A farmer, veterinarian, and nature lover is the definition of Edward Marshall Boehm. He was a sculptor of clay figurines, but when he got so much praise from his family and friends he decided to start creating porcelain figurines. His figurines consisted mostly of birds, flowers, and wildlife. The process of making these objects consisted of fifty-two steps. One of his sculptural details was made of 60,000 individually carved, fine-print feathers. SWOT The SWOT analysis is a way to see the strengths, weaknesses, opportunities, and threats of your business.
For Mr.Boehm this is a great plan he could have used to analyze his production process of figurines. Strengths Mr. Boehm had a great production line. He was working on figurines while his wife was doing the marketing and financial side of the business. Here he is using his resources to their greatest extent. His works were so wanted that he never had any trouble selling them. In fact a few of his pieces were sold at over $20,000. 00. Not such a bad paycheck. Weaknesses I cannot really say that Mr. Boehm had any major weaknesses in his business. The only minute thing that I can think of is that he always had a waiting list of customers.
Having such a list, customers may venture off and purchase a knock-off of his product. Opportunities He was always in the position to sell. So opportunities were there for Mr. Boehm left and right. Threats Boehm didn’t have many threats. Being that he had such a wide customer base he always had work to do. He may run into the trouble of not being able to produce the figurines quickly enough, but his loyal customers would wait patiently to get their hands on one of his figurines. Porter’s Five Forces Model Threat of New Entrants I don’t think that Boehm had to be worried about too many entrants.
The Business plan on Apple Computer Corporate And Business Strategy
APPLE 2002 CASE ANALYSIS STUDENT NUMBER 899 Executive Summary Apple began with the mission to "change the world through technology." More specifically, the company sought out to make the personal computer an accessible and affordable device to the mass market. The proliferation of new software and hardware technology drastically changed the landscape of the industry and Apple adopted a ...
His figurines were so prestigious that customers only wanted his. They did not have to fight other figurine companies because he had his own list of customers to provide for. Bargaining Power of Buyers Buyers can compete by forcing prices to decrease, choosing higher quality, and playing off others. However like I have said all along Boehm was in a league of his own and had control of his market. Bargaining Power of Suppliers Companies also play off of each other in determining their prices. Mr. Boehm had the power in his hands and had no other company to compete with so therefore his pricing schedule was determined by himself.
Threat of Substitutes I am sure that there were many companies that tried to undermine Mr. Boehm and try to produce a similar product at a much cheaper price. However, there are many customers out there that know what to look for when buying a Boehm piece and will not be fooled by knock-offs. Recommendations I really do not have any recommendation for Mr. Boehm’s company. They may take in the idea of broadening their collection of porcelain figurines. However, the birds, flowers, and wildlife figurines is what they are most prized for. This is what the customer out there wants to buy.
Mr.Boehm’s collection is a hundred times that of what Waterford crystal is. His figurines are a prized possession that has been around for a long time and will be around for a time to come. Edward Marshall Boehm Today As of 1992 Boehm was accorded at its highest honor when a wing of the Vatican Museum in Rome was named in memory of Edward Marshall Boehm. This was the first time ever that one of the many museums in the Vatican was named for an American. The other museums are named for Popes and royal families. If that doesn’t declare the level of prestige this man claimed I don’t know what will.
