MARKET OPPORTUNITY a. Market analysis - Describe the overall market, the primary users associated with it, and how your Opportunity fits in.
b. Target market - Describe the portion of that market you will target. Describe or list the customers.
c. Competitive landscape - How is your target market meeting its needs now? Who or what is your competition? How is your product, service, technology or business model different from theirs? Do you see opportunities they don’t?
MARKET OPPORTUNITY. Because Comp Services, Inc. is an online based business, there is a wide range of target markets for our products. We target on-line shoppers. Nearly 114,825,428 households reside in the United States area, and 80% of all households obtain or own their own computer. Computers and Handhelds are currently one of the fastest growing products, and because of the new era of the internet, people have begun to shop online for cheaper pricing. By linking with other affiliate companies our sales will grow the more we advertise. Some advertising companies pay as much as 25% commission on each product. By combining 30 sub-domain directories, monthly advertisers, and Google AdSense; xxx.XxxxxxxxXxxxxx.xxx will be a leading company in directing clients to their products.
MARKET OPPORTUNITY. The RAAC Board believes that Berkshire Grey is well positioned to benefit from the acceleration of the transition to e-commerce and the digital economy globally by helping retailers and logistics companies meet ever-increasing consumer demands.
MARKET OPPORTUNITY. We believe there is a significant market opportunity for a well-capitalized “hard money” lender to originate attractively priced loans to small-scale real estate developers with strong equity positions (i.e., good collateral), particularly in Connecticut where real estate values in many neighborhoods are stable and substandard properties are being improved, rehabilitated and renovated. We also believe these developers would prefer to borrow from us rather than other lending sources because of our flexibility in structuring loans to suit their needs, our lending criteria, which places greater emphasis on the value of the collateral rather than the property cash flow or credit of the borrower, and our ability to close quickly. Our primary objective is to grow our loan portfolio while protecting and preserving capital in a manner that provides for attractive risk-adjusted returns to our shareholders over the long term principally through dividends. We intend to achieve this objective by continuing to focus on selectively originating, managing and servicing a portfolio of first mortgage real estate loans designed to generate attractive risk-adjusted returns across a variety of market conditions and economic cycles. We believe that our ability to react quickly to the needs of borrowers, our flexibility in terms of structuring loans to meet the needs of borrowers, our intimate knowledge of the Connecticut real estate market, our expertise in “hard money” lending and our focus on newly originated first mortgage loans, should enable us to achieve this objective. Nevertheless, we remain flexible to take advantage of other real estate opportunities that may arise from time to time, whether they relate to the mortgage market, to direct or indirect investments in real estate or markets other than Connecticut. Our strategy to achieve our objective includes the following: • capitalize on opportunities created by the long-term structural changes in the real estate lending market and the continuing lack of liquidity in the commercial and investment real estate markets; • take advantage of the prevailing economic environment as well as economic, political and social trends that may impact real estate lending currently and in the future, as well as the outlook for real estate in general and specific asset classes within real estate in particular; • remain flexible to capitalize on changing sets of investment opportunities that may be present in the various points of an econ...
MARKET OPPORTUNITY. A survey of large refrigerated transport fleets across the United States was conducted that consisted of sixteen questions regarding fleet and contractor/owner-operator owned sleeper cab tractor and reefer unit inventories. Questions were asked to gather idle-reduction related usage information such as APU ownership, shore power connections, and whether reefer units have standby capabilities. The survey also asked what payback period that each fleet required for considering adopting any new fuel-saving technology. Few fleets chose to participate in the survey, whether fully or in part. Owners were often unsure of the number of idle-reduction technologies being used within their fleet, or how these technologies were used in conjunction with their reefer trailers. Some survey respondents were unable to offer estimates regarding what their required payback period would be for them to consider purchasing new technologies. There did not seem to be a standard financial break-even point. Thus, fleets would consider new technologies, including idle-reduction technology, on a case-by-case and fleet-by-fleet basis. The success of deploying a new technology within the refrigerated trucking industry will ultimately hinge upon the initial incremental cost and the overall cost-effectiveness. A Recent survey results published by the American Transportation Research Institute (ATRI) citing feedback including over 55,000 trucks in the United States, found that of the major benefits cited for idle-reduction-technology use by survey participants, “fuel savings was mentioned most often, followed by less engine wear and less pollution.”22 Additionally, 26% of the respondents indicated that they were either “likely or very likely” to make future purchases of idle-reduction equipment given a payback period of two years or less. The number of interested fleets increased to 48% when financial incentives were available to pay for half of the initial purchase price. The average maximum price respondents were willing to pay for idle-reduction equipment was $2,165. This amount is well below the cost of traditional diesel-fueled APUs/gensets, which typically range from $5,000-$8,500 even accounting for available incentive funding. Thus, as previously eluded to, the initial affordability of idle-reduction technologies, such as the proposed eTRU connection, will have a strong impact on the potential market penetration.
MARKET OPPORTUNITY. Both service bureau and software competitors are at a competitive disadvantage relative to NewCo. This is primarily due to the fact that they have no client as large as BTI for reference and ongoing development. In addition, NewCo will have a cost advantage through the transaction volume of Hogg Xxxixxxx xx Europe and WTP in the USA. The market for electronic booking transactions is expected to grow significantly. Fulfillment is becoming an import part of the e-commerce world both from a customer retention and cost reduction perspective. OFS in the USA has the lowest cost structure in the market along with no direct competitors for its core fulfillment service. This model will be used as a key opportunity to gain business within Europe. NewCo will also leverage Hogg Xxxixxxx'x xxxong relations with key players in the travel industry and with the corporate community. Like the USA, Corporate travel transaction services are undergoing a fundamental change in Europe. All participants in the market value lower transaction costs,
MARKET OPPORTUNITY. The Company plans to exploit the following:
