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Climate Resources Group (CRG) - Coggle Diagram
Climate Resources Group (CRG)
strategies
competition
pricing
cost-based
value-based
positioning
competitive advantages
sustainable?profitable?hard-to-mimic?linked-to-brand?differentiated?
product-fit?market gap?
branding
loyalty
integration
references
supply chain
integration
hedging
integration
switching costs
marketing
overall market (Total adressable market, TAM)
(want a separate map)
energy-intensive industry (with selective market deployment approach)
identified markets
indoor horticulture
primary targets (serviceable obtainable markets, SOM)
past
current
cannabis sectors
2 more items...
pending
future
microgreens
hydroponic vegetable
vertical farming operations
indoor flower and gardening
mushrooms
aquaponic farms
unidentified markets
aquaculture
oyster farms
lobster farms
datacenters
digi-coins mining centers
healthcare centers
brewing companies
potential markets (serviceable addressable market, SAM)
technographics
firmographics
scale
persona-product fit
team execs
budget holders
all time annual contract value (ACV)
databases
Grants & Incentives
DSIRE
Cannabis
Office of Cannabis Policy
Cannabis Union
government
chambers
discovery
criteria
energy intensive (technographics)
good capital standing
company size
revenue
awareness & understanding of ESG (persona-product fit)
willing to invest in energy optimization services
buyer intents
region
US
New England
Maine
(NH, VT, MA, NY)
capability to invest
team execs
budget holders
decision makers (size)
Integrated Marketing Campaign
Advertising
TV
Prints
radio
online: digital assets
CRG's website
driving traffic
social media
ROI
place
mobile communications
cold calling
warm calling
Events & Experiences
Word of mouth
referrals
indoor horticulture LED manufacturers
Fohse
Agnetix
Scynce LED
Publicity & PR
Packaging
Innovative Idea Generation & Validation Tools
Elements
interviewing experts
Maine Cannabis Union
pending
MOGFA
result: not so much about indoor horticulture
analyzing competition
crowdsourcing
interviews
Observing customers
Interviewing customers
interviewing employees
Elements
confidentiality
sources
Confidentiality of survey responses (Tufts university)
Financials
income statements
balance sheets
statement of cashflow analysis
breakeven points
inflows
sales revenues
what else?
outflows
cost
direct
indirect (overhead)
ratios
wellness
potentials
income generating models
in-place
service fee model
preparing
retainer fee model
sources
How to Calculate a Retainer Fee
(Promethean Research)
How to set up monthly retainer + creating a successful retainer agreement
Sales
Pitch Decks
Retainer Models
Success fee models
Enlighten Your Growth
incentive 1
value proposition
tier 1
value proposition
tier 2
value proposition
tier 3
value proposition
incentive 2
value proposition
tier 1
value proposition
tier 2
value proposition
tier 3
value proposition
SWOT analysis
strengths
weaknesses
opportunities
threats
5Cs
competitors
direct
indirect
Climate Work Maine
Maine & Co.
emerging
Threat of New Entrants
Collaborators
potential
Indoor Horticulture
Maine Cannabis Industry Association
Commonwealth Dispensary Association
Climateworkmaine
Environmental Entrepreneur Facilitators
NEOC by the Arnolds
customers
Empathy map
think & feel
hear?
see?
say & do?
Pain & Gain?
Pain
"a typical cultivation facility could expect to pay between $224 and $336 in electricity costs alone per pound of flower grown
(TSRgrow)
"
user journey
Channels
Contexts
Business Model Canvas
PESTEL anlaysis
Politicies
Economy
Society
Technology (for energy efficiency)
Maine International Cold Storage Facility (MICSF)
Environment
Laws
Balanced Scorecard
financial
how do we look to shareholders?
customer
how do customers see us?
internal business
what must we excel at?
innovation & learning
can we continue to improve and create value?
Goals + Measures
types of consulting
compliance consulting
energy
policy
optimization
team
Founder & CEO
Sam Milton
energy efficiency
partners & resources
utilities
mentors
Management coach
Process Coach
Wit (
SCORE
)
legal services
Verrill
John J. Moran (
Bern Stein Shur
)
Innovate for Maine (IFM, University of Maine, 2024)
Research Agenda
Retainer model
Phase 1: Research: Market research, surveys & interviews,
• ideal customers
• customers' empathy maps
• TAM
• SOM
• most appropriate service offerings?
• pricing strategies?
• systems to ensure satisfactory delivery of services, hence consistently happy customers
• other aspects? (June)
Phase 2: Plan (July)
Phase 3: Execute/iterate (August)
Success fee model
Phase 1: Research:How can we improve our offering?
What metrics will be the most valuable to learn where we can improve?
How can we increase our revenue per hour?
What systems can we introduce to our process to improve our outcomes?
What opportunities are we missing out on that we can capture with marginal additional effort?
Phase 2: Execute/Iterate
Porter's Five Force's Analysis
(want a new map)
how fierce these forces are to CRG's business
rivalry among existing competitors
? # competitors? their sizes
✓industry growth: high
✓? fixed cost: low
?✓ exit barrier: low
? how committed are rivals to the business
✓? similarity of goals? familiarity with one another
Engineering Consultants Company
upscaled? overlapped? not focused on the niche? weak local relationship?
threat of substitute products or services
? weatherization sill niche in the industry
? AI as consultants/energy engineers (eg,
365 CannabisTM
,
Greenhouse Energy Model (GEM) by Cornell University
,
others recommended by the US Dept of Energy
Tactics: continuing learning to use these new technology as assistance
bargaining power of buyers
• differentiated CRG and CRG's services from other consulting firms so as to create customer loyalty
• switching costs: design and implement strategies that integrate customers into CRG's service so that there is switching cost that customers' would stay with CRG
Maintain value-added pricing strategies in services provided by CRG
threat of new entrants
As identified:
• incoming consulting services
• lower barriers to grant application
ongoing policy changes
bargaining power of suppliers
? in terms of price negotiation, how powerful are the suppliers to CRG, namely partners
? how sufficient are there regarding alternative suppliers to CRG's partnering services
Summer 2024 Work Plan