of exports per year and
more than 6 million metric tons
Global shrimp production had more than doubled since 1986, following
a strong demand.
US, Japan and Europe contributed the bulk of global shrimp imports
Both the wild catch and aquaculture sectors had been accussed of the
damaging the environment, affecting other industries and being
unsustainable.
Land was used to convert to water bodies and were doubled to shrimp
production
Thanks
SUSTAINABILTY CHALLENGES
IN THE SHRIMP INDUSRY
GROUP 1
ABHINAV TEMANI (H15061)
ASHISH AGGARWALA (H15073)
ISHAN GAUTAM (H15085)
PARIDHI AGGARWAL (H15097)
SAMUJJAL DUTTA (H15109)
VIVEK MUKHERJEE (H15121)
Increase in
Demand
Increase in
production
(source of
profits)
Increase in
supply
Decrease
in prices
Decrease
in prices
Utilization
of cost
effective
methods
Environmentalist
Utilization of Resources
24%
24%
Fully exploited
Overexploited
52%
Under exploited
Regulatory Bodies
Thank You!
Clarke: Transformation
for Environmental
Sustainability
-Group 2 (HRM-A)
Two-fold purpose: elevate position as an industry leader and leave behind a positive
legacy
Products:
DuraNets: durable, low-cost, reusable anti-malarial bed nets, lasted up to 5 times longer
7 Specific Goals
Donate 2080 employee hours to assist the communities in which they serve
4 Strategic Themes
Extend the
Reach
Innovation
Sustainability
One Clarke
3 Unique Projects
Utilize Bicycles in 95% of larvicide spraying applications -> slashing costs and
reducing its carbon footprint
Natular
Eco-Tier Index
Categories:
Conventional
Advanced
NextGen
Challenges Ahead
Recommendations
More tie-ups with big corporations to increase finances and sell sustainability
on a large scale
Thank You
Clarke
Transformation for Environmental
Sustainability
Situation Analysis
President, Lyell Clarke, in a dilemma that how far could company push its
sustainability agenda without damaging business or driving away
customers?
Analysis
The company has always had innovative strategies predictive mosquito flight
Intended to show that profitability and sustainability can go hand in hand two fold
purpose
Have provided services to every major U.S natural disaster since 1999.
Wants to double its reach and wants to reach 660 million people by 2014.
All these bodies have been criticized for the use of toxic chemicals
EPA clearance required, which is expensive and time consuming but slightly
fast-track for green chemicals
Extend the
reach
Innovation
Sustainability
One Clarke
Goals of Clarke
Reduce
Implementation
Utilizing bicycles
Abandon use of Chevy an old highly valued job benefit
95% spraying using Bicycles
Cost cutting - >50,000$ as well as reduction in carbon footprint
Project regeneration
Advancement of technology
Techniques like navigation and GPS used
Reduced paper usage as well as miles driven
Electrical units
Change in spraying techniques
Comparably safer as well as effective
Challenges ahead
Bulk
Cons
Cons
Cheaper FourStar
Recommendations
EcoMotors
International
H15005 AKRITI VERMA
H15017 BHANU GUPTA
H15029 KRISHNA ADITYA G
H15041 PRATIK JAIN
H15053 SIDHARTHA PALIWAL
COMPANY OVERVIEW
HISTORY
EcoMotors
formed in 2008
upon split of
CAP. L3
Communications
- military use
EcoMotors -
$15 million
contract by
DARPA to
develop an
OPOC design
for military
trucks and tanks
Initial design
developed at
Volkswagen but
not
implemented
Joined APT ,
developed an
OPOC design
which got the
attention of
DARPA
commercial use
CAP, a joint
venture
formed with
L3
communicati
ons in 2006
CURRENT SCENARIO
sustainable
MATERIAL COST
Conventional Engine
2020
916
1660
Fuel charging
2720
2240
2420
2980
1220
1106
1028
944
612
448
CAPITAL EXPENDITURE
Conventional Engine
Total machining
304
164
Total assembly
43
36
Total tooling
84
46
431
246
13
444
254
90
48
534
302
Manufacturing Subtotal
Other supporting
departments
Total manufacturing
Supplier tooling
Total plant investment
DISADVANTAGES OF OPOC
