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ContentsSection I: Executive Summary ................................................................................................ 2
Section II: Business Description ............................................................................................. 3
A. General description of the business ................................................................................................ 3
B. Industry Background ...................................................................................................................... 3
C. Goals and potential of the business and milestones ....................................................................... 5
D. Uniqueness of product or service ................................................................................................... 5
Section III: Marketing ............................................................................................................. 7
A. Research and analysis .................................................................................................................... 7
1. Target Market (customers) Identified ......................................................................................... 7
2. Market Size and Trends ............................................................................................................... 7
3. Competition ................................................................................................................................ 8
4. Estimated Market Share ............................................................................................................. 8
5. Distribution ................................................................................................................................. 9
Section IV: Operations .......................................................................................................... 10
A. Identify Location .......................................................................................................................... 10
B. Proximity to supplies .................................................................................................................... 10
C. Access to transportation ............................................................................................................... 10
Section V: Management ........................................................................................................ 11
A. Management team-key personne............................................................................................... 11
B. Legal structure-stock agreements, employment agreements, ownership .................................. 11
Section VI: Financial ............................................................................................................. 12
A. Financial forecast ......................................................................................................................... 12
1. Profit and Loss(Estimation) ....................................................................................................... 12
2. Break-even analysis (Estimation) .............................................................................................. 13
3. Cash flow (Estimation) .............................................................................................................. 14
2. Budgeting Plan .......................................................................................................................... 15
Section VII: Critical Risks .................................................................................................... 17
A. Potential problems ..................................................................................................................... 17B. Obstacles and risks .................................................................................................................... 21
Section VIII: Harvest Strategy ............................................................................................. 23
Marketing Strategy........................................................................................................................ 23
Section IX: Milestone Schedule ............................................................................................ 24
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Section I: Executive Summary
A present situation of diamond industry is very strong. Shortage of diamond is taken place in
future. Price of diamond is continuously growing it is strong point of selecting diamond
industry. Availability of aircraft in Surat is creating a great opportunity for diamond industry.
India has always been center stage in the dramatic history of some of the worlds most
famous diamonds. India has been the earliest known source of diamonds. Conversely, today
India is a pioneer in the gem industry and a world leader in the manufacturing of cut and
polished diamonds. The diamonds used in jewelry worldwide, nine out of every ten cut andpolished diamond come from India.
The Indian Diamond Industry is currently going through a downturn phase. The total exports
of cut and polished diamonds during FY 2011-12 and 2012-13 (Apr-Dec) witnessed decline
of 17% and 36% respectively. USA is the major market for diamonds as exports to the USA
are pegged at US 6.1 billion higher than that from Belgium and Israel. Though the
diamond sales have bottomed out, the industry is expected to witness positive growth in
festive months during October-December 2013. Our share in the USA has started declining;
the industry strongly believes that the USA will continue to be a strong global trading partner.
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Section II: Business Description
A. General description of the businessMANUFACTURING THE DIAMOND
Cut is the only diamond characteristic under human control, and considered by many to be
the most important. A good cut can offset a lower color or clarity; however, even a D-color,
Internally Flawless stone will not look its best if the cut or "make" is poor. A poor cut
actually reduces the brilliance, sparkle and scintillations of a diamond.
The decision to cut a diamond in a particular shape is dictated by the natural shape of the
rough stone. Some stones are naturally oblong and are destined to become marquises, ovals
or pear shapes. Some rough diamonds occur in near perfect crystal shapes and these will
more than likely be cut as princess cuts or some other square cut.
B. Industry Background
Diamonds account for 54% of the total gem and the Jewellery export basket of the industry
and India is the worlds leading exporterof Cut and Polished Diamonds. A major contributor
to the creditable performance of the industry is the massive diamond manufacturing sector,
which employs nearly one million people across the country. The industry has grown from
its small origins in the 50s and has established itself as the worlds largest manufacturing
center of cut and polished diamonds for the last many years, contributing 60% of the worlds
supply in terms of value, 85% in terms of volume and 92% in terms of pieces. Surat along
with Navsari, Bhavnagar, Amreli are known as the diamond manufacturing/processing hub
whereas Mumbai is the diamond trading hub.
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India is the world leader in diamonds both in quantity and value terms. This pre- eminent
position has been achieved through progressive liberalization of Government policies,
entrepreneurships and skilled labor. India has achieved global leadership position, in thebusiness of cutting and polishing diamonds also due to its price competitiveness and
willingness to work for low margins.
