20
Volumes |
Each volume covers a particular topic and subject critical
to the management of a predatory company. |
PART 1
The
Chairman's Overview
50 pages
Company Base Data
Financial Forecast
Introduction
Base Financial &
Operational Forecast
Best Possible Financial
& Operational Forecast
Worst Possible Financial
& Operational Forecast
Company Valuations
Earnings & P/E Ratios
Current Value
Net Asset Value
Return on Investment
Asset Sales & Corporate Break-up
Divisional + Product Rationalization & Break-up
Geographic Rationalization & Break-up
|
The Chairman's Overview
Boardroom
notes are given in this very short section which is specifically prepared for the Chairman
of a predator company and shows a resume of the problems and opportunities associated with
the acquisition of the company.
Overviews
give a Base Financial & Operational Forecast for the company and cover some 100
balance sheet topics.
Additionally
two other financial and operational scenarios are analyzed for the company and these
represent the up-side and the down-side of the acquisition. The Best Possible Scenario is
the most optimistic financial forecast and the Worst Possible Scenario is the most
pessimistic financial forecast. Each of these financial & operational forecasts cover
the items mentioned in Note 1.
Realization
of liquidity through the possibilities of Asset Sales and Corporate Break-up is then
briefly analyzed to isolate those activities of the company which can produce an immediate
cash benefit to defray acquisition costs.
Direct
analysis of the component parts of the company, by product, activity, and geographic
division, is given to evaluate the possibilities of Rationalization and Break-up in
Divisional and Geographic Terms. The object is to estimate the potential of cash
realization through the sale of operating components of the company and to see where cost
savings (and thus profits) can be made through rationalization of operating components.
Return
on Investment (ROI) scenarios (about 100 items) are presented so that a concise overview
of all the options and decision possibilities (open to the predator after acquisition) are
clearly identified.
Operational
conditions reflect the stability of the company and their financial results mirror the
attractiveness of the company in acquisition terms.
On
balance this section will give the Board sufficient information to enable them to decide
whether they should further investigate the acquisition of the company.
Most
of the important issues needing initial Boardroom debate will be found here
and will enable the Board to quickly view the possibilities of acquiring the company.
Top
Contents + Index |
PART 2
The
Chief Executive's Summary
230 pages
Past Financial
& Operation Data for the company
Base Financial +
Operational Scenarios
Best Market Base Financial
+ Operational Scenarios
Marketing Expenditure
Increase
New Product Investment
Increase
Market Segmentation
Programmes
Plant and Equipment
Investment Increase
New Technology Investment
Increase
Distribution Channel
Investment Increase
Cost Structure Improvements
Product Price Decrease
Product Price Increases
Quality Improvement
Programme
Export Sales Increase
Personnel and Staff
Efficiency Improvement
Worst Market Base Financial
+ Operational Scenarios
Marketing Expenditure
Increase
New Product Investment
Increase
Market Segmentation
Plant and Equipment
Investment Increase
New Technology Investment
Increase
Distribution Channel
Investment Increase
Cost Structure Improvements
Product Price Decrease
Product Price Increases
Quality Improvement
Programme
Export Sales Increase
Personnel and Staff
Efficiency Improvement
Market Revenue and Turnover Projections for
all markets
|
The Chief Executive's Summary
Concise
information on target company Acquisition in this section is devised to give an incoming
Chief Executive all the facts necessary to make the decisions critical for planning
post-acquisition strategy.
Historic
Financial & Operating results of the target company are seen in order that the
Company's track record can be established and recorded.
Important
Balance Sheet forecasts of financial and operating data, which represents all the major
areas of problems and opportunities which will affect the company after acquisition,
suggest 13 of the most influential strategic scenarios. These scenarios are presented as
full Profit and Loss Balance Sheets and the items covered are described in Note 1.
Each
of these strategic scenarios are explored in greater depth in other parts of the
Acquisition Manual and this allows the Chief Executive to get a key oversight of the major
concerns which will engage the Chief Executive at this stage.
