【文章內(nèi)容簡介】 must be considered? Which panies and products are likely to bee petitors in the future? What new or emerging technologies and substitute products are likely to bee threats in the future?SECTION FOURPRODUCTS Based on the findings of Section Three identify your product39。s key strengths and weaknesses as they relate to key market opportunities and threats. Then develop strategies to address each issue (eg, build on strengths and correct weaknesses) for each product in your product portfolio. When preparing this section consider the following framework for clustering key issues and related strategies. All budgetary and financial constraints must be factored in to this planning. Describe your current and nearfuture products? What gives your products a clear petitive advantage? What are the benefits and value provided to customer as opposed to 39。features39。? What are the environmental and social impacts and implications? What regulations, standards and codes must be plied with? At what stage is each product in its lifecycle? For example: Research pleted Prototype pleted Inhouse testing Customer testing Market ready First upgrade pletedAlso consider conducting the product analysis and planning for this section across the following stages: Current SituationKey Product and Market IssuesKey StrategiesPerformance Measures and TargetsSECTION FIVEMARKETINGBased on discussions at previous sections develop a concise set of highly focussed marketing strategies for your most attractive and highest priority markets. These strategies will guide your market entry, market development, and brand building activities. Establish budgets for these activities. Set realistic and measurable performance targets and time lines for each market entry/development strategy. These targets are critical to designing and building business and production capacities aligned with expected market demands on entry, and in to the future. In essence marketing strategies in bination create the well differentiated, high value and pelling proposition to customers that persuades them to purchase from you rather then a petitor. These strategies should build on the petitive strengths of the pany while exploiting the weaknesses of key petitors. A highly petitive, highvalue proposition to customers is typically created around the following drivers of petitive advantage: Product benefits highly valued by the customer Product distribution eg, simple, speedy and easy customeraccess to the product Product promotion Customer munication, interaction and feedback Product support for the life of the product Customer service Product pricing and purchasing Product presentation and packaging Product pliance with all relevant legislationSECTION SIXRESEARCH AND DEVELOPMENTProvide a background to current activities. Then identify key issues (strength, weakness, gaps, threats and opportunities) and develop related strategies for addressing each key issues. Link the Ramp。D effort to your market research, product development and marketing activities discussed in previous sections. All budgetary and financial constraints must be factored in to this planning.Areas to be analysed to include: Sources of Ramp。D Current and planned Strategic alliances for Ramp。D Intellectual Property Protection Patents held plus the corporate entity that holds the patents Shared intellectual property and its protection Intellectual property being used, but not owned Intellectual property protection currently being sort for new developments Current and planned Ramp。D activities Processes employed for the development and mercialisation of new products and technologies SECTION SEVENPRODUCTION AND DELIVERYProvide a background to current activities. Then identify key issues strengths, weaknesses, and gaps in production capacities and capabilities as they relate to meeting the marketing requirements and targets, and Ramp。D requirements developed in earlier sections. Then develop linked strategies with clear targets, time lines and budgets to develop and progressively expand production capabilities and capacities. All budgetary and financial constraints are factored in to this planning.Key issues are typically identified following an evaluation of key production and delivery performancedrivers. Typical areas to be addressed during this evaluation include: Plant design, location, size and site requirements Access to key manufacturing technologies Production capacity and capability requirements Criteria for selecting contractors and suppliers Inhouse versus outsourcing of manufacturing requirements The manufacturing and production standards, codes, regulations and OHamp。S requirements that must be plied with Equipment needs Inventory management Manufacturing processes configurations and technologies Product and production costings Purchasing systems Quality control systems Manufacturing resources planning Material requirements planning Warehousing Scheduling and dispatch Material supplies and inventory Critical/key inputs to all manufacturing and production processes Risk management Key staffing and skills requirements Clear linkages to, and feedback loops wit