戰(zhàn)略咨詢?nèi)腴T-市場進(jìn)入類-業(yè)務(wù)課件

ContentGeneralFramework:firstlevelMarketentry

caseexampleSummaryCasescenarioTechniques:DrilldownanalysisBasicConcepts&Frameworks0ContentGeneralFramework:firThemegatrendsframeworkprovidesanorganizedstructureforbrainstormingideasItforcesustothinkcreativelyabouthowcurrenttrendswillaffecttheclientItmakesusthinkaboutthebigpictureWecanthenidentifyanyimportantimplicationsTheframeworkisusefulatthebeginningofacasetothinkaboutbroadereconomicanddemographictrendsthatmightdirectlyorindirectlyaffecttheclientWhilethinkingaboutlargertrendsisimportant,thisframeworkisverygeneralanddoesnotnecessarilyhelpdetermineourclient’scompetitiveadvantageRelevantquestionsmightinclude:WhateffectwilltheagingdemographichaveonthisbusinessWhatarethemajortrendswithinthisindustryandwithincomplementaryindustriesBasiccaseframework——MegatrendanalysisMegatrendanalysisMegatrendsframeworkisatoolthatallowsustothinkabouthowvarioustrendsmightaffecttheindustryandthereforetheclientMegatrendsSocial/culturalTechnologicalEconomicEnvironmentalDistributionPoliticalDemographic1

Themegatrendsframeworkprovi1Basiccaseframework——MegatrendanalysisMegatrendanalysisMegatrendsframeworkisatoolthatallowsustothinkabouthowvarioustrendsmightaffecttheindustryandthereforetheclientMegatrendsSocial/culturalTechnologicalEconomicEnvironmentalDistributionPoliticalDemographicDemographicSingleparentfamiliesAgingpopulationWorkforce/jobmobilityWomeninworkforceChildsafetydevices/servicesChildcareservicesHousesizesHouseholdconveniences&FacilitiesHealthcareTravelPensionIncomePart-timeworkersHealthclubsFemalespecificservicesBigger/lessFrequentshoppingTripsWorkingclothesLanguageclassesMoretransportservicesFinancialservices2

Basiccaseframework——Megatren23

Source：2009Whartoncasebook;CareerVentureBasiccaseframework——3C3CanalysisThe3CsareCustomer,CompanyandCompetition.Thisisabasicframeworkbutisveryuseful.Itisespeciallyapplicabletobusinessstrategyandnewmarketopportunityquestions.CompetitorCustomerCompanyIndustryanalysis(5forces)SizeofcompetitorsMarketsharesCompetitor’sresponsesCurrentstrategyStrategicvalueofproductandcommitmentCorporategoalsCapabilitiesEconomiesofscale/scopeResources:financial,channels,organization,IntangiblesRelativeproductpositionSubstitutesExpectedresponsetoCompetitivemovesEconomicvaluetothecustomer:Whoisthecustomer?MarketSizeGrowthSegmentationSharesMaturityTrendsProductPriceDifferentiationLifeCycleTechnologySubstitutesEconomicsCosts&ProfitabilityCapacitytodevelopproductCapacitytoproduceproductExperiencecurveFinancialsChannelsIntangiblesFitStrategyandvisionStrengths/weaknessesCultureResourcesOrganizationStructureBrandequityCorecompetencies3Source：2009Whartoncasebook34

Source：2009Whartoncasebook;CareerVentureBasiccaseframework——4P4PanalysisThisisausefulframeworkforevaluatingmarketingcases.Itcanbeappliedtobothproductsandservices.TheFourPsconsistof:Price,Product,Promotion&PlaceProduct Promotion Price Place

Thepriceafirmsetsforitsproductorservicecanbeastrategicadvantage.

Considerhowpricingisbeingusedinthecontextofthecasepresentedtoyou.

Theproductorservicemayprovideastrategicadvantageifitistheonlyproductorservicethatsatisfiesaparticularintersectionofcustomerneeds.

Promotionalactivity(includingadvertising,discountingtoconsumersandsuppliers,celebrityappearances,etc.)canbeusedtocreateormaintainconsumerawareness,opennewmarkets,ortargetaspecificcompetitor.

