Integrated Knowledge-Based Analyses of Socio-Economic Issues

Report Catalogue Data

  Report Class   General Public Report
  Analysis Type   The Entrepreneur
  Issue Category   Niching Green Business
  Release Date   09_14_2009
  Last Update  
  Reference Code   GPR-TE.NGB.CGM-20090914-PBM
Carving Green Manufacturing Niche
Positioning Business
in Green-Manufacturing

Positioning a business in a new and budding industry often entails educated decision making because opportunities abound, though also froth with risks. Currently, the Green Technology Industry provides such opportunities for entrepreneurs to position businesses in a new and budding industry.  As has been shown repeatedly through the analyses of Combustibles and Solar-Power Green Technologies, the seemingly efficacious thrust of Green Technology Industry growth is by retrofit engineering. In that development then, the  most of the manufactured parts , components and devices, which would be needed in the budding Green Industry, are the same form of materials as the energy industry has been known to require in the past for years, and for which the requisite skill-sets are already well-defined.

One of many ways of so positioning oneself is by becoming a Manufacturer in the Green Industry. Therefore it should be easy for any struggling captive or non-captive components manufacturing business to begin the task of re-engineering its operations and mission to reposition its role within the Green Technology Manufacturing industry.

Indeed there are two situations from which to undertake the positioning task: First and easier is the positioning from a current role as a manufacturer in the heavy metals industry; Second situation is the positioning from a current role as an entry manufacturer. The starting point, however, is the recognition that there is the need in the manufacture of Green Technologies for various forms of captive-manufactured components and devices necessary for the fabrication of the technology.

Niching Green Manufacturing Role
Irrespective of the starting situation from which the positioning is being undertaken, the task must be started with the identification of a niche for entry. The difference in the advantages and disadvantages accruing from comparison of any two roles is in the identification of the niche with respect to alignment with available resources.

Indeed, quick and cursory review of the Green Technology Industry, as mapped out on the Internet by the several essayists and analysts of the subject matter,  shows that Borosilicate Glass Tubes and Mirrors, specialized Boiler Heat Exchangers, Structured Ceramic products amongst many others have critical roles within the industry.

The expanse of the manufacturing operations required to support the Green Technology Industry, however, is much more than the niches delineated above. A review of the Green Technologies support needs based on just the analysis of the alternative energy sources alone attests to this observation, and should encourage an entrepreneur to consider positioning a business in the Green industry, irrespective of whether or not the business is a new business.

Repositioning as Current Manufacturer
Plausibly, a manufacturer currently operating with a company business based on any one of the identifiable manufactured product, that supports a

 role within the Green Industry, therefore should be well-poised to transition into the Green Industry, and prospectively become a key player in that industry.

However, for an owner of an functioning business, the positioning for a role within the Green technology Industry should be based on the philosophy of the age-old adage of 'Stick to Knitting', hence the positioning should mostly consist of identification of operations that enable compliance with the adage. Abidance with the adage generally enables the business owner to effectively leverage the existing set up and cash-flow towards the transitioning of the operation, as explained presently.

Repositioning as Entrant Manufacturer
The business philosophical thrust is somewhat different for an entrant manufacturer - who would be either a entrepreneur engaged in the Start-up of a new manufacturing business,  or a entrepreneur currently operating a manufacturing business in an unrelated industry. The new entrant in this class of manufacturer faces an entirely different set of considerations: The entrant has to carefully study the available resources in terms of skill-set and funds as well as determine as best to leverage these resources in assessing the capability to overcome the prevailing entry barriers in the form of existing advantages which the current manufacturer already enjoys in reaching an informed decision.

Indisputably, for the new entrant the attitude to adopt, towards the positioning of a business in the Green Manufacturing, is one of brand new venture. So the new entrant must essentially perform all the tasks required for the effective successful development of a new venture.

Performing the Venture Analysis
In that respect then, the new entrant must perform a comprehensive Vision Analysis, craft a Mission Statement, and formulate Company Business. Upon the completion of the vision analysis culminating in the vision development plan, the entrepreneur will have also developed, to a large, extent, a corporate strategic goal, as well as the corporate growth strategy.  Now the entrepreneur should be ready in principle for  the positioning of the business, in general.

The specialization of the positioning task in the context of the venture analysis comes about from the corresponding Business or Venture Development Planning as the case may be.

Business Development Planning
The essence of Business Development Planning is well-documented for various forms of businesses and ventures. However, for a budding industry that is not yet as well-developed or still in the Embryonic Stage, the development of the market is the business operation to be given the most focus.

Although, several approaches may evolve as each is developed by an entrepreneur, one approach worth very careful consideration is the



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 development of adaptive product. Such product would be a uniquely and unilaterally redesigned version of an existing product of the Energy Industry. In particular the new product should be such that it is useable in the current market while also useable in the future Green Technology Industry.  Illustrative, a glass product manufacturer may begin the business of glass tubes manufacturer towards becoming a borosilicate glass tubes manufacturer; a Heat Exchanger manufacturer may begin to develop and manufacture a reconfigured Heat Exchanger that allows for deployment in current prevailing use as well as, say, in prospective use of Solar Energy adoption.

The manner of a design reconfiguration, of course, is entrepreneur-specific, and as such can not be documented comprehensively. However, besides product redesign, good locations should also be of  consideration, and a good contender in this regard is any industrial hub that boasts of machines shops and manufacturing skill-sets, and Small Business Advisory Agencies by way providing consulting services, and good expanse of land and property to support the construction and basing of Green Businesses that require unique constructions for production operations.

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