【正文】 sW e a rMe n 39。 sS h i r ts012345%F o r e c a s t A v e r a g eA n n u a l S a l e s G r o w t h( 1 9 9 5 2 0 0 0 ) ( a t r e t a i l p r i c e s )For each business we will identify the forecast growth by category % % % % % % % % % Project Approach Forecast Clothing Market Growth 34 TextileCoProposal S pecial ist M en 39。sS p ecial ist W omen 39。sFootw ea r S t o re sDept. S t o re sM ul t ipl e Ret a ile r sHom e S hop pin g198 5 198 6 198 7 198 8 198 9 199 0 199 1 199 2 199 3 199 4 199 5 199 6 199 7 199 8 199 90102030C l o t h i n g a n d F o o t w e a r M a r k e t( 163。 B )Source: Verdict CAGR 1995 1999 % % % % % % We will also need to understand the growth implications by channel Project Approach Example: Growth in Channels 35 TextileCoProposal This work should then be pulled together to give the overall market picture Note: Market size for 36 weeks ending 12th May 1996 F NFO G ses 60628 70a Supermarkets/ 100% 80 60 40 20 0 163。 Menswear 163。 Childrenswear 163。 Lingerie 163。 Footwear 163。 Hosiery 163。 Total: 163。 Percent of Total Ladieswear Clothing Multiples . Next, Richards, Top Shop etc General Stores MS, BhS, Littlewoods, Woolworths Independent Clothing Shops Mail Order Catalogue Department Stores . Debenhams, JLP Other Supermarkets/Hypermarkets Clothing Multiples . Burtons, Top Man etc General Stores Independent Clothing Shops Mail Order Catalogue Department Stores Other Supermarkets/Hypermarkets Project Approach Example: UK Market by Channel 36 TextileCoProposal Source: Competitive Advantage (1985) Michael E. Porter Porter’s classic ‘Five Forces’ analysis quickly summarises industry attractiveness Industry Competitors Intensity of Rivalry New Entrants Substitutes Threat of Substitutes Threat of New Entrants Buyers Suppliers Bargaining Power of Buyers Bargaining Power of Suppliers Project Approach Industry Attractiveness 37 TextileCoProposal ?Overall industry attractiveness including likely pressure on margins likely impact / opportunities from ?discontinuities? ?Forecast market growth, by segment where relevant ?Key customer segments and their needs potential opportunities to differentiate offering input to understanding adjacencies The market assessments will provide the context for assessing each business’ full potential Project Approach Market Assessment: Key Outputs 38 TextileCoProposal The Business assessment will identify Textile Co’ Full Potential within that market ? Segmentation ? Needs assessment ? Channel usage ? Loyalty ? Customer peration ? Market position ? Price position ? Cost position ? Threat of new entrants ? Customer perceptions (strengths/weaknesses) ? Strategies ? Financial performance/ capacity ? Business Dimensions –global, regional, national? –branded vs. private label? –garment types? ? Market Size, Growth ? Profit pool ? Value chain ? Barriers to entry ? Sources of market control/ power ? Substitution threats ? Potential 39。discontinuities39。 ? Potential adjacencies ? Organisation ? Unique assets ? Core petencies ? Core customer stability/retention Full Potential Elements Business Industry Structure and Evolution Sources of Customer Value Competitive Positions Company Capabilities Market Project Approach Full Potential Key Elements 39 TextileCoProposal Individual Textile Co units (or binations) will be assessed within their relevant markets. The first issue to examine is their relative petitive position Product Innovation Superior systems economics/ model Control industry profit pool (or, establish ?gatekeeper? status) Control of a key customer segment Relative market share and the power of scale Main types of market power and influence Project Approach Market Power and Influence Models 40 TextileCoProposal Source: Based on 90 panies studied individually by Bain and Company 0 . 3 0 . 3 0 . 6 0 . 6 1 . 2 1 . 3 2 . 4 2 . 5N e t R O C ER e l a t i v e M a r k e t S h a r e151050( 5 )( 1 0 )( 1 5 )( 2 0 )( 1 0 % )( 5 % )1%12%18%A b o v e c o s t o f C a p i t a lB e l o w c o s t o f C a p i t a l20Bain Company’s analysis demonstrates the extraordinary power of relative market share in industries whose boundaries have been defined analytically by Bain Project Approach Increasing Return to Leadership 41 TextileCoProposal Although they do not lead their industries in terms of market share, strong followers tend to pursue one of the other four models of market power and influence RMS and the power of scale MPI Model Company Example Diageo Philip Morris Control of a key customer segment Lexus MBNA Control of industry profit pool (or. Establish ?gatekeeper? status) Intuit AOL Superior systems economics/model Staples Product Innovation Sony Alcatel Intel Project Approach Market Influence and Power Examples 42 TextileCoProposal ?Ability to increase market share greater share of business with existing customers (. improving offer on critical dimensions of needs) opportunities to capture new customers (. with differential service offering) realistic threat of losing share to petitors ?Profit improvement opportunities from enhancing cost position from external benchmarks from rolling out internal best demonstrated practices ?Core capabilities that can be utilized in exploiting adjacencies The business assessment will identify the key levers for delivering the business’ full potential Project Approa