Thephysicallocationofaproductorservicecanprovideanadvantage4Source：2009Whartoncasebook4Basiccaseframework——IndustrylifecycleIndustrylifecycleTheindustrylifecycleframeworkprovidesbasicinformationaboutafirmoranindustry’scurrentsituation,allowingustobetterassesstherightstrategyTheindustrylifecyclecanbehelpfulinunderstandingthesituationcurrentlyfacingaclientItisaflexibleframeworkthatisusedinmanysituationsItis

ofteneasytoidentifythecurrentstageTheLifecyclepatterncanbeappliedtoproducts,companiesandindustriesLifecyclescanspanfromafewyearstomanydecades,althoughtheyhavebecomeshorterinrecentyears;TheycanalsoberejuvenatedRelevantquestionsincludeWhatistheappropriateactiontotakeconsideringthecurrentlifecyclestage?Willtheclient’sproductrejuvenateorbeginanewlifecycle?5

Basiccaseframework——Industry5Basiccaseframework——IndustrylifecycleIndustrylifecycleTheindustrylifecycleframeworkprovidesbasicinformationaboutafirmoranindustry’scurrentsituation,allowingustobetterassesstherightstrategyEmergingGrowthMaturityDecliningSalesLowRapidlyrisingPeakDecliningCostsHighcostpercustomerAveragecostpercustomerLowcostpercustomerLowcostpercustomerProfitsNegativeRisingPeakDecliningCustomersInnovatorsEarlyadoptersMiddlemajorityLaggardscompetitorsFewGrowingnumberStablenumberbeginningtodeclineDecliningnumberLifecyclestageCharacteristicsStrategicobjectivesCreateawarenessandproducttrialMaximizemarketshareMaximizeprofitanddefendmarketshareReduceexpenditureandmilkthebrand6

Basiccaseframework——Industry67

Source：2009Whartoncasebook;CareerVentureBasiccaseframework——BCGmatrixBCGMatrixTheBCGMatrix,namedaftertheBostonConsultingGroup(BCG),isperhapsthemostfamous2x2matrix.Thematrixmeasuresacompany’srelativemarketshareonthehorizontalaxisanditsgrowthrateontheverticalaxis.7Source：2009Whartoncasebook78

Source：2009Whartoncasebook;CareerVentureBasiccaseframework——BCGmatrixSpecializeSeeknichesConsider

acquisitionsEvaluatepotentialforleadershipviasegmentationGrowSeekdominanceMaximizeinvestmentSpecializeSeeknichesConsiderexitIdentifygrowthsegmentsSpecializeInvestSelectivelyIdentifygrowthsegmentsInveststronglyMaintainPositionTrustleadersStatesmanshipTimeexit&divestPrunelinesMinimizeinvestmentPositiontodivestMaintainoverallpositionSeekcashflowInvestatmaintenancelevelSuggestedstrategicoptionsIndustryAttractivenessHighMediumLowWeakMediumStrongRelevantquestionsincludeShouldourclientcontinuetoinvestmoneyinaparticulardivisionWhattypesofstrategiesshouldclientpursue?Relativecompetitiveposition8Source：2009Whartoncasebook89

