BeBeyond常用商业分析工具.docx

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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