Finally,
this part of the manual contains an
executive Revenue and Turnover prediction for each of the most important
countries and geographic markets in which the company operate. This Revenue projection is
essential for all the financial and operational scenarios given throughout the 20 parts of
the manual. Detailed Market forecasts are given in Parts 4, 5 and 8.
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Contents + Index |
PART 3
The
Financial Controller's Balance Sheets
160 pages
Introduction
Acquisition Cost Financing
Scenarios
New Equity Issue Scenarios
Bank Borrowing: Base
Scenarios
Bank Borrowing: 3%
Inflation Scenarios
Bank Borrowing: 6%
Inflation Scenarios
Bank Borrowing: 9%
Inflation Scenarios
Bond / Debentures Scenarios
Asset Sales: 5% of Assets
Scenarios
Asset Sales: 10% of Assets
Scenarios
Asset Sales: 25% of Assets
Scenarios
Self Generated Funds: Worst
Scenarios
Self Generated Funds: Best
Scenarios
Trading Credit Extension
& Margin Reduction Scenarios
Introduction
Cost Structure Improvement
Scenarios
Materials & Energy Cost
Scenarios
Payroll & Staff Cost
Scenarios
Administration Cost
Scenarios
Capital Cost Scenarios
Plant & Equipment Cost
Scenarios
Sales & Marketing Cost
Scenarios
New Product & New
Technology Cost Scenarios
Depreciation &
Capitalization Scenarios
Short Term Borrowing
Scenarios
Long Term Financial
Scenarios
Financial & Debt
Servicing Cost Scenarios
Trading & Operating
Margins & Profitability Scenarios
Industry Cost Structure Norms
|
Financial Controller's Balance Sheets
Primary
emphasis for the Financial Controller's is the Operating and Cost Critical activities of
the company in terms of Balance Sheet implications.
Rigorous
examinations of 12 Acquisition Financing Scenarios, being the implication of the cost of
capital (for the acquisition) on the future Profit and Loss of the company, enables the
understanding of the acquisition capital costs involved.
One
major consideration for any predator is the cost of acquisition finance in the first 6
years and this section looks at the various possibilities and dangers, the effects of debt
interest rates, inflation, revenue failure and cash-flow.
Further
sections view the possibilities of Cost Structure Improvements which may help to alleviate
the cost of acquisition and/or to increase profitability and return on investment.
Incisive
and frank opinions on the future profitability of the company are shown.
The
tactics outlined in these scenarios are objectives for all incoming financial management -
beware however, sometimes these plans have unexpected consequences when fully observed and all too easily a company can fall
into heavy loss.
Top
Contents + Index
|
PART 4
The Marketing Director's Objectives
380 pages
Marketing Strategy
Market Summary
Geographic Customer Bases
Product Distribution Locations
Industry Advertising, Sales
& Marketing Costs
Promotional Mix
Advertising Objectives
Sales-force & Sales Promotion Objectives
Pricing Objectives
Price Setting
Price Changes & Adjustment
Product-Line Pricing
Application of Marketing
Expenditure and Product Market Share
Profitability & Return
on Investment Scenarios
Fixed Marketing Cost
Objectives
Variable Marketing Cost
Objectives
General Marketing Process
Cost Objectives
Distribution & Product
Delivery Cost Objectives
Administrative &
General Expense Objectives
Selling Cost Objectives
Advertising Cost Objectives
Promotional & Pricing
Cost Objectives
Research & Product Cost
Objectives
Market Share Building
Objectives
Market Share Holding
Objectives
Market Share Harvesting Objectives
|
The Marketing Director's Objectives
Market
Summaries in the Acquisition Manual give detailed information
on all of
the most important national
markets for the company. In addition the Geographic Locations of customers and
distribution channels are shown for each national market.
Comparison is made between company Advertising, Distribution, Sales, and Marketing costs
with that of the industry norms in each of the national markets in which the company
operates.
Relative
Competitive Promotional Mix objectives and Pricing objectives are proposed for the
company.
Knowledgeable
discourse of the use of Marketing Expenditure and its effect on Product Market shares is
introduced for each product and each national market over three time series.