Source：2009Whartoncasebook;CareerVentureBasiccaseframework——Porter’s5ForcesHowmuchbargainingpowerdosuppliersbear?Whatisthethreatofnewentrantsintothemarket?Howmuchbargainingpowerdobuyershave?Whatisthethreatofsubstituteproductsorservices?Porter’s5ForcesPorter’s5forcesframeworkcapturesindustryattractivenessbyexaminingbothhorizontalandverticalsourcesofcompetitionTheFiveForcesframeworkcanbeusedtoassessanindustry’sprofitability,orrateofreturnoncapitalrelativetothecostofcapitalItincludesthreesourcesofhorizontalcompetition(substitutes,entrants,andestablishedrivals)andtwosourcesofverticalcompetition(suppliersandbuyers)Oftenthisframeworkisusefulinansweringinitialquestionsabouttheindustryasitcurrentlyexists,suchashowcompaniesintheindustrycompete(price,innovation,etc..)ThisframeworkislimitedinthatitisstaticandonlycapturesforcesexternaltothefirmRelevantquestionsincludeWhatistheindustrystructure?Howcompetitiveistheindustry?Howmuchleveragedosuppliersandcustomershave,andwhatdoesthismeanfortheclient?9Source：2009Whartoncasebook9ValueChainAnalysisRelationshipwithsuppliers;JITdelivery;coststructureofrawmateriallabor&capitalutilization;cycletime;qualityChannelsofdistribution;intermediariesResearch&Developmentmethod&effectivenessofmarketing;costofcustomeracquisition;salesforceissuesfreerepairhotline;warranties;bonusplan;frequentcustomerdiscountUsethevaluechainto:1.Identifycomponentsofcosts.2.Identifycomponentsofprofits.3.Relateactivitiesandcorecompetencies.10ValueChainAnalysisRelationshValueChainAnalysisValueaddinsupplychain–PCindustryexample11ValueChainAnalysisValueaddContentGeneralFramework:firstlevelMarketattractiveness

caseexampleSummaryCasescenarioTechniques:Drilldownanalysis12ContentGeneralFramework:firMarketentrycasescenariosSource:CareerVenturePromotion&campaignEnternewmarketNewproductlaunchExistingmarketNew-marketExistingproductNewproductNewbusinessdevelopment13MarketentrycasescenariosSouContentGeneralFramework:firstlevelMarketattractiveness

caseexampleSummaryCasescenarioTechniques:Drilldownanalysis14ContentGeneralFramework:firGeneraltypesofMarketEntryCasesCaseTypesEnteranewgeographicalmarketplaceEnteranewindustryEnteranewsegmentLaunchanewproductinthemarketwealreadyplayMaingoalSeekforgrowthopportunityStrategicmove/MakequickmoneyKeyissueMarketattractivenessLocalization?(glocalization)MarketattractivenessCapabilityMarketAttractiveness,Competition,LeverageexistingbusinessMarketattractiveness,Customerneeds,Productcannibalization,CompetitiveresponseTurnaround/SeekforgrowthopportunityExamplesWechatisconsideringenteringIndianMarketHuayiBrotherisestablishingtheatrelinesandthemepark,Walmart&yihaodianGoogleboughtYoutube,NewscorporationUnilever/P&GCosmeticBrandsOtherconsumergoods15GeneraltypesofMarketEntryGeneralframeworkofmarketentrycases（1）Source:CareerVenture0.MarketdefinitionGeographicnewmarketNew/relatedbusinessNew/relatedcustomersegmentationValuechainupstream/downstream……1.MarketattractivenessSizeGrowthProfitability……2.CompetitionenvironmentCustomer

（1）segmentation(size,growth,share,profitability)

（2）needs/preference

（3）distribution

（4）……Competitor

（1）marketshare/position

（2）corecompetency:product?distribution?......

（3）possiblereactionsCapability16GeneralframeworkofmarketenGeneralframeworkofmarketentrycases（2）Source:CareerVenture3.Barrierstoenter:canweplay?Identifyunsatisfiedcustomerneeds/preferenceIdentifybarrierstoenter(1)non-customer:regulation,capitalrequirement,tech……(2)customer:distribution,productdifferentiation,brandloyalty…5.HowtoenterJointventureM

&AStartfromscratch4.CompanystrategyCorecompetencyandresourcesMarketpositionandstrategyStealshareorexpandcategory?Howtodealwithcompetitors’possiblereactions……6.NPV/Breakevenanalysis7.Howtoexit/riskanalysisIfIhavetime….Bonuspoints!17GeneralframeworkofmarketenNPVAnalysis-Valueoftheseriesofcashflows(orincome)generatedbytheinvestment,minusthecostofinitialinvestment.OnlyinvestmentswithapositiveNPVshouldbeconsidered.NetPresentValue=InitialInvestmentCost–PresentValueofInvestment’sFutureCashFlows(Income)C0=ThecostoftheInitialInvestmentC1,C2,…Cn=Cashflows(orincome)expectedfrominvestmentinyears1,2,..uptoyearn.r=DiscountRate(estimatedexpectedreturnfromaninvestmentofasimilarrisktype)18NPVAnalysis-ValueoftheserCaseexample（1）——Apparel.CoSource：CareerVentureClientProblemVictorChengLOMcase#1LayoutstructureConclusion美國某服裝品牌進(jìn)入中國市場What’sthepriorityforconsiderationEnterornot?Ifenter,byhow?19Caseexample（1）——Apparel.CoSContentGeneralFramework:firstlevelMarketattractiveness