14 out of every 15 diamonds set in jewelry worldwide are processed in India. India has
already established itself as International Diamond Manufacturing Hub. Indian
diamantaires have gone on to create a marketing network worldwide. Added to this is the
strong financial base of the industry and support of financial institutions of the country.
Today, after creating a niche for itself in the diamond world with small diamonds, India is
developing skills for cutting and polishing larger stones and fancy cuts. Indian diamond
polishing factories are on par with the worlds best employing cutting edge of technology
using laser machine, computerized yield planning machines, advanced bruiting lathe,
diamond impregnated scarves etc.
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Growth rate of diamond industry
Retail diamond prices in the second half of 2008 experienced one of the largest decreases in
decades and followed by relatively no price changes up or down in 2009. However, rough
diamond prices in 2009 were up by about 15% and they have increased that much already in
2010. As a result, there is significant pressure on polished diamond prices to move upward.
C. Goals and potential of the business and milestones
Be the world largest diamond manufacturing organization with high customer andemployee satisfaction.
D. Uniqueness of product or service
By finding the new cutting designing of diamond organization provides new and innovative
to the customer. By finding new machinery for diamond cutting we introduce new methods
of production and manufacturing.
Nimbark Gems main product is loose diamonds, from emerald-cut to round-cut diamonds,
with brilliant color and V VS 1, meaning Very, Very Slightly Included, or an excellent
quality diamond. All of NIMBARK GEMS's diamonds are GIA certified (Gemological
Institute of America) with laser inscription inside. NIMBARK GEMS was positioned as a
diamond wholesaler rather than a retailer in the past. NIMBARK GEMS had been supplying
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local jewelers in the area for more than twenty years and maintained very strong
relationships.
In the diamond business, we determine the price of a diamond according to the "4C" criteria:
Clarity
The most expensive diamond is the one that is absolutely clear in clarity, but many of them
have inclusions (scratches or trace minerals) that can detract from the pure beauty of the
diamond. Clarity has several categories that affect the price of a diamond: FL (Flawless, no
internal/external flaws), VVS1, VVS2 (Very, Very Slightly Included, an excellent quality of
diamond), VS1, VS2 (Very Slightly Included, not visible to the eye), S1, S2 (Slightly
Included, may be visible to the eye), I1, I2, I3 (Included, the lowest grades of clarity).
NIMBARK GEMS does not carry the last two clarity grades in its inventory.
Color
A diamond can divide light into a spectrum of colors, and reflect light as more or less
colorful, depending on the color grade. The less color in a diamond, the better the color
grade. Color grades are categorized into D (absolutely colorless, the highest color grade), E
(colorless, only traces of color and only detected by gemologists), F (colorless, slight color
detected, still a high quality diamond), G-H (near colorless, color noticeable, but still an
excellent value), I-J (near colorless, color slightly detectable), K-M (low grade color), N-Z
(low grade color). NIMBARK GEMS does not carry the last three color grades in its
inventory to maintain a good selection of diamonds.
Cut
The roundness, depth, width and uniformity of the facets determine a diamond's brilliance.
Cut is the most important characteristic of a diamond; even with perfect color and clarity, a
poor cut will affect its brilliance.
Carat
The weight of a diamond. In the engagement-ring market today, usually the "dowry" is
around 1 carat and above.
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Section III: Marketing
A. Research and analysis
1. Target Market (customers) Identified
The main reason behind the selection of this target segment is that the engagement ring
market has been the largest segment in diamond purchasing in the U.S. for the last three
decades. In a patriarchal tradition, men offering their marriage proposal usually accompany it
with a gift. The gift has to represent something that is valuable to both families or parties.
The female target market segment had been showing a significant growth in the last three
yeaThis trend has contributed to the NIMBARK GEMS diamond expansion plan by adding
innovative cutting design into the sales strategy.
Here target market for NIMBARK GEMS Diamond will be international as well as national
jewelry manufacture and investor.
2. Market Size and Trends
The US remains the worlds biggest consumer market for diamond jewelry at around 40% of
global sales by value. Japan remained resiliently at around 8% despite last Marchs
environmental catastrophe.