Each
potential Marketing Objective is explored in terms of ultimate profitability so that the
incoming Marketing Director is able to see all the possibilities available.
To
conclude this section, a comprehensive range of marketing objectives are analyzed in
profit and loss terms to indicate optimum Profitability and Return on Investment
scenarios.
Top
Contents + Index |
PART 5
The
Sales Director's Market Targets
360 pages
Market Definitions
Historic Market Data
Short-Term Market Forecasts
Long-Range Markets
Industry Sales Promotion
Expenditure
Financial Scenarios for
Sales Management
Possible Sales Cost
Improvement
Possible Product Price
Cutting
Possible Product Price
Increase
Possible Promotional
Expenditure
Possible Target Markets
Development
Possible Order Taking
Improvements
Possible Product
Positioning
Possible Product Branding +
Multi-Branding Investment
Possible Customer / Order
Processing Systems Investment
Possible Systems Investment
Possible Overseas
Development
Possible Sales Personnel +
Staff Improvement
Product Summaries
Sales
Promotion
Sales-Force Data
Sales-Force Size Factors
Sales-Force Structures
Sales-Force Training & Effectiveness
Sales-Force Compensation
Sales-Force Supervision
Sales-Force Evaluation
Sales-Force Evaluation
|
The Sales Director's Market Targets
Starting
with a highly detailed Market analysis
of all
the most important national markets for the
company. The market data covers up to 30 products or market sectors and is given - for
each year - historically (since 1997) plus a forecast to the year 2028.
Average
Industry Sales Promotion Costs and Expenditure is given for all the national markets and
these are compared with the cost and expenditure at the company.
Likely
Financial Scenarios for Sales Management at the company is shown as the consequence of 12
possible sales critical investment and/or expenditure decisions.
Each
of Product and Market sector areas for the company are analyzed, by country, by product
and over time.
Sales-force
problems and decisions for the company are seen through a number of perspectives and the
term "Sales-Force" is applied in its widest sense and does not only refer to
salesmen, but all those engaged in
contact with the customer or client.
Top
Contents + Index
|
PART 6
Corporate
Development Stratagem
310 pages
Historic Financial +
Operational Data
Base Financial +
Operational Scenario
Industry Financial Data
Strategy
The Market Environment
The Product
Competition
The Industry
Medium and long term strategies
Strategic Opportunities
Corporate Objectives
Marketing Strategy
Strategic Controls
Return on Investment
Scenarios
|
Corporate Development Stratagem
Strategic
performance and the medium and long term future of the company is discussed explicitly in
this part of the manual.
The
Corporate Development section contains a substantial amount of information on the
strategic issues which effect the company.
Relating
the historic balance sheet data with the industry norms in each of the countries in which
the company operates gives a proper perspective of the current situation.
Large scale Strategic Analysis of the company and all its corporate activities assess the
effects of Market Share and Return on Investment relative to each of the corporate
pursuits of the company.
The
Strategic matters discussed in this section produce a detailed analysis of each aspect of
the operational procedures in the company and view these activities in terms of their
medium and long term impact on profits.
Each
item evaluated exhibits the interaction between critical factors which combine to
constitute the corporate situation at the company.
General
corporate options are reviewed and this furnishes an extended number of Return on
Investment Scenarios for each of the major strategic decisions open to the company.
Yields
for the future
can be calculated and quantified for the company as a result of
solid corporate development planning.
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Contents + Index |
PART 7
Product
Management Tactics
160 pages
Product Orientated
Financial & Operational Scenarios & Planning
Product & Market
Segmentation Factors
Product Development
Market & Product Segmentation
Market Preference Patterns & Segments
Product Segment Targets
Geographic
Demographic
Psychographic
Marketing Targets
Undifferentiated Marketing
Differentiated Marketing
Concentrated Marketing
Product Mix Strategies
Non-brand strategy
Brand strategy
Multi-brand strategy
Product
Marketing |
Product Management Tactics
Product
management is a key consideration after any acquisition, as it presents an opportunity to
delete out-dated products and introduce more effective products. Such an opportunity for
large-scale product rationalization is not always possible at other times due to vested
interests within the company and the ingrained attitudes of existing senior management. A
new management can however cut through the dead wood to reach new growth.