caseexampleSummaryCasescenarioTechniques:Drilldownanalysis20ContentGeneralFramework:firSource:CareerVentureUnderstandcompetitionAnalyzecustomerneedDefinethemarketMatchcompetenceFirst-levelanalysis1Furtheranalysis2product,geography,segmentationAssessmarketsize,profitability,andgrowthIdentifyrelevanttrends(regulatory,technological,etc.)IdentifykeysuccessfactorsEvaluaterisksKeyplayers&CompetitiveintensityShareandpositioningCorecompetenciesandresourcesLikelyreactiontoentryDifferentiationCoststructureSegmentation(size,profitability,share,growth)Driversofpurchasebehavior(product,price,promotionandplace)PowerinthemarketIdentifyGapsinCustomerNeedsCorecompetenciesPotentialpositioningandpricepositioningSourceofvolume-stealshare(fromwhom?)orexpandcategory?Nicheormassstrategy?Coststructure-scale–v-scopeeconomiesCapitalexpenditurerequiredPotentialreturnsDeterminemethodstoentryIdentifypotentialrisksThenumberofchannelsinnewmarketUsingbreak-evenanalysisThelocationofnewchannelsCost-benefitanalysisWhetherM&AorpartnershipOrganicFinancial,cannibalizationInorganicCompetitivereaction,productlife-cycleMarketEntry’sdecisionmakingroadmap—Enternewmarket21Source:CareerVentureUndersCaseexample-TrafficSignalCompanyTheclientisacompanythatinstallsandmaintainstrafficsignals.ItisasmallcompanybasedinCalifornia.TheyareconsideringexpandingintotheTri-statemarket,especiallyManhattan.TheywantourhelptodeterminewhethertheyshouldentertheManhattanmarket.ClientProbleminstallationandmaintenanceMaintenancetobedoneforALLsignalsandNOTonlynewlyinstalledonesPriceofonesignalsystem-$100,000(install)Maintenance–15,000/yearBusinessmodel–SinglecontractformaintainingALLtrafficsignalsinManhattan.Contractsawardedbybiddingtohighestbidder.Competition–IncumbentisthelargesttrafficsignalcompanyintheNorthEastApproximateto80streetslongand25streetswidetoaccountforthetaperedshapeofManhattan.Hence,2000intersectionsDurationofcontract=3yearsCostofInstallationLabor5workersWagerate/worker/hr=$35Timepersignalsystem=6hrsCostofMaintenanceLabor2workersTimepersignalsystem=4hrsNoofincidentsperyear=222Caseexample-TrafficSignalAnswerMarketsize:No.ofstreetsinManhattan,verticalandhorizontal.Usethistodetermineno.ofintersectionsEachintersectionhas1trafficsignalsystemEachsystemlastsfor20yearsHence,1/20ofsignalsreplacedeveryyearInstallationmarket-$10M($100,000*2000*1/20)Maintenancemarket-$30M(2000*15,000)Approximateto80streetslongand25streetswidetoaccountforthetaperedshapeofManhattan.Hence,2000intersectionsCostsCostofsignalsystem=$85,000Transportation=$0(itissourcedlocally)InstallationMaintenanceNPVRevsLaborCostofinstallation=$1050LaborCostofmaintenance/year=$560Year1:$40M($10Minstln+$30Mmaint.)Year2,3:$30Mmaint.CostsYear1:$8.6M(100*(85,000+1050))+$1.12M(maint)Year2,3:$2.24M(maint.)NPV=$88M23AnswerMarketsize:Costs23ClientProblemCaseexample（2）——LoonileverOurclient(Loonilever)isamajorconsumerproductscompanywithoperationsinover80countries.Loonileveroperatesacrossallcategoriesintheconsumerproductsspace–personalwash,haircare,oralcare,laundry,householdcleaning,skincareetc.Overthelastdecadeorso,ithasbeenlosingsharetoit?skeycompetitors,particularlytoB&G.Loonileverisverykeenonregaining/buildingshareinkeycategories,especiallyintraditionalB&Gstrongholds.

