BeBeyond常用商业分析工具.docx
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BeBeyond常用商业分析工具.docx
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BeBeyond常用商业分析工具
BeBeyondBusinessFrameworksIntroduction
ThetableonnextpageisanabstractofusefulframeworksandtoolsinBusiness.Youcanapplytheseframeworkstounderstandbetteraboutmarketing,businesscaseanalysis.
Whoshouldreadtheseframeworks?
♦ApplicantsforMarketing:
pleaseread4Panalysis,Porter’s5Cforces
♦ApplicantsforConsulting:
pleasereadcarefullyallframeworksfrequentlyusedincaseinterview.
♦ApplicantsforSales:
pleasereadPRODUCTpartin4Panalysistothinkaboutproductdifference.
♦ApplicantsforAuditing:
pleasereadtheformtounderstandwhatbusinessriskis.
Typicalbusinessissuesandrelatedframeworks
BUSINESSISSUES
POTENTIALFRAMEWORK
Profitability(ingeneraloperationsrelatedquestion)
MarketExpansion(ingeneralstrategyrelatedquestion)
OpportunityAssessment:
Always“thinkinternalandexternalfactors”
-Product(e.g.newproductlaunch)
ProductLifeCyclecurve
-BusinessUnit
Corecompetencies
ValueChain
-Overallmarket
-Porter’sFiveForces
-BCGmatrix
-Assessvaluation/maximization
NetPresentValue
CompetitiveAnalysis
3C’s(Customer,Company,Competition)
SWOT(Strengths,Weaknesses,Opportunities,Threats)
MarketingStrategy
4P’s(Product,Price,Promotion,Place)
MarketexpansionandOpportunitiesAssessment
•Marketexpansionmatrix
•BCGMatrix
•Choosingastrategy
•Industryanalysis:
Porter’sfiveforces
•Internal-Externalfactors
•Acquisitionanalysis
•ValueChainAnalysis
•ProductLifeCycle
FrameworkforLowcostvs.Nicheplayer
Porter’s5Forces-IndustryAnalysis
Thisframeworkisapplicabletonewbusinessopportunityandfirmstrategyquestions.
BarrierstoEntryincreasewith:
♦Economiesofscale
♦Proprietaryproductdifferences
♦Brandrecognition
♦Highswitchingcostsforthecustomer
♦Capitalrequirements
♦Difficultytoaccessdistributionchannels
♦Absolutecostadvantageofincumbents
Learningcurveadvantages
Accesstonecessaryinputs
Proprietarylow-costproductdesign
♦Governmentregulation,restrictionsonentry
♦Expectedretaliation
BuyerPowerincreaseswith:
♦Bargainingleverage
♦Buyerconcentration,Smallnumberofbuyers
♦Lowbuyerswitchingcosts
♦Buyerinformation
♦Buyerabilitytointegratebackward
♦Availabilityofsubstituteproducts
♦Highpriceelasticity
♦Lowproductdifferentiation
♦Highbrandrecognitionofbuyersproducts
♦Lowimpactonbuyer'sproductquality.
♦Decisionmakers'incentives
Rivalryincreaseswith:
♦Industrygrowth
♦HighFixedcosts+lowvariablecosts
♦Highvalueadded
♦Intermittentovercapacity
♦Lowproductdifferentiation
♦Lowbrandrecognition.
♦Lowswitchingcosts.
♦Numberofcompetitors.
♦Corporatestakes.
♦Highfixedcostsorhighlyspecializedassets.
♦Highbarrierstoexit.
SupplierPowerincreaseswith:
♦Differentiationofinputs
♦Importanceofsupplier'sproduct/serviceincost
♦Structureofindustry.
♦LowerSwitchingcostsofsuppliers
♦Higherimpactofinputsoncostordifferentiation
♦LowerNumberofsubstituteinputs
♦Higherthreatofforwardintegration.
