Market Excellence Plan

1
Market Excellence Plan

• Your Company Name
• Your Business Unit or Line
• Your Name(s)
• From 2004-200X

2
The Road to Market Excellence
Sustainability Evaluation
Future Business Model
Targeting
Differen-tiation
Choosing
Present Business Model
CAs
CSF
Business Roadmapping
Innova-tion
Marketing Calendar
Understanding
Present Situation Analysis
OT
5 Forces
Customer Appraisal
Committing
Business History
Business Objectives
Financial Review
Option Analysis
Segment Or Product Line
M-Mix
3
Business Definition and History
4
Business Objectives

• BHAG (Big Hairy Audacious Goal) for product
  line
• Commercial goals for next 3 years
• Commercial target for next year

5
Present Situation Analysis
6
Way-to-Market Architecture
ltcompanygt
Sales per channel ()
Nature of relationship, support reputation

• Channels, e.g.,
• Direct Channels
• Distributors Resellers
• Suppliers
• OEMs and Convertors

• Influencers, e.g.,
• Advisers
• Regulatory institutions
• Media

Influence
Sales per segment ()
Influence
End-Customer Segments
Segment 1
Segment 2
Segment 3
Segment 4
7
Contemporary Situation
(000)
Market Segments
Products
Total ()
Market Size ()
ltcompanygt Market Share ()
ltS1gt
ltS2gt
ltS3gt
ltS4gt
lt...gt
ltS5gt
Product Mix
ltP1gt
ltP2gt
ltP3gt
ltP4gt
ltP5gt
ltP6gt
lt....gt
Total ()
2001 2002
2003 2004
(est.) 2005 (est.)
100
Market Mix
Segment Size ()
Total Sales (000 )
ltcompanygt Mkt. Share
8
Industry Analysis
New Entrants ...
Social Context
Technological Context
Industry Competitors ...
Suppliers ...
Buyers ...
Substitutes ...
Economic Context
Political Context
9
Competitive Analysis

• Industry Competitors
• Substitutes
• New Entrants
• Suppliers
• Buyers

10
External AnalysisOpportunities Threats

• Opportunities

• Threats

11
Present Business Model
Resource 4
Resource 2
Resource 1
CA 1
CA 2
Resource 5
Resource 10
Resource 6
CA 3
CA 4
Resource 8
Resource 7
12
Internal AnalysisCompetitive Advantage
(Winners)

• Competitive Advantage
• CA1 ______________________
• CA2 ______________________
• CAN ______________________

• Explanation
• CA1 ______________________
• CA2 ______________________
• CAN ______________________

13
Internal AnalysisBasic Requirements

• Explanation

• Basic Requirement

14
Sustainability Evaluation of the Present
Situation / 1
15
Sustainability Evaluation of the Present
Situation / 2
16
How to compete in the future?
17
Market Excellencefor the Future Targeting

• Why?

• Where to Compete?
• Key Market Segments/
• Product Lines

18
Market Excellencefor the Future Differentiation

• How to Compete?
• Competitive Advantages
• CA1 ______________________
• CA2 ______________________
• CAN ______________________

• Why?
• CA1 ______________________
• CA2 ______________________
• CAN ______________________

19
Future Business Model
Resource 4
Resource 2
Resource 1
CA 1
CA 2
Resource 5
Resource 10
Resource 6
CA 3
CA 4
Resource 8
Resource 7
20
Business Roadmap Competence Building

• Projects
• N.

• 2004
• N.

• 2005
• N.

• 2006
• N.

• Responsible /
• Accountable
• N.

21
Marketing Score Card
22
Marketing Score Card 2004 Marketing Calendar

• Actions

• Explanations

• Timing

• Costs

• Revenues

• Responsible

23
Marketing Score Card 2004 Innovation
New Products
Marketing Actions
Targets
New Channels
Marketing Actions
Targets
New Segments
Marketing Actions
Targets
New Leads
Marketing Actions
Targets
24
Marketing Score Card 2004 Marketing Mix
Productivity
Focus (customers, channels, products)
Targets
M-Mix Instrument 1
M-Mix Instrument 2
Focus (customers, channels, products)
Targets
25
Marketing Score Card 2004 Customer Response
Initiatives
Targets
Customer Satisfaction
Customer Complaints
Lost Customers
Brand Valuation
26
Marketing Score Card 2004 Financial Results

• Product Line

• 2004

• 2005

• 2006

• Difference

• Price

• Volume

• CGM

27
Strategic Option Analysis / 1
28
Strategic Option Analysis / 2
29
Annexes

• Anything you like to present that does not
  pertain to the text proper but is good or nice to
  know, e.g. organization chart, details of product
  and market data, et cetera.

30
Appendix

• Some diagrams to help you make the strategic
  option analysis (need not be included in the
  final text proper)

31
Evaluating the Long-Term Strategy / 1

• Feasibility
• Match with proposed corporate policy, change in
  resource base, feasibility of strategy and
  process

32
Feasibility
home base
Change in offering
same CA
different CA
incremental
excellence
creation of new value space
same battlefield same army
different battlefield same army
incremental

• Change in
• resource base
• (assets
• competences)

moderate
same battlefield different army
different battlefield different army
turnaround
33
Evaluating the Long-Term Strategy / 2

• Competitiveness
• Adequate response to opportunities and threats,
  aiming at true competitive advantage (improve,
  excel at, or change rules of the game)

34
Competitiveness
Competitors Time-to-Market
5 years
1 year
3 years
hidden treasure
El dorado
Excellent (5 years)

• Competitive
• Sustainability

Average (3 years)
temporary relief
no mans land
Poor (lt 1 year)
35
Evaluating the Long-Term Strategy / 3

• Economic Results
• Increase of market share or share-of-customer,
  access to new channels, maintain/increase price,
  lower costs, financial return

36
Economic Results
home base (return in case of no change)
Risk (probability of not making it)
0
50
100
excellent
average

• Return

poor
37
Evaluating the Long-Term Strategy / 4

• Leverage
• Degree of leverage and continued deployment over
  time, or in other BUs

38
Leverage
global implementation (all units/markets)
Company Leverage
local implementation (1 unit/market)
selective implementation (multiple units/markets)
local leverage
global leverage
excellent

• Competence
• Leverage
• for the Future

average
local harvest
global harvest
none
39
Who Said Life Was Easy? (1)

• Do the proposed projects
• support the BHAG?
• match the corporate policy?
• enable you to respond adequately to
  threats/opportunities
• Do the proposed projects enable your firm to
• offer superior value to the customers?, and hence
  
• increase its market share?
• or increase its share-of-customer?
• or maintain or increase the current price level?

40
Who Said Life Was Easy? (2)

• Do the proposed projects offer...
• a solid financial return?
• with a sound degree of feasibility (technical,
  budget, people)?
• and business readiness in a reasonable time span?
• Is it a robust solution which
• remains competitively sustainable for a longer
  period?
• may be leveraged in the future?
• may be leveraged across multiple units?

41
This Template Has Been Created By

• Prof.dr. Rudy Moenaert
• Associate Dean Research
• Professor of Strategic Marketing
• Tias Business School
• P.O. Box 90153
• 5000 LE Tilburg
• The Netherlands
• 31 - 13 - 466 86 15
• r.k.moenaert_at_tias.edu

• Prof.dr. Henry Robben
• Director, Center for Supply Chain Management
• Professor of Marketing
• Universiteit Nyenrode
• Straatweg 25
• 3621 BG Breukelen
• The Netherlands
• T 31-346-29 12 76
• F 31-346-29 12 50
• h.robben_at_nyenrode.nl

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