Skincareisthemostprofitablecategoryforthelargeconsumerproductsplayers,withgrossmarginsof~75%(vs.30%forlaundry).LoonileverisnowevaluatinganentryintoChina?sskincaremarket,amarketthatB&Ghasenjoyedmarketleadershipinforoveradecade.ThoughLoonileveristhemarketleaderinChina?slaundrysegment,itdoesnotcurrentlyoperateintheSkincaresegment.LunileverhashiredMcKinseytohelpthemdeterminewhattheirpotentialentrystrategyintotheChineseskincaremarketshouldbe.24ClientProblemCaseexample（2）—Caseexample（2）——Loonilever

25Caseexample（2）——Loonilever2MarketEntry’sdecisionmakingroadmap——NewproductlaunchDowehaveR&Dcapability?Arecompetitorsverticallyintegrated?MightenterthemarketDonotenterNewproductlaunchEnterthroughM&ADonotenterDonotenterMightenterthemarketYNNYArethereanyunmetneeds?Isthemarketattractive?NYCanwedominatethemarket?NYNYNYDowehavecostadvantage?First-level

analysis1Furtheranalysis2PricingStrategyEvaluatemethodstoentryIdentifypotentialrisksMarketEntry’sdecisionmaking26Caseexample（2）——bottledwatermarketSource：CareerVentureClientProblemOurclientisaleadingbeermanufacturerthathasbeenexperiencingstagnantsalesinanincreasinglycompetitiveindustry,soitistryingtoevaluategrowthopportunities.

Ahighlevelexecutiveattheclientsitehasnoticedasteadyandsubstantialincreaseintheconsumptionofbottledwaterproducts.

Ourclientisfacingincreasedcompetitionfrommicrobreweries,andhasalreadyexploredwaystopenetratetheinternationalmarket;however,thisalonewillnotenablethemtomeettheircurrentfinancialgoals.