The emerging markets, led by China and India, continue to grow strongly, despite a
slowdown in the levels of growth in 2012. Bain estimates Chinese diamond jewelry demand
to have grown between 2005 and 2011 at 32% CAGR; and India at 22% CAGR. Chinese
consumption for diamond is still predicted to have grown by 10% in 2012, and India at a
similar level. Indeed these two markets combined are anticipated to exceed the size of the US
market by 2020.
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3. Competition
K. A. International Blue Nile Diamonds.com Mondera Sanjay Brothers Srp & Sons Diamonds Pvt. Ltd. Hari Krishna Exports Pvt. Ltd. Parul Diamond Bhumika Gems Khodal Star Mazal Diamond Shashi Gems Siddhi Gems Anjali Diam Soham Overseas - India RS Exports - India SANGHAVI JEWELLERY MFG . CO . PVT . LTD - India CLASSIC DIAMONDS (I) LTD., - India Arihant Star - India Al Hussain Fragrances & JewelsIndia JAGRUTI GEMS & JEWELLERYIndia Jamuna Dass & Sons - India Dharmanandan DiamondsIndia Adani Exports Ltd. - India
4. Estimated Market Share
34% in Indian Diamond Market 11% in International market
http://www.exportersindia.com/kainternational/http://www.exportersindia.com/sanjaybrothers/http://www.exportersindia.com/goti-diamonds/http://www.exportersindia.com/harikrishnaexports/http://www.exportersindia.com/parul-diamond/http://www.exportersindia.com/bhumikagems/http://www.exportersindia.com/khodal-star/http://www.exportersindia.com/mazal-diamond-shashi-gems/http://www.exportersindia.com/siddhigems/http://www.exportersindia.com/anjali-diam/http://www.exportersindia.com/anjali-diam/http://www.exportersindia.com/siddhigems/http://www.exportersindia.com/mazal-diamond-shashi-gems/http://www.exportersindia.com/khodal-star/http://www.exportersindia.com/bhumikagems/http://www.exportersindia.com/parul-diamond/http://www.exportersindia.com/harikrishnaexports/http://www.exportersindia.com/goti-diamonds/http://www.exportersindia.com/sanjaybrothers/http://www.exportersindia.com/kainternational/8/12/2019 Bhalani Diamond
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5. Distribution
The products (diamonds) move from diamond mines to diamond cutters, then either directly
to large retailers, or to wholesalers, who further distribute them to smaller retaile
In short, major jewelry stores could sell much cheaper diamonds than the mom-and-pop
shops, as they purchase larger quantities than their local counterparts. However, the mom-
and-pop jewelry shops do consignment sales with their diamond suppliers to compete with
large jewelry chains.
Customers who already have a long-term relationship with their local stores usually trust their
local jewelers more than the large brands. The consignment business strategy had enabledmom-and-pop jewelry stores to compete with large, middle-end diamond retailer giants such
as Zales Corporation.
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Section IV: Operations
A. Identify Location
1. Advantages
The diamond cutting Factory is rural and village area of Gujarat, because this businessrequired more manpower and also woman labor.
Office of assorting in city areas like Surat, Bhavnagar, and Mumbai because businessrequired facility like Exporting, banking, and Insurance.
2. Zoning
Factory In rural zone Office at urban zone No need manufacturing in to GIDC and Special Industrial Zone3. Taxes
Diamond Cutting Business is Art work business so that there are no required for specialtaxes saving and Cutting
Business has to pay the Taxes of Export and Import.
B. Proximity to supplies
For the diamond polish and cutting business the raw material i.e rough Diamond are to
require from the urban country such as Africa, USA.
The main supplier for diamond manufacturing is those who have license for importing
rough diamond.
We can collect rough diamond from Surat market, Mumbai market and at Bhavnagar Market.
C. Access to transportation
For the Transportation of rough Diamond we use Angadiya service because diamond
required safety and security.