Relative
tactical options for product management begin with a Financial forecast of the
consequences of a Market Segmentation Scenario.
Over
time the Product Development of existing and potential company products is then
deliberated. This shows a product consumption, time and geographic matrix which enables
one to see the development of products historically and in the future.
Demographic,
Geographic and Psychographic Product Segmentation targets are then discussed in order
that Product Managers in the company can fully and practically assimilate market needs.
Using
Tactical sighting of Marketing Targets for the placement of marketing resources the
objectives for the company are investigated.
Current
Branding and Product Mix Strategies form medium term tactical objectives for the company
and the possibilities for each of the company's existing and potential products are
examined.
This
section is largely devoted to explore the past, present and future
development of company products and to evaluate tactics for future product penetration.
Top
Contents + Index |
PART 8
Overseas
Development Guide
240 pages
Overseas Turnover
Improvement Scenarios
International Marketing
Guide to over 200
potential overseas target markets
Market Demographics
Market Manuals |
Overseas Development Guide
Exports
of products and services will help the company to defuse the risks inherent in
concentrated national customer bases and the development of new geographic markets will
inevitably produce long term turnover improvements.
Xenophobia
often serves the prejudices and purposes of sales management who, wrongly, plead the
inaccessibility of overseas markets.
Problems
associated with the development of overseas markets for the company are presented (by
country) in this section. In total over 200 countries are covered.
One
page per country analyzed is given in this section. The full World Overseas Development
Guide is called a "Market Manual" and is a separate document of
some 900 pages.
Resource
and cash availability coupled with economic growth is implicit to the attractiveness of
any overseas market, thus this section provides details of macro-economic activity and
factors.
Turnover
Improvement through Overseas sales scenarios are also shown to demonstrate the financial
impact of overseas markets on company profit and loss and / or the overall benefits of
capacity utilization through the sales of obsolete or die-hard products in less
developed countries.
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Contents + Index
|
|
KEY TOWNS & CITIES IN THE DATABASE
|
|
PART 9
Product
Distribution & Customer Service Planning
150 pages
Distribution &
Customer Service Costs & Margins
Physical Distribution
& Objectives
Distribution Strategy
Product Availability
Location Tactics
Organizational Problems
National & Geographic Variations
Distribution Channels &
Customer Servicing Financial Scenarios
|
Product Distribution & Customer
Planning
Reviewing
the Distribution and Customer Servicing activities of the company is a crucial aspect of
this manual and this section thoroughly probes the actual and potential product
distribution channels.
Organisational
and Logistic issues delineate many of the tactical solutions which the company has to
recognize when planning distribution and customer servicing topics.
Unambiguous
distribution channels and a clear product path from the company to its customers
are vital
for effective marketing; and this part of the report surveys all facets.
The
relative Industry norms for Distribution Costs and Margins are given and can be compared
with costs at the company. This data is given for the national markets important to the
company and the company's captive distribution channels.
Existing
or static distribution channels embody potential stagnation and the company must actively
seek new and unique methods to attack their current and realizable customer bases.
Scenarios
of the influence that an investment in Distribution Channels has on the balance sheet of
the company are given in this section. The development of product distribution and
customer servicing will substantially enhance the routes to the market and
thereafter will greatly improve turnover and profitability.
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Contents + Index
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PART 10
Advertising
& P.R. Department Management
90 pages
Comparative Industry
Advertising
Sales Response & Decay
Advertising Message Generation
Message Evaluation
Message Execution
Media Vehicles
Media Selection
Advertising Timing
Advertising Efficiency
Customer Communications
|
Advertising & P.R. Department
Management
Media
spending is largely wasted by most companies as money is applied to nonexistent or
saturated targets. The objective and planned application of the company advertising budget
is a catalyst which will ensure success: this is especially the case during and after an
acquisition battle when the customer base is unsure about the company.