Believingthattheassetsrequiredtoproducebottledwaterareverysimilartothatofbeer,theclientwantstorecommendtotheCEOthattheybeginproductionofbottledwaterproducts.Hehasaskedourfirmtohelpbuildthecaseforwhytheyshouldenterthebottledwatermarkettoachievetheirsalesandprofitgoals.27Caseexample（2）——bottledwateGeneraltip1Tip#1：StartwiththeBranchThatEliminatestheMostUncertaintyFirst2Tip#2：UseBothQuantitativeandQualitativeAnalyses3Tip#3：Don’tStopDrillingDownaBranchUntilYouReachaConclusion4Tip#4：WhentoStopAnalyzing—TheMinimallyNecessaryDataTip#5：UseDiagrams(NotJustTextBlurbs)toTakeNotes528Generaltip1Tip#1：StartwitCost-basedPricingValue-basedPricingNewproductlaunch——PricingstrategyPricingStrategyCompetitivePricingDescriptionExamplesCost+mark-upMinimumpriceBadstrategyCosmetics,medicine,High-techproductsHomogeneousproducts,likefoodFast-movingconsumergoodsServiceindustryPriceproductatwhatcustomersarewillingtopayFactorstoconcernCOGSBreakevenpointDesirableprofitmarginValuepropofproductCustomerswillingnesstopaySupplyanddemandCompetitor’spriceSubstitutionsConsumerbuyinghabitBenchmarkpriceswithcompetitors’Examples:Ourclientisamajorpharmaceuticalcompany.Hehasjustdevelopedamedicinewhichhaslesssideeffecttopatientsandtakesshortertimetocurethedisease.Howshouldthecompanypricetheproduct?OurclienthasdevelopedanewGMAT-prepsoftwarepackage.Howarewegoingtopriceit?What'sourstrategyandwhy?29Cost-basedPricingValue-basedIdentifyingkeysuccessfactors:SomeexamplesSource：2009Whartoncasebook;CareerVentureIndustryAnalysisofcustomerAnalysisofcompetitionKSFFashionClothingDemandfragmentedbygarment,style,quality,color.Customers’willingnesstopaypricepremiumforfashion,exclusivityandquality.Massmarkethighlypricesensitive.RetailersseekreliabilityandspeedofsupplyLowbarrierstoentryandexit.Lowsellerconcentration.Fewscaleeconomies.Internationalcompetitionstrong.Retailchainsexercisestrongbuyingpower.Needtocombineeffectivedifferentiationwithlow-costoperation.Keydifferentiationvariablesarespeedofresponsetochanginghighfashions,style,reputationandquality.SupermarketsLowprices.Convenientlocation.Widerangeofproducts.Productrangeadaptedtolocalcustomerpreferences.Freshnessofproduct.Cleanliness,serviceandpleasantambiance.Marketslocalizedandconcentrationnormallyhigh.Butcustomerpricesensitivityencouragesvigorouspricecompetition.Exerciseofbargainingpowerareimportantinfluenceonimputcost.Scaleeconomiesinoperationandadvertising.Low-costoperationrequiresoperationalefficiency,scale-efficientstores,largeaggregatepurchasestomaximizebuyingpower,lowwagecosts.Differentiationrequireslargestores(toallowwideproductrange),convenientlocation,easyparking.30IdentifyingkeysuccessfactorContentGeneralFramework:firstlevelMarketEntry

CaseexampleSummaryCasescenarioTechniques:Drilldownanalysis31ContentGeneralFramework:firCaseexample（4）——DanutChemicalSource：2009Whartoncasebook;CareerVentureClientProblemInformationtobeprovideduponrequestKelloggcasebook2019P7432Caseexample（4）——DanutChemicaCaseexample（5）——MovingcompanySource：CareerVentureClientProblemTheclientisacompanythatisinthegarbagehaulingindustry.They’rea4$billionayearcompany,andthecompanyprimarilyworkedwithindustrialandcommercialbuildings.Sothosebig,verylargetrashdumpstersbehindthebuildingsiswhattheywouldcomeforeverydayandpickthemupanddumpitintothetruckandbasicallyhaulthattrashaway.Theyareconsideringstartinganewbusiness,anewdivisionofcompany,andthey’rethinkingofenteringthemovingindustry.Theirideaisthatifyoutakeatrashdumpster,youmakeitbigger,youputapadlockonit,youcouldputfurnishingsinsideit,boxes,andmoveitfrompointAtopointB,whichtherestoftheindustrywouldcallmoving.Theythinkofitasjustmovingstuff,theyareverygoodatmovingstuff,iskindofwhattheythink.Sothey’veaskedyoutocomehelpthemfigureoutwhetherthiswouldbeagoodideaornotandtofigureout–ifitisagoodidea–why,andifthereareanyissuesthatareofconcern,whatthoseissuesmightbe.VictorChengLOMcase#133Caseexample（5）——Movingcompan謝謝你的閱讀知識就是財(cái)富豐富你的人生謝謝你的閱讀知識就是財(cái)富34戰(zhàn)略咨詢?nèi)腴T—市場進(jìn)入類-業(yè)務(wù)課件35ContentGeneralFramework:firstlevelMarketentry