Lack of dedicated lubrication system, parts
wear-out faster
2-stroke oil can be expensive as mixing ratio
is about 4 ounces per gallon of gas and 1
gallon of oil burns for every 1000 miles
Produce more emissions from the
combustion of oil in the gas
MARKET SEGMENTS
Types of Customers
Established independent
engine makers
Selection Criteria
Market Application
Light duty on road market
Medium and heavy duty
on road market
Off road market
Average horsepower of
market segment
Off-road
22.5 million units
3.6% CAGR
60% captive
27% emissionized
185 average HP
Light on-road
81.5 million units
4.1% CAGR
90% captive
100% emissionized
156 average HP
the
how
How to
sell to
market
Licensing:
License intellectual property to manufacture its OPOC engine
Capital and manpower to build and run engine plant
Money through royalty revenues
Advantages:
Lower risk and capital lightness
Focus to take technology to mass market
Disadvantages:
Lower long term value capture
Royalty revenues a fraction of what the company could make
Lose royalty rights- white-label supplier
Disadvantages:
Capital intensive
Non core activities expertise needed
R&D focused Marketing
ACTIONS TAKEN
JV worth $ 200 million with First Automobile Works (FAW) group in China
Light-duty on-road
Off-road
Speeding up R&D
THANK YOU
Sustainable Development :
EcoMotors International
Submitted byAman Tripathi
C.Anish
Manas Tiwari
Pritha Dube
Snigdha Talapatra
Lean
Startup
Approach:
Creating
minimum viable products and controlled
scale up
Current Scenario:
40% lighter
and 40%
smaller
Opposed Piston,
Opposed
Cylinder
(OPOC)
lower
material and
capital costs
Additional
seating space
or payload
Decisions to be made:
Opportunities
Weaknesses
Shortage of time & Capital
Technical challenges in regions with
more stringent emission regulation
such as USA, Europe & Japan
Requires huge investment in
infrastructure to reach the scalability
SWOT
Threats
Emissionized Zones
Europe
US & Canada
Asia & Africa
Oceania
Latin & South America
Market Application
Others
Growth Rate
Overall Volume
Captive Markets
Average Horsepower
JV Partnership
Pros:
Non capital intensive
No IP rights risk
Partners strengths can be leveraged
Cons
Untested option since JVs only with companies
having proven technology.
Make-and-sell
Pros:
Higher long term value capture
Full Control
No IP rights risk
Cons
Capital intensive
Outside the domain of expertise
Lower Implementation Less Break Higher Value Larger Market Growth Lower Emission
Cost
Even time
Capture
Share
Rate
Standard
Decision Variables
Captivity
%
Best
Option
Integrators
Aggregators
& New
Entrants
Aggregators
Cutomer
Independent
New
Market
Segmentation
LCV
M&HCV
Off Road
Europe
US & Canada
Oceania
Licensing
Make-and-sell
JV Partnership
Market
Application
Emissionized
Zones
Business Model
M&HCV
Best Option
2nd Best Option
3rd Best Option
No data available in case
Asia, Africa,
Latin & S.
America
JV
Partnership
Recommendations
SHORT TERM
LONG TERM
Thank you
Questions?
ECOMOTORS
INTERNATIONAL
Presented by
Group 5
Origin of EcoMotors
Problem Statement
To develop a marketing strategy by selecting right market segment &
complimenting marketing strategy to promote an engine which has the
breakthrough potential of transforming entire industry.
4 stroke engine
Customer Segments
Engine
Integrators
Engine
Aggregators
Established
Engine
Makers
New Entrant
Engine
Makers
Market Segments
Light Duty
On-road
Vehicles
Medium &
High Duty
Vehicles
Off-Road
Vehicles
Business Models
Licensing
Joint Venture
Partnership
Lease &
Subscription
Comparative Study
Business Plan
Trust Factor
Financial
Constraints
Patent &
licensing
issues
Licensing
Low
Low
High
Low
High
Low
JV Partnership
Medium
Low
Low
High
Low
Medium
Customer Segmentation
Engine Integrators
Engine Aggregators
JV Partnership
JV Partnership
Focus on independent
engine makers who are
established and those who
are new entrants
Focus on engine
integrators
THANK YOU