Endeavouring
to obtain maximum benefit from advertising and P.R. spend must be the base goal of
advertising management and in this regard the company must use the sophisticated
analytical tools available and which are described in this section of the manual.
During
a contested acquisition it is imperative that the investor, whose equity or funding one is
seeking, is addressed at the same time as the customer base. New advertising campaigns are
useful to fulfill objectives other than the normal objective of communications with the
customer.
In
this part of the Acquisition Manual all the calculations, analysis and issues pertinent to
the efficiency and productivity of the company Advertising and P.R. is shown. The section
looks at the effects of expenditure over time, the effects of competitor spending, and the
effects of good and bad choices of media and message.
Advertising
Agencies are frequently left in sole and unhindered charge of advertising budgets and this
is an extremely unwise practice. Whilst the bulk of the routine and creative work should
be done by advertising agencies a strict control of coverage, sales response
and sales decay must be exercised by the management at the company. This section provides
the controls, systems and tools for the job of ensuring the cost-effectiveness of the
company Advertising & P.R. Department.
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Contents + Index
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PART 11
Market
Research Issues
940 pages
|
Market Research Issues
Information
goals have been set by the publishers to provide all the necessary Market Research for the
Acquisition Manual. This section of the manual will provide complete data on all the
market research perspectives necessary for a full understanding of all the most important
national markets in which the company operates.
Since
the future performance and success of the company is irrevocably linked to the
market-place, the profitability of any acquisition attempt must first establish the long
term future of the company in market terms.
Substantial
Market data is provided in both historic and forecast terms. The company markets are
analyzed by Product and by country for each year from 1997 until the year 2028.
Understanding
the competitive and overall industry situation for the company is important and is probed
in great detail.
Essential
data is given for each of the products groups which the company currently supply or may
possibly supply in the future. This data is produced by country and over time.
Surveys
of all market aspects from the distribution channels through to the customer bases of the company are provided in this section. The
research
includes company performance at various levels, the needs &
perceptions of the distribution channels and customer base opinions. The data is complete
and comprehensive.
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Contents + Index
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PART 12
Administration
& Customer Handling
100 pages
Administrative Considerations
Personnel & Staff Performance
Staff Selection & Training
Customer Handling
Customer Handling - Relative & Competitive Performance
Operating Procedures & Systems
Order Handling & Input
Order Progress Notification
Order Supply
After-Sales Considerations
Administration Controls
Security & Product Protection
Quality Control Procedures
Accounting Practices & Procedures
Order Taking and Processing
Order Delivery or Contract Satisfaction
After-Sales Services & Procedures
Legal Considerations & Conditions of Business
|
Administration & Customer Handling
One
of the primary mistakes made by companies is the lack of thought and investment put into
the administration and processing of orders and the handling of customers. The
significance of a stable and repeat customer base is pertinent for the company.
Repeat
sales are extremely cost-effective and yet companies fail to properly train and supervise
all the staff which interface with the customer. This section analyses the efficacy of the
repeat sales and business at the company and their relative performance with their
competitors.
Design
of operating procedures and systems which control and guide company staff is discussed in
this part of the Acquisition Manual.
Every
contact between the Customer and the company is surveyed in order to identify problems
needing to be solved as well as opportunities likely to be exploited.
Reductions
in the costs and expenses of administration and customer processing at the company,
as demonstrated in this section, can lead to almost immediate contributions to
profitability and productivity.
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Contents + Index |
PART 13
Human Resources
Director's Screening Manual
80 pages
Personnel Screening
Supervisory or Boardroom Management
Executive Supervisory Team
Senior Marketing Management Performance
Senior Product & Process Management Performance
Senior Financial Management Performance
Senior Administrative Management Performance
Middle Marketing & Sales Management Performance
Middle Sourcing, Process & Distribution Management
Performance
Middle Financial & Accounting Management Performance
Middle Administrative & Personnel Management
Performance
Sales & Customer Service Personnel Performance
Buying, Process & Distribution Staff Performance
Credit & Accounting Staff Performance
Administrative & Secretarial Staff Performance
Personnel & Staff
Improvement Financial Scenarios
|
Human Resources Director's Screening Manual
Screening,
selection and remuneration of company personnel both during and after acquisition is an
integral part of the prospects for company profitability. An improperly screened, badly
selected and poorly remunerated personnel, at all levels, will drastically reduce company
profitability.