caseexampleSummaryCasescenarioTechniques:DrilldownanalysisBasicConcepts&Frameworks36ContentGeneralFramework:firThemegatrendsframeworkprovidesanorganizedstructureforbrainstormingideasItforcesustothinkcreativelyabouthowcurrenttrendswillaffecttheclientItmakesusthinkaboutthebigpictureWecanthenidentifyanyimportantimplicationsTheframeworkisusefulatthebeginningofacasetothinkaboutbroadereconomicanddemographictrendsthatmightdirectlyorindirectlyaffecttheclientWhilethinkingaboutlargertrendsisimportant,thisframeworkisverygeneralanddoesnotnecessarilyhelpdetermineourclient’scompetitiveadvantageRelevantquestionsmightinclude:WhateffectwilltheagingdemographichaveonthisbusinessWhatarethemajortrendswithinthisindustryandwithincomplementaryindustriesBasiccaseframework——MegatrendanalysisMegatrendanalysisMegatrendsframeworkisatoolthatallowsustothinkabouthowvarioustrendsmightaffecttheindustryandthereforetheclientMegatrendsSocial/culturalTechnologicalEconomicEnvironmentalDistributionPoliticalDemographic37

Themegatrendsframeworkprovi37Basiccaseframework——MegatrendanalysisMegatrendanalysisMegatrendsframeworkisatoolthatallowsustothinkabouthowvarioustrendsmightaffecttheindustryandthereforetheclientMegatrendsSocial/culturalTechnologicalEconomicEnvironmentalDistributionPoliticalDemographicDemographicSingleparentfamiliesAgingpopulationWorkforce/jobmobilityWomeninworkforceChildsafetydevices/servicesChildcareservicesHousesizesHouseholdconveniences&FacilitiesHealthcareTravelPensionIncomePart-timeworkersHealthclubsFemalespecificservicesBigger/lessFrequentshoppingTripsWorkingclothesLanguageclassesMoretransportservicesFinancialservices38

Basiccaseframework——Megatren3839

Source：2009Whartoncasebook;CareerVentureBasiccaseframework——3C3CanalysisThe3CsareCustomer,CompanyandCompetition.Thisisabasicframeworkbutisveryuseful.Itisespeciallyapplicabletobusinessstrategyandnewmarketopportunityquestions.CompetitorCustomerCompanyIndustryanalysis(5forces)SizeofcompetitorsMarketsharesCompetitor’sresponsesCurrentstrategyStrategicvalueofproductandcommitmentCorporategoalsCapabilitiesEconomiesofscale/scopeResources:financial,channels,organization,IntangiblesRelativeproductpositionSubstitutesExpectedresponsetoCompetitivemovesEconomicvaluetothecustomer:Whoisthecustomer?MarketSizeGrowthSegmentationSharesMaturityTrendsProductPriceDifferentiationLifeCycleTechnologySubstitutesEconomicsCosts&ProfitabilityCapacitytodevelopproductCapacitytoproduceproductExperiencecurveFinancialsChannelsIntangiblesFitStrategyandvisionStrengths/weaknessesCultureResourcesOrganizationStructureBrandequityCorecompetencies3Source：2009Whartoncasebook3940

Source：2009Whartoncasebook;CareerVentureBasiccaseframework——4P4PanalysisThisisausefulframeworkforevaluatingmarketingcases.Itcanbeappliedtobothproductsandservices.TheFourPsconsistof:Price,Product,Promotion&PlaceProduct Promotion Price Place

Thepriceafirmsetsforitsproductorservicecanbeastrategicadvantage.

Considerhowpricingisbeingusedinthecontextofthecasepresentedtoyou.

Theproductorservicemayprovideastrategicadvantageifitistheonlyproductorservicethatsatisfiesaparticularintersectionofcustomerneeds.

Promotionalactivity(includingadvertising,discountingtoconsumersandsuppliers,celebrityappearances,etc.)canbeusedtocreateormaintainconsumerawareness,opennewmarkets,ortargetaspecificcompetitor.

Thephysicallocationofaproductorservicecanprovideanadvantage4Source：2009Whartoncasebook40Basiccaseframework——IndustrylifecycleIndustrylifecycleTheindustrylifecycleframeworkprovidesbasicinformationaboutafirmoranindustry’scurrentsituation,allowingustobetterassesstherightstrategyTheindustrylifecyclecanbehelpfulinunderstandingthesituationcurrentlyfacingaclientItisaflexibleframeworkthatisusedinmanysituationsItis

ofteneasytoidentifythecurrentstageTheLifecyclepatterncanbeappliedtoproducts,companiesandindustriesL