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List of Appendices
Appendix A: Organisation Chart KSB Nederland BV Appendix B: Interview Topic List
Appendix C: Questionnaire
Appendix D: Competitors per Market Segment
Appendix E: Competitor Profile Example: Superconsult Ltd
Appendix A: Organisation Chart KSB Nederland BV
AF S CA CM
Building services (Pumps + Valves)
SL SH
Valves
Service Heinenoord GT
W IE
IA
Sales department Facilitating department Industry & Energy
(Pumps)
Watermanagement (Pumps)
Installation department
Logistics D
CK
Service Administration & Marketing Information
Coordinator quality management
CEO KSB Nederland BV
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Appendix B: Interview Topic List
Interview with a KSB Nederland BV sales manager of the Industry and Energy department:
General
• Marketing mix for the KSB industry and energy department
• Criteria for department objectives/ business plan
• On which information is this business plan based?
Market
• What part of the industry and energy segments are important and why?
• What will be important in these segments in the future?
• How successful is KSB Nederland BV in these segments?
• How have these market segments developed over time?
• What is the position of KSB in these segments?
• What are the targets for KSB in these segments?
• Which competitors are considered most important in industry and energy and why?
Customers
• What types of customers play a role in these segments and in which measure?
• What are the most important customers for KSB in the segments industry and energy nowadays?
• What aspects of products or service are important for customers nowadays?
• What are customer motivations for buying KSB products in these segments?
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Appendix C: Questionnaire
Company:
Your name:
Your function:
Company branch:
Dear Sir/ Madam,
Within the framework of the round-off of the study Management and Organisation to the University of Groningen I am currently busy with a market research on centrifugal fluid pumps, valves and service. Objective of this research is an inventory of the market and description of recent developments.
Since information from the market is essential, I have established this inquiry, and by means of the following ten short questions I hope to get insight in this market.
I appreciate it very much if you would be so kind to help me with this research, and probably you don’t object to answering some questions. Results of this research will not be published and information will be handled confidentially. Results will be reported in aggregated form.
This inquiry will confiscate approximately 12 minutes of your time.
If you wish, it is possible to add a short comment to each of your answers.
A number of tables has been incorporated in this questionnaire, pay attention that not every field needs to apply to your situation. Should you have any questions, I am of course willing to answer them, please contact me by phone: 06 -...
Hugo Rothengatter
1. What is the brand of which you think first in case of pump systems or fluid pumps?
A………..B……….C………..
2. What is the total number of centrifugal fluid pumps, deployed in your company? ………
3. Which centrifugal pump types of which brand are deployed in your company, and what is the number of them?
If you don’t have numbers available an approach will be sufficient.
Type
Brand
Water-norm pumps (single stage, single- and multiple flow)
Multiple stage pumps (e.g.
boiler feed pumps)
Chemical- norm pumps
Chemical heavy duty (e.g. API pumps)
Dry mounted waste water pumps
Wet mounted waste water pumps
Other
Number ABS
Begeman
Bytech
DAP
DBR Pumps & Parts
Duijvelaar (DP)
Flygt Flowserve
Geveke Pompen
Grundfos
Hermetic
Johnson Pump
KSB
Nijhuis Pompen
Sterling Fluid Systems
Sulzer Pompen
Van Wijk en Boerma Wilo
Other
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4. How much is bought annually of the different pump types (and brands), in number and amount?
If you don’t have numbers available an approach will be sufficient.
Type
Brand
Water-norm pumps (single stage, single- and multiple flow)
Multiple stage pumps (e.g.
boiler feed pumps)
Chemical- norm pumps
Chemie heavy duty (e.g. API pumps)
Dry mounted waste water pumps
Wet mounted waste water pumps
Other
Number and amount ABS
Begeman
Bytech
DAP
DBR Pumps & Parts
Duijvelaar (DP)
Flygt Flowserve
Geveke Pompen
Grundfos
Hermetic
Johnson Pump
KSB
Nijhuis Pompen
Sterling Fluid Systems
Sulzer Pompen
Van Wijk en Boerma Wilo
Other
Service
5. What is your service budget concerning pumps and valves?
……….euro
6. Which part of this is internally looked after?
Internally: % Externally: %
7. Is there a movement in this distribution? How?
8. Which suppliers look after the external maintenance concerning pumps and valves and which share do they have?
If you don’t have numbers available an approach will be sufficient.