Training
is the most important aspect contributing to the efficiency of company personnel and
issues of initial job training and continuous training whilst on the job.
Analysis
of all levels of the manpower resources of the company is given in this section and an
aggressive and critical appraisal is made. This is done in relation to the competitors of
the company as well as the industry norms in the country/s of operation.
Fundamental
issues, often involving painful surgery throughout both management and staff, may be
applicable in the company especially when one compares the relative strengths and
weaknesses of the company with that of their competitors.
Finally
this section looks at the financial ramifications of investment in Personnel & Staff
Improvement scenarios. The financial performance of the company is ultimately dependent on the
attainment of their personnel and staff.
Top
Contents + Index |
PART 14
Quality
& Product Control Handbook
100 pages
Quality and Product Controls
Setting Quality Goals & Objectives
Setting Quality Tolerances and Acceptability levels
Product Performance
Product Standards
Quality Controls & Systems
Process Issues
Process Controls
Procurement Issues
Quality sampling
Quality & Personnel
Quality & Cost Savings
Product Quality Improvement
Financial Benefit Scenarios
|
Quality & Product Control Handbook
Quality
Improvement Financial scenarios are the first topics covered in this part of the
Acquisition Manual. This section yields a profit and loss view of the benefits of
improving product quality.
Ultimately
any product or services which the company offers has to be of a good quality, otherwise in
the long-term the company will fail.
Achieving
a high quality product will involve the company in short term costs, however these will be
rewarded by long term gains.
Long
term and lasting profitability at the company is based on generous commitment to product
quality, product control and quality of service.
Increasing
competition and competitive products will raise product quality in each of the markets in
which the company operates.
This
section analyses all the aspects germane to the pursuit and hopeful capture of high
quality products by the company.
Year-on-year
product and service quality improvements are essential for
the company if they are to generate sustained profits.
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Contents + Index |
PART 15
New
Product Development Blueprint
130 pages
New Product Development
Financial & Operational scenarios
New Product + Product
Launch Comparisons
New Product Exploitation
Product Life Cycles
Product Strategies
New Product Generation
New Product Screening
New Product Criteria
Technology
Process
Marketing
Profit Potential
Capital Requirements
Test Marketing & Evaluation
Commercialization
|
New Product Development Blueprint
Uniqueness
is the goal of all New Product development and this is particularly the case for the
company.
New
Products represent the corner-stone of the long term growth and existence of the company.
This section scrutinizes all the aspects of new product screening and control.
In
that the competitive position of the company is under threat it becomes increasingly
necessary to accelerate new product introductions. The exploitation and market penetration
of new products must be realistically evaluated if the company are to form concrete plans.
Quantification
of the levels of new product investment needed at the company and the consequent financial
results in balance sheet terms are shown.
Underlying
industry comparisons are found to facilitate comparisons with the company figures.
Commercialization depends on the competitive situation and competitive new product
development as the company operates in a highly aggressive marketplace.
Essentially
the entire survival of the company depends on the generation of a successful flow of
innovative new products. Failure on this account means failure for the company.
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Contents + Index |
PART 16
New
Technology Primers
70 pages
New Technology Investment
Financial & Operational Scenarios
Industry New Production +
Process Technology
Innovation Diffusion
Innovation Adoption
New Technology Exploitation
Internal development
Joint Ventures
Third-party development
New Technology Screening
New Technology Criteria
Technological Impact
Process
Profit Potential
Capital Requirements
|
New Technology Primers
Technology
investment is one of the most dynamic strategic options open to the company. The result
of such an investment is shown in profit and loss projections.
Evolution
of process and product technology is essential for cost structure improvements and the
increase of added value. This is especially critical for an acquisition
target.
