1 market excellence plan company name. your business unit or line. from 201x-201y. your name
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Market Excellence PlanMarket Excellence Plan
Company Name.Company Name.
Your Business Unit or Line.Your Business Unit or Line.
From 201X-201Y.From 201X-201Y.
Your Name.Your Name.
Manual.Manual.
On the On the notes pages notes pages to each slide, you will to each slide, you will find an explanation of what it is that you find an explanation of what it is that you need to do. need to do.
Make sure that you Make sure that you explainexplain your analyses your analyses and choices. Do and choices. Do not assume not assume we will we will understand without explanations.understand without explanations.
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Market Excellence PlanMarket Excellence PlanYour Business Roadmap to SuccessYour Business Roadmap to Success
Prof.dr. Henry Robben [email protected]
Prof.dr. Rudy Moenaert [email protected]
drs. Peter [email protected]
www.visioN2B.nl
© Rudy Moenaert, Henry Robben & Peter Gouw
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Part 1Part 1Where and How Where and How
Do We Compete Today?Do We Compete Today?
Analyzing The Present Internal Analyzing The Present Internal and External Situations.and External Situations.
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Business ObjectivesBusiness Objectives
BHAG (‘BHAG (‘Big Hairy Audacious Goal’Big Hairy Audacious Goal’) for ) for __________________
Commercial goals for next 3 yearsCommercial goals for next 3 years
Commercial target for next yearCommercial target for next year
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Business Definition and HistoryBusiness Definition and History
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Way-to-Market ArchitectureWay-to-Market Architecture
<company><company><company><company>
Direct Channels, e.g., Direct Channels, e.g., •The InternetThe Internet•Face to FaceFace to Face
Direct Channels, e.g., Direct Channels, e.g., •The InternetThe Internet•Face to FaceFace to Face
Influencers, e.g.,Influencers, e.g.,• AdvisersAdvisers
•Regulatory institutionsRegulatory institutions•MediaMedia
Influencers, e.g.,Influencers, e.g.,• AdvisersAdvisers
•Regulatory institutionsRegulatory institutions•MediaMedia
End-Customer SegmentsEnd-Customer SegmentsEnd-Customer SegmentsEnd-Customer Segments
Segment 1Segment 1Segment 1Segment 1 Segment 2Segment 2Segment 2Segment 2 Segment 3Segment 3Segment 3Segment 3 Segment 4Segment 4Segment 4Segment 4
Sales per channel (%)
Sales per segment (%)
Nature ofrelationship, support
& reputation
Influence
Influence
Indirect Channels, e.g., Indirect Channels, e.g., •Distributors & ResellersDistributors & Resellers•SuppliersSuppliers•OEMs and ConvertorsOEMs and Convertors
Indirect Channels, e.g., Indirect Channels, e.g., •Distributors & ResellersDistributors & Resellers•SuppliersSuppliers•OEMs and ConvertorsOEMs and Convertors
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Contemporary SituationContemporary Situation
Market Mix %
<P1>
<P5>
<P2>
<P4>
<P3>
<....>
<P6>
Segment Size (€)
<company> Mkt. Share %
€ (000) Market SegmentsMarket Segments
ProductsProducts Total(€)
MarketSize (€)
<company> Market
Share (%)
Total (€)
<S1> <S2> <S3> <S4> <...> <S5> ProductMix %
100 %
Total Sales (000 €) :
Year -1: (est.) Year 0: (est.) Year 1: (est.) Year 2: (est.)Year 3: (est.)
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Competitive AnalysisCompetitive Analysis
SuppliersSuppliers......
SuppliersSuppliers......
ComplementorsComplementors......
ComplementorsComplementors......
CompetitorsCompetitors......
CompetitorsCompetitors......
CustomersCustomers......
CustomersCustomers......
Your CompanyYour Company......
Your CompanyYour Company......
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Conclusions of the Conclusions of the Competitive AnalysisCompetitive Analysis
FORCE:FORCE: CONCLUSION:CONCLUSION:
1.1. Your companyYour company ::
2.2. CompetitorsCompetitors ::
1.1. SuppliersSuppliers ::
2.2. CustomersCustomers ::
3.3. ComplementorsComplementors ::
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STEP AnalysisSTEP Analysis
Forces External Forces External to the Industry to the Industry
and to the and to the CompanyCompany
Forces External Forces External to the Industry to the Industry
and to the and to the CompanyCompany
SocialSocialContextContext
EconomicEconomicContextContext
TechnologicalTechnologicalContextContext
PoliticalPoliticalContextContext
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External Analysis:External Analysis:Opportunities & ThreatsOpportunities & ThreatsOpportunitiesOpportunities
1.1.
2.2.
3.3.
4.4.
5.5.
6.6.
7.7.
8.8.
9.9.
N. N.
ThreatsThreats
1.1.
2.2.
3.3.
4.4.
5.5.
6.6.
7.7.
8.8.
9.9.
N. N.
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Business Model forBusiness Model for
CA 3CA 3 CA 4CA 4
CA 1CA 1 CA 2CA 2
Resource 10Resource 10
Resource 5Resource 5
Resource 1Resource 1
Resource 2Resource 2Resource 4Resource 4
Resource 8Resource 8 Resource 7Resource 7
Resource 6Resource 6
Resource 3Resource 3
Resource 8Resource 8
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Internal Analysis:Internal Analysis:Competitive Advantage (‘Winners’)Competitive Advantage (‘Winners’)Competitive AdvantageCompetitive Advantage
CACA11: : ____________________________________________
CACA22: : ____________________________________________
CACANN: : ____________________________________________
ExplanationExplanation
CACA11: : ____________________________________________
CACA22: : ____________________________________________
CACANN: : ____________________________________________
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Internal Analysis:Internal Analysis:Basic RequirementsBasic Requirements
Basic Basic RequirementRequirement
1.1.