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Section V: Management
A.Management team-key personnel Mr.Nagjibhai Bhalani(Founder) Mr.Pradip Bhalani (Partner) Mr.Manoj Bhalani (Partner)
B.Legal structure-stock agreements, employment agreements, ownership The NIMBARK GEMS GEMS be the Partnership firm. NAME OF PARTNERS Mr.Nagjibhai Bhalani Mr.Pradip Bhalani Mr.Manoj Bhalani
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Section VI: Financial
A. Financial forecast
1. Profit and Loss(Estimation)
2014 2015 2016
Sales 5,360,000 6,432,000 7,716,900
Direct Cost of Sales 3,752,000 4,502,800 5,400,400
Other Costs of Sales 138,600 166,400 199,600
Total Cost of Sales 3,890,600 4,669,200 5,600,000
Gross Margin 1,469,400 1,762,800 2,116,900
Gross Margin % 27.41% 27.41% 27.43%
Expenses
Payroll 546,799 546,800 546,800
Marketing/Promotion 48,000 48,000 48,000
Depreciation 0 0 0
Rent @ Brannan Street 36,000 36,000 36,000
Utilities @ Brannan Street 4,200 4,200 4,200
Warehouse Utilities 7,200 7,200 7,200
Payroll Taxes 0 0 0
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Warehouse Rent 72,000 72,000 72,000
Web Hosting 480 480 480
Database Maintenance 100 100 100
Shipping 30,000 30,000 30,000
Total Operating Expenses 744,779 744,780 744,780
Profit Before Interest and Taxes 724,621 1,018,020 1,372,120
EBITDA 724,621 1,018,020 1,372,120
Interest Expense 0 0 0
Taxes Incurred 217,386 305,406 411,636
Net Profit 507,234 712,614 960,484
Net Profit/Sales 9.46% 11.08% 12.45%
2. Break-even analysis(Estimation)
With monthly fixed costs and variable costs, the table and chart below show what we need to
sell in diamonds each month to break even. We are well past the break-even point, even with
these lower margins.
Monthly Revenue Break-even 206,883
Assumptions:
Average Percent Variable Cost 70%
Estimated Monthly Fixed Cost 62,065
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3. Cash flow(Estimation)
2014 2015 2016
Cash Received
Cash from Operations
Cash Sales 5,360,000 6,432,000 7,716,900
Subtotal Cash from Operations 5,360,000 6,432,000 7,716,900
Additional Cash Received
Sales Tax, VAT, HST/GST Received 0 0 0
New Current Borrowing 0 0 0
New Other Liabilities (interest-free) 0 0 0
New Long-term Liabilities 0 0 0
Sales of Other Current Assets 0 0 0
Sales of Long-term Assets 0 0 0
New Investment Received 0 0 0
Subtotal Cash Received 5,360,000 6,432,000 7,716,900
Expenditures 2006 2007 2008
Expenditures from Operations
Cash Spending 546,799 546,800 546,800
Bill Payments 3,791,764 5,151,736 6,198,175
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Subtotal Spent on Operations 4,338,563 5,698,536 6,744,975
Additional Cash Spent
Sales Tax, VAT, HST/GST Paid Out 0 0 0
Principal Repayment of Current Borrowing 0 0 0
Other Liabilities Principal Repayment 0 0 0
Long-term Liabilities Principal Repayment 0 0 0
Purchase Other Current Assets 0 0 0
Purchase Long-term Assets 0 0 0
Dividends 0 0 0
Subtotal Cash Spent 4,338,563 5,698,536 6,744,975
Net Cash Flow 1,021,437 733,464 971,925
Cash Balance 3,308,437 4,041,902 5,013,827
3. Budgeting Plan
Future Performance(Estimation)
2014 2015 2016
Sales 3,300,000 3,630,000 3,993,000
Gross Margin 1,320,000 1,452,000 1,597,200
Gross Margin % 40.00% 40.00% 40.00%
Operating Expenses 900,000 900,000 900,000
Inventory Turnover 0.00 0.00 7.99
Balance Sheet
2014 2015 2016
Current Assets
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Cash 3,080,000 2,752,000 2,287,000
Inventory 0 0 600,000
Other Current Assets 600,000 200,000 30,000
Total Current Assets 3,680,000 2,952,000 2,917,000
Total Assets 3,680,000 2,952,000 2,917,000
Current Liabilities
Accounts Payable 260,000 200,000 120,000
Current Borrowing 0 0 0
Other Current Liabilities (interest
free) 0 0 0
Total Current Liabilities 260,000 200,000 120,000
Long-term Liabilities 0 0 0
Total Liabilities 260,000 200,000 120,000
Paid-in Capital 3,000,000 2,200,000 1,500,000
Retained Earnings 420,000 552,000 1,297,000
Earnings 0 0 0
Total Capital 3,420,000 2,752,000 2,797,000
Total Capital and Liabilities 3,680,000 2,952,000 2,917,000
Other Inputs
Payment Days 30 30 30
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Section VII: Critical Risks
A.Potential problemsThe PESTEL Analysis
The macro environment includes all relevant focus outside a companys boundaries relevant
in the sense that they are important enough to have brought on the decision. An industry
ultimately makes about its business model and strategy.