Competitor
and Industry new technology investment is given for comparison with the position at the
company.
High
expenditure technology situations may require co-operative projects or joint ventures for
the company.
New
Technology criteria is examined and evaluated in relation to the strategic needs and
prospects for the company.
Operational
improvements based on technological innovation are a logical application of
capital funds at the company and should be encouraged as part of the acquisition package.
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Contents + Index |
PART 17
Physical
Process & Order Handling Schema
110 pages
Physical Processes
New Plant & Equipment
Investment Financial & Operational Scenarios
Profit Impact from Materials Cost reduction
Profit Impact from Payroll Cost reduction
Profit Impact from Process Cost reduction
Profit Impact from Distribution Cost reduction
Profit Impact from Customer Handling Cost reduction
Capital Investments Options: Process Plant & Equipment
Capital Investments Options: Premises
Capital Investments Options: Distribution / Handling
Capital Investments Options: Customer Handling Systems
Product Cost Improvements
Product Quality Improvement
Customer Handling Improvements
Industry New Plant +
Equipment Data
|
Physical Process & Order Handling
Schema
Physical
processes are the bane of most companies, not least the target company, as equipment quickly
becomes obsolete and processes more complex.
Reduction
of materials, payroll and other costs at the company depend on the introduction of new
plant and equipment.
On-going
capital investment programmes are vital if the company is to compete during the medium and
long term.
Costs
and margins and the impact of this on profitability at the company is shown in this
section.
Each
investment option available to the company is investigated in detail and shown against
potential benefits and profits.
Success
in the industry in which the company operates will be based on process efficiency and the
ability of companies to effectively control and reduce operating costs, improve product
quality and availability and generate greater customer satisfaction.
Serious
consideration must be given to ensure the
enhancement of physical process
procedures and customer handling systems at the company.
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Contents + Index |
PART 18
Competition
Analysis
740 pages
Competitive Comparisons
Competitor Marketing Standing : Products
Competitor Marketing Environment : Corporate
Competitor Advertising + Marketing Issues
Short-term company Marketing Issues
Competitor Advertising + Marketing Consideration
Short-term company Marketing Consideration
Physical Process Considerations
Materials Considerations
Manpower Considerations
Product Process Considerations
Product Quality & Perceptions
Management Considerations
Corporate Considerations
Marketing Considerations
Profitability Considerations
Customer Response: Product
Customer Response: Sales
Customer Response: Handling
Customer Response: Satisfaction
Marketing Factors
Staff Factors
Corporate Factors
Physical Factors
Profit Factors
Competitor Corporate
Surveys
|
Competition Analysis
Knowledge
of the specific competitive position is imperative for the company and this section gives
information on 14 named major competitors, plus 16 national markets.
No
company can hope to compete in their industry sector unless they have clear and
unambiguous information on their competitors and how the customers perceive them in
relation to their competitors. This section answers those questions which correlate the
company and their 14 most dangerous competitors.
Opportunities
for aggressive intervention and incursion into the territory of competitors
are a
substantial inducement for the company to attack the competition and thereby gain market
share.
Whether
in the medium and long term an acquisition target will be able to effectively compete and succeed
against the opposition depends on the quality and consistency of marketing management who
in turn must be fully supported by all other management at the company.
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Contents + Index
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PART 19
Product
Perceptions
250 pages
Analysis on 15 product
groups and market sectors of the company
Analysis of the
most important 16 national markets.
The products and services offered by the company are
analyzed in this part of the company Acquisition Manual. The section looks at the
major products, product groups, and market sectors which the company currently supplies. |
Product
Perceptions
Critical
perceptions of the target company products are analyzed in this section, from all angles and all
aspects.
Orientation
of company products in relation with that of competitors is essential and comparative data
is given here.
Numerous
product factors combine to form an aggregate customer opinion of the company and their
products.
Subtle
changes in the relative customer perceptions of the company, their products and their
competitors can significantly effect the sales and profitability of the company.
Unless
the company is fully aware of these customer perceptions of their products they will be
less than adequately equipped to handle the competitive position.
