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18 Cards in this Set
- Front
- Back
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enter a new market |
enter/not - market size and growth - current market players and share - regulations and other barriers - supplier players and power - consumer segmentation enter yes - create anew - joint venture with current players - buy a current business costs and benefits analysis |
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develop a new product |
market research - market size and growth - current players and products - suppliers - consumer segmentation - regulation, barriers to entry develop yes - carnibalization of current lines? - costs of equipments - pricing - financing? (debt, payoff, bad market scenarios) |
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pricing a new product |
3 ways - cost based (fixed, variable, advertising, distribution) price based (current players, plus product differentiation) competitive pricing promotion - seasonality - location - interactive/social media
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mergers and acquisitions |
why - market access - market share gain - synergy (cost cutting) execution - hr - technology - buidings and hard assets - financing (debt, equity, bad market risks) exit - when - how (wholesale or breakup) |
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growth strategies |
feeler - industry growth - company growth - competitors update (pricing, marketing, R&D) - high potential business - cash reserve depth to support risks and growth 4 ways - increase distribution channels - new product lines - increase marketing campaigns - diversity products or services - acquire competitors |
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start a new business |
market research - same as market entry start yes, given low barriers to entry - management diligence -> core competencies -> history of working together -> advisory board - market response to our business - distribution channels - product dev -> product differentiation/strengths -> weaknesses -> technology and patents - customers -> customer segmentation -> customer reach out -> customer retention (customer services) - finance -> funding -> long term deb support |
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competitive response |
competitor research - new product features and differentiation - market response to their new product response - acquire competitor or another competitor - merge with a competitor to create strategic advantage and bargain power - copy the competitor - hire competitor's top management - increase marketing and public relations |
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increase sales |
market research - industry growth - our growth - customer knowledge - pricing vs competitors - R&D vs competitors in product dev ways to increase sales - increase total volume (more buyers, more distribution channels, more marketing) - increase unit volume - increase prices - create seasonable balance (tune product lines to seasonable changes) |
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reduce costs |
market research - cost growth for competitors - market problem -> divest? otherwise, internal problems, - cost breakdown - identify costs that are out of line - compare to competitors -> same or higher costs -> if lower, what are they doing right? - copy them - replace these costs - use technology to increase productivity list of costs - internal: union wages, suppliers, materials, economies of scale, increased support system - external costs: economy, interest rates, government regulations, transport, strikes, image repairs |
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increase profit |
market research - competitors doing how? - should divest ? revenue study - revenue streams - growth rate - shares - change in shres cost study - variable costs - fixed costs - major shifts in costs - can we reduce any of them w/o compromising profits? - costs out of line compared to competitors strategies - cut costs - increase sales (volume, sales force) - expand into new regions - improve customer service - increase product lines - develop new products - increse profit |
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turnaround |
market research - market size and growth - competitors and shares - company performance - reasons for failures - consumers (demand for products?) - access to capital - public or private company company research - operations - review services, products and finances - review talent, temparament of all employees and deadwood - short term and long term goals - visit clients, suppliers and distributors and reassure them - prioritize goals and get small successes to build confidence |
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industry analysis |
industry structure - life cycle - performance - major players and market share - industry changes (new players, new technology) - drivers (brand, size, technology) suppliers - how many - product availability - market update future - expanding or shrinking - m&a activities - barriers to entry or exit
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five C's |
Company - product - size - ownership (private or public) Costs - list of costs - growth or decrease - compared to industry - reduce costs? Competition - competitors - market share - market share change - strategic advantage - product diferentiation Consumers - who? - want what? - are we responding well? - if not, how? - how to keep the ones we have Channels - distribution channels id? - how to increase - how to reach the hard to reach |
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four P's |
Product - products - services - niche Price - current pricing - compared to competitons - priced right? - increase sales volume Place - how to get products to end users - distribution channels - how to get to unreached places - how to compete with competitors in places they have reached Promotions - best marketing practice - right market - current campaigns effective? - increase marketing possible? |
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bcg matrix |
high market share, high growth = star low market share, high growth = ? high market share, low growth = cash flow low market share, low growth = pet low growth sends cash flow to high growth high margins and high market share go together high market share must be earned or bought growth will slow enventually. payoff comes when growth slows, in cash that can not be reinvested in that product products with high market share and slow growth are cash cows products with low market share and low growth are pets. worthless except in liquidation |
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porter's five forces |
potential entrants | V suppliers -> industry competitors <- buyers ^ | substitutes |
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value chain |
raw materials -> operations -> delivery -> marketing and sales -> service |
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McKinsey's 7S |
strategy structure systems shared values staff skills style |