Why many forces in the micro environment are beyond a companys sphere of influence?
Companys strategy may be needed for answer it. Micro environment includes all general
force that do not directly touch on the short run activities of the organization but that
can and often does, indulgence itsalso ran decisions.
1.Political Factors
The Government of India (GOI) has been working to develop the Diamond industry in
India through several initiatives but under the purview of Diamond industry. The main
political factors are as follows.
Excise duty: In the budget of year 2008-09 government reduce excise duty from 10%to 5% on cut and polished diamond units.
Marketing and control orders: Import of rough diamonds controlled by the Jewelryexport Promotion Councils.The Council provides market information to its members
regarding foreign trade inquiries, trade and tariff regulations, rates of import duties,
and information about Diamond fairs and exhibitions. FDI approval: India is now the third most favored destination for Foreign Direct
Investment (FDI), Government of India may permits 49% of FDI in the Diamond
industry. FDI of 2 billion are invested in terms of working capital in the industry.
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Trade Policy for Diamond
Replenishment Licenses:
The exporters of gem and Diamond products are entitled for REP license as per rates
indicated in the Handbook of Procedures. Such licenses are transferable.
Diamond Impress License:
Diamond Impress Licenses are issued in advance for import of rough diamonds and for
export of cut and polished diamonds. These licenses or the materials imported against them
may be freely transferred after the export obligation has been fulfilled.
Bulk Licenses for Rough Diamonds
Bulk licenses for rough diamonds are allowed to any exporter whose annual average f.o.b.
value of exports of cut and polished diamonds during the preceding three licensing years was
not less than 75 crores and iv) any overseas Company with its branch office in India whose
annual turnover in diamond during the preceding three licensing years is not less than 150
crores.
Import of raw material (rough diamonds) is highly affected by war and global marketconditions.
Fund contribution: As per current scenario to ease the liquidity problem in diamondindustry the task force constituted by RBI.
Task Force may propose asking banks to finance diamond manufacturers especially
small and medium ones against their stock of polished diamonds.
2. Economic factors
Per capita consumption: Per capita consumption power of customers may highly affect
diamond jewelry purchase. India`s per capita income is likely to grow more than double over
the last seven years, to Rs 38,084 in the current fiscal, reflecting improvement in the living
standards of the average Indian.
Per capita income, according to the advance estimates for national income is expectedto grow by 14% during the current fiscal.
However, after discounting for inflation, per capita income is expected to rise to Rs25,661 representing an increase of 5.6%.
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3. Social factors
The main social factors of the organization, which are deals as the business organization
are as follows.
Emergence of retail org. makes people aware about diamond as a luxury product or aninvestment option.
Emergence of substitute: Diamond Diamond is preferred by consumers with increasein the price gold.
Changing consumer preferences: with the increase in standard of living consumerpreference change from gold Diamond to diamond Diamond, its also considered for
status symbol.
4. Technological factors
The main technological are as follows.
As diamond industry try to moving up in to the value chain they are focusing more onthey use high end equipments.
Technology solutions are also available for production control, supply chain andinventory management in the Diamond industry.
The Special Economic Zones and Diamond Parks developed in various states offer
technology-enabled environments that are conductive to growth and quality production.
5. Environment Factors
This section draws on literature relating to the general environmental impacts associated with
ASM and related processing activities, and where availablespecific information relating
to the production of gemstones. In relation to environmental impacts of ASM and gemstone
ASM in particular, the situation in each country varies according to the type of gemstones
being exploited, the social and natural environment of the area and cultural and
organizational aspects of the mining operation itself.
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Exploration Underground Extraction Surface Extraction River Dredging
Due to the unique geological nature of gemstone deposits, whereby mineralization is
localized in small pockets, processing of mined gemstones differs from one gem to another.
Generally, however, the processing of gemstones that occur as distinct crystals consists of
hand sorting with the aid of the visual characteristics of the gems (fluorescence, shine, color).
Typically, no equipment is used in this process. Normally, such pieces recovered during
hand-sorting in the pits and trenches still need
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6. Legal Factors
Trade Facilitator: The Council undertakes direct promotional activities likeorganising joint participation in international Diamond shows, sending and hosting
trade delegations.