Mirrored
in the consumer perceptions of the company products are consumer criticisms and doubts
which have to be recognized and countered by the company.
Enthusiastic
reaction by the company to product perceptions will help the company to maintain, and
ultimately gain, market share and product penetration.
Realisation
by the company that they cannot disregard customer attitudes and perceptions towards their product will greatly help swift solutions and remedies.
Top
Contents + Index
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PART 20
Customer
Perceptions
240 pages
Data on 15 operating
divisions/ regions/ subsidiaries of the company
Analysis of the
most important 16 national markets.
This part of the Acquisition Manual looks at the
perceptions of the company held by their customers. The section considers some 200
critical questions which analyze each operating division, operating region, subsidiaries
and companies which together form the company.
|
Customer Perceptions
In
the final analysis the company can only survive if customer perceptions of the company are
positive.
Many
perceived notions and attitudes to the company may not be based on fact but on intangible
and superfluous suspicions and hearsay. The company must strenuously counter negative
attitudes.
Aggressive
marketing policy tends to strengthen and reinforce positive customer perceptions.
Conversely the existence of persistent negative customer attitudes reflects on the defects
of the past marketing policies of an acquisition target.
Great
skill must be exercised by the company in the transformation and formulation of customer
attitudes of the company and its performance. This skill is a measure of management
strengths.
Every
effort must be made to precisely quantify and evaluate customer perceptions if the company
is to know what pitfalls are ahead, how to rectify defects and where to go
next.
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Contents + Index
|
Complementary
Products
|
COMPLEMENTARY PRODUCTS
Readers of the ACQUISITION MANUAL may find the following complementary products useful:-
1 |
Checklists for Action € 95 per set |
2 |
Reader Worksheets Sets € 95 per set |
3 |
Report databases on DVD-rom in Access &
Excel formats |
4 |
In-house War gaming seminars €4950 (ask for
brochure) |
5 |
Corporate Attack P.R. package €1950 (ask for
brochure) |
6 |
Combat Training for executives Ad Hoc (ask
for brochure) |
7 |
World Product Consumption Report €1950 (ask
for brochure) |
8 |
World Product Distribution Report €1950 (ask
for brochure) |
9 |
World Product Producer Report €1950 (ask for
brochure) |
10 |
Customers of the target company
Sales: Values & Products;
Discounts & Deals
Special Terms negotiated. Future
deals
Supplied on DVD-rom € 950 |
11 |
Suppliers of the target company
Purchases:
Values & Products; Discounts & Deals
Special Terms negotiated. Future
deals
Supplied on DVD-rom € 950 |
|
Prices
Products may be returned (within 10 days of
receipt) for a full credit.
Returned products must be in a re-saleable condition; and
to ensure this, should therefore be in their original shipping packaging.
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PRICES & AVAILABILITY
Acquisition Manuals are available as either printed books
consisting of 20 volumes (6,000 pages) or as a DVD-rom. The DVD-rom version of the Report is
roughly half the price of the printed books due to the relative costs of the publication
and distribution.
Acquisition Manual - 20 printed volumes Cost: €9950
Acquisition Manual - on
DVD-rom
Cost: €8950
ACQUISITION MANUALs are usually available off-the-shelf and
delivery is usually within 3 working days. The price includes shipping by Courier and
Insurance.
OPTION TO BUY SERVICE
An OPTION
to BUY service is available to clients
whereby the client can inspect and read a particular ACQUISITION MANUAL at a cost of €995.
If the client decides to subsequently purchase the Report the option cost (€995) will be
deducted from the full purchase price. Consult your Data Institute dealer.
FULL CONTENTS + INDEX
A CONTENTS & INDEX service is available to
clients whereby the client can buy a Full Contents & Index volume (consisting
of 160 pages on an ACQUISITION MANUAL at a cost of €95. If the client decides to
subsequently buy the Report this cost (€95) will be deducted from the full purchase price.
PAYMENT
Clients are invoiced in the month following delivery.
Clients wishing to make payment with order can deduct 5% from the cost of the products
ordered.
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