2.2.
3.3.
4.4.
5.5.
6.6.
7.7.
8.8.
9.9.
N.N.
Performance Relative to Performance Relative to Competition Competition
1.1.
2.2.
3.3.
4.4.
5.5.
6.6.
7.7.
8.8.
9.9.
N.N.
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Sustainability Evaluation of the Sustainability Evaluation of the Present Situation / 1Present Situation / 1
Superior Superior resourcesresources
Durable Durable demanddemand
Inimita-Inimita-bilitybility
SubstitutaSubstituta-bility-bility
Appropria- Appropria- bilitybility
EfficiencEfficiencyy
OverallOverall
CA1CA1
CA2CA2
CACANN
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Sustainability Evaluation of the Sustainability Evaluation of the Present Situation / 2Present Situation / 2
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Part 2Part 2Where and How Where and How
to Compete in the Future?to Compete in the Future?
Choosing the Hunting Grounds Choosing the Hunting Grounds and the Hunting Strategy.and the Hunting Strategy.
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Market ExcellenceMarket Excellencefor the Future: Targetingfor the Future: Targeting
Where to Compete?Where to Compete?Key Market Segments/Key Market Segments/
Product LinesProduct Lines
1.1. 2.2. 3.3.
N. N.
Your Choice for the Future Is:________________________.
WhyWhy
1.1. 2.2. 3.3.
NN. .
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Market ExcellenceMarket Excellencefor the Future: Differentiation for the Future: Differentiation
For_________________For_________________How to Compete?How to Compete?
Competitive AdvantagesCompetitive Advantages
CACA11: ______________________: ______________________
CACA22: ______________________: ______________________
CACANN: ______________________: ______________________
Why?Why?
CACA11: ______________________: ______________________
CACA22: ______________________: ______________________
CACANN: ______________________: ______________________
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Future Business Model Future Business Model For____________.For____________.
CA 3CA 3 CA 4CA 4
CA 1CA 1 CA 2CA 2
Resource 10Resource 10
Resource 5Resource 5
Resource 1Resource 1
Resource 2Resource 2Resource 4Resource 4
Resource 8Resource 8 Resource 7Resource 7
Resource 6Resource 6
Resource 3Resource 3
Resource 8Resource 8
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Part 3Part 3How to Get There?How to Get There?
Business RoadmappingBusiness Roadmapping
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Business Roadmap: Business Roadmap: Defining the Strategic ProjectsDefining the Strategic ProjectsProjectsProjects
1.1. 2.2. 3.3. 4.4. 5.5. 6.6. 7.7. 8.8. 9.9. N.N.
Year 1Year 1
1.1. 2.2. 3.3. 4.4. 5.5. 6.6. 7.7. 8.8. 9.9. N.N.
Year 2Year 2
1.1. 2.2. 3.3. 4.4. 5.5. 6.6. 7.7. 8.8. 9.9. N.N.
Year 3Year 3
1.1. 2.2. 3.3. 4.4. 5.5. 6.6. 7.7. 8.8. 9.9. N.N.
Responsible /Responsible /AccountableAccountable
1.1. 2.2. 3.3. 4.4. 5.5. 6.6. 7.7. 8.8. 9.9. N.N.
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Marketing Score Card 201X: Marketing Score Card 201X: Marketing CalendarMarketing Calendar
ActionsActions
ExplanationsExplanations
TimingTiming
CostsCosts
RevenuesRevenues
ResponsibleResponsible
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Part 4Part 4Return on Business!Return on Business!
Value@Firm & Value@CustomerValue@Firm & Value@Customer
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Marketing Score Card 201X :Marketing Score Card 201X :InnovationInnovation
New ProductsNew Products Marketing ActionsMarketing Actions TargetsTargets
New ChannelsNew Channels Marketing ActionsMarketing Actions TargetsTargets
New SegmentsNew Segments Marketing ActionsMarketing Actions TargetsTargets
New LeadsNew Leads Marketing ActionsMarketing Actions TargetsTargets
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Marketing Score Card 201X:Marketing Score Card 201X:Marketing Mix ProductivityMarketing Mix Productivity
FocusFocus (customers, channels, products) (customers, channels, products) TargetsTargetsM-Mix Instrument #1M-Mix Instrument #1
M-Mix Instrument #N Focus Focus (customers, channels, products)(customers, channels, products) TargetsTargets
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Marketing Score Card 201X:Marketing Score Card 201X:Customer ResponseCustomer Response
InitiativesInitiatives TargetsTargets
Customer ComplaintsCustomer Complaints
% Lost Customers% Lost Customers
Brand ValuationBrand Valuation
Customer SatisfactionCustomer Satisfaction
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Marketing Score Card 201X:Marketing Score Card 201X:Financial ResultsFinancial Results
Product LineProduct Line
200X200X
200X+1200X+1
200X+2200X+2
Difference%Difference%
Price%Price%
Volume%Volume%
CGM %CGM %
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Strategic Project Analysis / 1Strategic Project Analysis / 1
Strategic Strategic ProjectProject
Business Business OpportunityOpportunity
FeasibilityFeasibility Economic Economic ResultsResults
LeverageLeverage OverallOverall
SPSP11
SPSP22
SPSPNN
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Strategic Project Analysis / 2Strategic Project Analysis / 2