%
Flowserve Gerard GTI ITT KSB Nederlandse Pompservice
Rotary Equipment Service
Saedt Sereq Stork Other
6 Valves
9. Which valve types of which brand are deployed in your company, and what is the number of them?
If you don’t have numbers available an approach will be sufficient.
Gate valves Butterfly valves Membrane valves Ball valves Other Number
Econosto
Eriks Flowserve KSB Transmark TYCO
Wouter Witzel (PCC)
Xomox Bray Other
10. How much is annually bought of the different valve types (and brands), in number and amount?
If you don’t have numbers available an approach will be sufficient.
Gate valves Butterfly valves Membrane valves Ball valves Other Number and
amount
Econosto
Eriks Flowserve KSB Transmark TYCO
Wouter Witzel (PCC)
Xomox Bray Other
- Save this file
- Reply the e-mail, or send an e-mail to Hugorothengatter@home.nl - Attach this Word-document
Thanks warmly for your collaboration!
Hugo Rothengatter
Student of Management and Organisation University of Groningen
Appendix D: Competitors per Market Segment
Competitors in the Dutch pump market
Segment Industry Energy Water Waste water Building services
Sterling Fluid Systems Grundfos Flygt Flygt Grundfos Flowserve Flowserve Nijhuis Pompen Nijhuis Pompen Wilo
Grundfos Flowserve ABS
Sulzer Eekels
Competitors in the Dutch valve market
Segment Industry Energy Water Waste water Building services
Econosto Econosto Wouter Witzel Econosto Econosto
Eriks Eriks Eriks Tyco
Wouter Witzel
Appendix E: Competitor Profile Example: Superconsult Ltd (from: Hussey, 1999, p. 154)
Critical success factor ratings Key factors
1 Own training college
2 Offers training (Management0 in all European languages 3 Ties into world network
4 New CEOs in parent and Superconcult. Watch for changes
5 Clients from bottom half of Times 1000 and similar European companies 6 Prices at high end of their sectors
Apparent strategy
1 Targeting tailored training market
2 Developing new products (recent advert for development personnel)
3 Will not expand UK college
4 Expected to open French college next year 5 major expansion of Continental client base
Strengths Weaknesses 1 Reputation in standardized
training and open courses
1 Not well known among larger cos who buy tailored
programmes 2 Strong financial backing but
parent company wants dividend growth
2 Employs the wrong people for tailored work
3 High staff turnover
Implications Implications Could solve all problems but
corporate cash only available for quick-return projects
Strategy may be defeated by HR issues
Personnel policies
Professional staff have degrees or professional qualifications. Recent adverts seek postgraduate degrees.
Salaries at academic scales plus profit sharing. Some difficulty recruiting. No equity participation – a quoted US company
Organisation philosophy
Historically country companies have all reported to US parent Recent announcements suggest a change to a more global approach Do not use external associates – employees only
Factor Competitor ratings Own ratings Index
Quality image 6 9 67
Degree known 8 6 133
Quality of staff 6 9 67
Proprietary concepts 5 5 100
Financial resources 8 4 200
Notes: Assess each factor on a scale of 0-10
The index is COMPETITOR SCORE divided by OWN SCORE
Financial results
Group – Superconsult LTD Division - Training Unit
Year Now -1 -2 -3 -4 Now -1 -2 -3 -4 Now -1 -2 -3 -4
Sales £m 10.0 9.1 8.7 8.0 7.5 6.5 6.1 5.0 4.0 3.5
Profit before tax £m 1.1 0.8 0.7 0.7 0.5
Profit after tax £m Return on assets % Profit as % of sales
Professional employees no. 85 80 80 75
Fees per prof. employee £ 118 114 109 107
Product analysis
Sales (£m) Direct costs (£m) Contribution (£m) Market share (%) Year
Product Now -1 -2 Now -1 -2 Now -1 -2 Now -1 -2
1 Tailored 5 2 - 1
2 Other in- company 3.0 2.5 2.0 1
3 Open course 3.0 3.0 3.0 0.5
Sources of competitive advantage Source
Infrastructure R & D Logistics in Operations Logistics out Marketing Sales Services
Notes
Own printing facility
Mainly use own staff for delivery Specialist sales force
Strong customer service orientation Marketing & sales activity
1 Quarterly newsletter 2 Regular exhibits
3 Regular promotional seminars 4 Monthly direct mail campaign
Importance of activity to group
Superconsult is: 10% of WCS revenue 7% of WCS profit Growing twice as fast as the whole group
Scope of international operations
Total group is strong in North America, UK, Singapore.
Weak in the rest of Europe and other South-east Asian countries