Advisory Role: A crucial area of activity of the Council has also been aiding betterinteraction and understanding between the trade and the government.
Nodal Agency for Kimberly Process Certification Scheme: GJEPC has beenappointed as the Nodal Agency in India under the Kimberly Process CertificationScheme.
Training and Research: The Gems & Diamond Export Promotion Council runs anumber of institutions that provide regular and part-time training in all aspects of
manufacture and design in Mumbai, Delhi, Surat and Jaipur.
Boosting Exports: Among the promotional activities GJEPC undertakes for thesector is the organising of joint participation of member - exporters in some importantinternational exhibitions and puts up promotional stalls in othe
B. Obstacles and risksThreats from close substitute:
As entrance of Synthetic diamond which is close substitute of real diamond leads to
threats for Indian diamond industry.
China, Sri Lanka and Thailands entry in small diamond segment Infrastructural bottlenecks, frequent changes in ex-im policies, irregular supply of
gold.
Over dependence on single-channel supply chain. Decisions of De Beers and Argylesterms for renewing their supply contract.
High domestic interest rates compared to elsewhere:The overall lending rate in Indian financial market is too high with comparison to
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financial Market of other countries so it affects the overall investment of country along
with the investment in diamond.
Small firms lacking technological/ export information expertise:
As small firm not have so much capital fund to invest in technology and research and
development because of this they havent get benefit of technological advancement.
Low productivity compared to labor in china, Thailand and Sri lanka:
The labours of Indian diamond industry are less productive than the labour of China,
Thailand, and Srilanka.
High carring cost:
As the major raw material requirements need to be imported, companies normally stock
huge quantities of inventory resulting high inventory carrying costs.
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Section VIII: Harvest Strategy
The growth strategy of NIMBARK GEMS will require an expansion of the current divisions
inside the organization, a restructuring of the company. Without the benefits of the
restructuring, it is likely that the NIMBARK GEMS business will stagnate. The process of
restructuring, however, is not without any risk, as the current business practices that had been
the foundation of the company will have to be slightly adjusted in response to today's retail
environment.
There will be two phases of restructuring the company. First, changes will be made in the
current NIMBARK GEMS location. Second, we must revamp the NIMBARK GEMS brandto build and strengthen customers' "emotional" attachment to it.
The revised brand messaging will suggest the companys seriousness in increasing its value
in serving the customers. Some of the characteristics of the new brand will reflect the sense
of:
Sophistication Exclusivity Globalization Professionalism Respect Fashionable/Contemporary Youthful Mysticism
Marketing Strategy
The concept of e-marketing is similar to a traditional marketing, which is the process of
planning and executing conception, pricing, promotion, and distribution of ideas, goods, and
services to create exchanges that satisfy the company's objectives. Marketing does not
necessarily mean forms of advertising of products, but fully utilizing all of the company's
resources into getting the customers to buy our products. In this case study, we will explore
the three marketing strategies for NIMBARK GEMS that are involved in e-commerce
marketing, including posting and positioning, and traditional marketing, including advertising
and the combination of all.
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Section IX: Milestone Schedule
The milestones program shows the detailed implementation schedule for NIMBARK
GEMS's expansion in its product portfolio and distribution strategy. Partner himself will lead
the project in finding potential upscale jewelry stores in the area, and control the budget in
several strategic areas.
Deadlines and Milestones
Milestone Start Date End Date Budget Department
Website Redesign 20/11/2014 12/2/2015 500 IT
Annual Marketing Program 16/11/2014 2/1/2015 48,000 Marketing
Finding Potential Jeweler
Partner 28/10/2014 6/6/2015 1,200 Business Dvpmnt
Establish Alliance With
Internet Vendors 15/12/20014 10/2/2015 1,200 Business Dvpmnt
Establish RelationshipWith Outsourcing
Workshops 2/12/2014 12/2/2015 1,200 Business Dvpmnt
Revamp Logo Design 20/11/2014 6/6/2015 800 Business Dvpmnt
Establish Relationship
With Banks For Co
Branding 22/11/2014 17/1/2015 1,200 Business Dvpmnt
Upgrade Existing
Warehouse 2/12/2014 20/3/2015 12,000 Operation
Update List of New Local
Jeweler Partners 5/1/2015 1/9/2015 0 IT