| Components |
Foundation level |
Proprietary level |
| Component 1.Factors related to value offering |
Product manufacturing (Ceramic Brick);Standardized offer;Broad range of assortment;Deep assortment coverage;Direct sales;Sales through intermediaries |
Product with delivery (on orders, just in time);High quality product;Over 40 types of bricks and ceramic products;Direct Sales (B2B): construction companies;Sales through intermediaries (B2C): construction bases, hypermarkets, dealer clubs, retail chain “The Brick Center” |
| Component 2.Market factors |
B2B and B2C market (corporate and individual clients);Regional market (St. Petersburg and Leningrad region);Broad market:-construction companies,-individual developers;Relationship building (B2B) |
Managed development (growth):retention of regional market share and seizing opportunities for growth (regional expansion)B2B (80% of the market), B2C (20% of the market);Close trusting relationships on a long-term, mutually beneficial basis (for corporate clients) |
| Component 3.Internal capability factors |
Own production / Operating systems;Mass production;Modern equipment;Advanced technology |
Production specialization (in factories);Total capacity - 290 million bricks per year;Innovation in operating systems;High efficiency of factories capacity utilization;Production planning optimization;Effective marketing and sales system;Accepting orders on the internet |
| Raw material base;Intangible assets;Investment resources |
Own clay quarry ; Brick brand, trademarks ("Ceramics", "Rauf");Access to corporate investment sources;Administrative resource |
| Developed network of cooperation and partnership;Key role in business network |
Joint implementation of orders for complex projects;Complete set with various types of building materials |
| Strong corporate culture;Personnel motivation systems |
Promoting innovations and entrepreneurship (at all levels);Provision of employees:- professional career growth,- social protection programs,- salary is above industry average |
| High professionalism of management;Qualified engineering staff |
Sharing knowledge, information and best practices;Policies for the hiring and retention of valuable employees |
| Component 4.Competitive strategy factors |
High quality product;Broad range of assortment;Image of the “company with which it is convenient to work”;Stability / reliability |
Differentiation is achieved through:- high quality product;- variety of assortment;- stability, reliability, uninterrupted supply;- offer a comprehensive solution to customer problems (a wide range of building materials) |
| Component 5.Economic factors |
Fixed revenue sources;Flexible prices;High operating leverage;High production volumes;Medium margins |
Product sales (95% of revenue);Delivery and related products (5% of revenue);Price level (between high and medium);Economies of scale;Profitability growth |
| Component 6.Growth/exit factors |
Growth model |
Focus on growth opportunities that are consistent with business model |
