【正文】 one should be aware that this model may oversimplify the market situation. SC111898KRSydney 29 169。 1998, PricewaterhouseCoopers . Approach Fit vs. Attractiveness Model Step 1 Identify product, category or market overall attractiveness as being low, medium, or high. Plot along xaxis. Step 2 Identify product category, or market fit with pany objectives as being low, medium, or high. Plot along yaxis. Step 3 Evaluate newly created matrix。 1998, PricewaterhouseCoopers . Citations Client and Industry Experience Financial Modeling ? Flemings Fund Management Ltd (FFML)/Banking/KIT database ? Galileo/Travel/ Spencer Lin Vasu Krishnamurthy ? Osh Kosh B’ Gosh?SP/Retail/Mike Weiss ? PwC MCS/Consulting/Vasu Krishnamurthy ? United Airlines/Travel/Vasu Krishnamurthy ? Robert M. Grant, “Contemporary Strategy Analysis”, 3rd Edition Source List SC111898KRSydney 27 169。 1998, PricewaterhouseCoopers . Financial Modeling Summary Financial Modeling The financial model will allow us to test management assumptions and understand how different actions may affect performance on some key petitive dimensions. A na lytica lT o o l C a te g o ryD istributo rIn eN o of S ubscribe rs byD istribution M e diumA ttra ctive ne ss of M e diumto S e rv ice P ro vide rsA ttra ctive ne ss ofS e rv ice s A v ailableN o o f S e rv ice sA v ailableC apacity o fM e diumP o te ntialS ubscribe rsS ubscribe rsto S e rv iceS e rv ice P rov ide rs Inco m eP roportion o f In eto S e rv ice P ro vide rP rice of S e rv ice sC o st of A cce ssA dve rtising In e ++++++++++ /+++++? ++++1 2 3 4 5 6 78 9 10 11 12 13 1415 16 17 18 19 20 2122 23 24 25 26 27 2829 30 31 32 33 34 35M ap p in g th e cau seeffect relatio n sh ip s B u ild th e F in an cial M o d el b ased o n cau seeffects id en tifiedSC111898KRSydney 25 169。 where lines are drawn. Practitioners must be creative, careful and consistent with market data. SC111898KRSydney 23 169。 1998, PricewaterhouseCoopers . The Experience Curve forecasts future trends in cost/labor and determines the relative cost position of various petitors. The tool quantifies cost savings, theoretically achieved through experience gained in conducting a process. Experience Curve Summary The Experience Curve EXPERIENCE CURVE FOR WIDGETS PROJECTIONS 50 40 30 20 10 200 400 600 800 1000 2023 4000 Unit Volume (Thousands) Unit Cost ($) 1974 1975 1976 1977 1978 1979 1980 1981 1982 1983 1984 Slope 20% SC111898KRSydney 22 169。 apply cluster analysis to create a number of maximally different segments 2. Form segments by looking at consumer characteristics as well as consumer responses a) Geographic Segmentation b) Demographic Segmentation c) Psychographic Segmentation d) Behavioral Segmentation ? Results from focus groups, interviews, and surveys ? Customer characteristics: demographics, statistics, etc. ? Focus groups, interviews, surveys ? Company data When To Apply Applicable when it is useful to better identify marketing opportunities, to develop the right offering for each target market, or to be able to reach the target market in the most efficient manner possible. Customer Segmentation SC111898KRSydney 20 169。 1998, PricewaterhouseCoopers . Customer Segmentation Summary Customer segmentation is a division of a market into distinct groups of buyers who might require separate products and/or marketing mixes. THE CONVERTER MARKET CAN BE SEGMENTED USING TWO VARIABLES: ECONOMIC RISK AND FABRIC INNOVATION ? Hold inventory ? Credit problem ? Basic fabrics “ Opportunistic” Strategy ? Specialty products ? Narrow customer base Niche Strategy (specialized product to narrow customer base) ? Sell to manufacturers before fabric purchase ? Established credit ? Broad customer base ? Basic fabrics LowCost Strategy ? Sell to manufacturers before fabric purchase ? Established credit ? Focused customer base ? Novel fabrics (“fashion forward”) Differentiation Strategy (specialized product to broad customer base) Economic Risk ? Inventory position ? Credit status ? Product mix ? Customer base Fabric Innovation ? Percent novelties ? Order size ? Number of collections High Low High Low Customer Segmentation SC111898KRSydney 19 169。 1998, PricewaterhouseCoopers . Citations Client and Industry Experience Core Competency Analysis ? Galileo/Travel/ Spencer Lin Vasu Krishnamurthy ? Giddings Lewis/Machine Tool/Vasu Krishnamurthy ? MetLife/Insurance/KIT database ? PwC MCS/Consulting/Vasu Krishnamurthy ? Save Prosper/Banking/KIT database ? David A. Aaker, “Developing Business Strategies”, 5th Edition ? Robert M. Grant, “Contemporary Strategy Analysis”, 3rd Edition ? Michael Gould, Andrew Campbell, Marcus Alexander, “CorporateLevel Strategy: Creating Value in the Multibusiness Company” ? Henry Mintzberg, Bruce Ahlstrand, Joseph Lampel, “Strategy Safari: A Guided Tour Through the Wilds of Strategic Management” ? Henry Mintzberg, James Brian Quinn, Sumantra Ghoshal, “The Strategy Process” ? Henry Mintzberg, James Brian Quinn, “The Strategy Process: Concepts, Contexts, Cases Source List SC111898KRSydney 17 169。 1998, PricewaterhouseCoopers . Core Competency Analysis Summary Core Competency Analysis provides a practical and systematic process to identify a pany’s core petencies and assess key petitive advantages. Examples of Core Competency Models: Core Competency Analysis Marketing Example: McDonald’s Customer Refill Support Sales/ Distributi