♦Lowerimportanceofvolumetosuppliers
♦LowerSupplierconcentration
Threatofsubstituteincreaseswith:
♦Relativeperformanceofsubstitutes.
♦Lowerswitchingcosts.
♦Higherbuyerpropensitytosubstitute.
Internal-ExternalFactors
Thisframeworkisespeciallyapplicabletonewmarketandcompanystrategyquestions.
Thequestionyouarelookingtoansweriswhetherthefirmstrategyalignsinternalfactorswithexternalenvironmentalconsiderations.
InternalConsiderations
Corecompetenciesofthefirm
Companymissionandgoals(consideritsobjectivesforemployees,thecommunity,theenvironment,technology,etc.)
Companyorganizationalstructure
Firmresources(labor,technology,internalsystems)
EnvironmentalFactors
Industrytrends(includingafiveforcesanalysis)
Constraints(governmentregulations,laws,union/laboragreements,societalpressures,etc.)
Competitoractivities(plansforexpansion,financialstrength,etc.)
ProductLifeCycleCurve
Phase1
Onthisphase,thefocusshouldbeonR&Dandengineering.Youshouldrefertoproductdefinitionandneedgenerationwithlittleornocompetition.
Phase2
Thisphaseshouldemphasizemarketing.Thechallengeisnowtomanagerapidgrowthwhilemaintainingquality.Youshouldexpectnewentrants
Phase3
Thisphasefocusesonmanufacturingandcost.Pricesfallandcompetitionintensifies.
Phase4
Highcostandlowsharecompetitorsexit.Thisphasefocusesonbeinglow-costornicheplayer.
Competitiveanalysis:
The3C’s-Customer,Company,Competition
Thisisabasicframeworkbutisveryuseful.Itisespeciallyapplicabletobusinessstrategyandnewmarketopportunityquestions.
Marketingstrategy:
the4P’s
Applythisframeworktomarketingandnewproductdevelopmentquestions.
Product
I.Mustfitwithinpositioningdecisionandmarketsegmentation(e.g.highend,lowend;consumer,industry)
II.Differentiatedgoodvs.commodity
III.Featuresandcapabilities
IV.Reliability,quality,brandname,reputation
V.Packaging,size
VI.Service,warranties
VII.Futurestrategyfortheproduct
Placement(Distribution)
I.Channel(decisionbasedonproductspecifics,levelofcontroldesiredandmarginsdesired)
II.Coverage-tradeoffbetweencoveragelevelsandcosts
III.Inventory-levels,turnover,carryingcosts
IV.Transportation-alternatives,efficiencies,costs
Promotion
I.TheBuyingProcess:
A.Consumerawarenessfortheproduct
B.Interestfortheproduct
C.Trial
D.Repurchase
E.Loyalty
II.Selectsalesmethod:
Pull(advertising...)orPush(discounttodistributor...)
III.5categoriesofpromotionalefforts:
A.Advertising:
medium,reach(shareoftargetmarketreached)andfrequency(numberoftimesreached).
B.PersonalSelling:
whendirectcontactwithbuyerisneeded.
C.SalesPromotion:
Incentivestoconsumer,salesforceandchannelmembers.
Consumerincentives:
coupons,refunds,samples,premiums,andcontests.
Tradingforceincentives:
Salescontest,Pointofpurchasedisplays,spiffs(paymentstodealers),tradeshows,franchisereputation,in-storedemonstrations.
D.PublicRelationsandPublicity.
E.Directsales.
Price
I.Considersbothretailpriceanddiscounts.
II.Whatstrategy?
MC=MR?
Skim(highprice,makeprofitsnow)?
Penetrate(lowprice,gainmarketshare)?
III.Seekvolumeorprofits?
IV.Perceivedvalue,cost-plus-marginpricing?
V.Howdoespricerelatetothemarket,size,productlifecycle,andcompetition?
VI.Economicincentivestochannel(commissions,margin).
VII.Establishesbarrierstoentry.
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