Cacher is the code snippet organizer for pro developers

2.8 year Software Development experience in Birlasoft India Ltd.
6 Year Overall Experience in IT Industry.
Currently involved in web development and blogs management.
Winner as a poet in Birlasoft Talent Hunt.
Actively involved in blogging based on subjects like motivation, self-management, productivity and spirituality. (Blog: www.visionshine.com )
Participated in various singing events.
Recognized as advisor by Shiksha.com for regular participation on career advice.




Coolex was founded in 1965
It has recorded a turnover of Rs 620 crore in the year ended March 31, 1997
70% of this came from central air-conditioning
15% from unitary air-conditioners
15% from our trading operations
1983, we had a 55% share of the local central air-conditioning business. 1997, today, it stands at 40 per cent.

Goal: To achieve a turnover of Rs 1,000 crore by 2002 by growing all our businesses. 60 per cent growth-rate over 4 years
Concern: The decline in Coolex's share in the central-air-conditioning business from 55 to 40 per cent is a primary concern for the manufacturer.


Strengths

Finance: Capital by client-funds rather than bank finance.  Modular schedule.
Operations: Project-management skills and best deliverables
Man Power: 650 qualified engineers and 1,200 trained technicians
Network functions: Excellent relationships with architects, interior designers, construction firms, and suppliers. This network functions as an entry-barrier to competition
Trading Operations:  Finest logistics support for our trading operations
Marketing: Established brand. Highest number of inquiries we generate.  

Weaknesses

Core competencies are not clear.
Strategy-formulation process seems reactive (to competition) rather than responsive.
Manufacturer is heavily riding on his historical advantage, and familiarity with a regulated environment. And both are under threat now.



External Environment Analysis
Number of customers are increasing in industrial air-conditioning systems and so does the manufactures. There will be more competition and share will be reduced between the competitors. We should accept the fact.
Rather than focusing on the market share, focus should be on increasing our turn over. Therefore, the primary focus will be on customers not on competitors.
Customers are becoming, increasingly, unpredictable: This means that we are not able to figure out customer’s behaviour and expectations.
Despite of quality engineers and technicians, our product might not aligned with the latest trends and developments.
Even if our product is up to mark, we are unable to make customers engaged and feel them connected with us.


Strategy Identification

There is need to extend the conventional approach by focusing on customer behaviour and expectation. The company should track its customers, not its competitors.
The new strategy should focus on evaluating the core competencies. The strength of each department is visible inside that department only and that does not make it certain.
The goal should be to Engage customers and get them connected with the manufacturer. They should feel valuable. Let us get leverage by social media and internet marketing.
Evaluate the future trends for air-conditioning product that could lead market in long term.



Key Recommendations
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Conduct an internal survey to evaluate  the core competencies.
Conducting Customer expectation survey to see what we are lacking at.
Bridge the gap between the core competencies and latest trends to provide more value to customer.  Decide on the skills and resources it needs to acquire in the short and the long terms.


“The heart of strategy is not about beating the competitor; it is about creating value for the customer.”
~ Kenichi Ohmae