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Notes and Definitions
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Notes & Definitions
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Note 1 |
FINANCIAL SCENARIOS DATA
The Reports contain the following Financial Scenario forecasts for two time
series:- to 2016
and to 2028
F0B : BASE FORECAST : BEST
MARKET SCENARIO
F0M : BASE FORECAST : MEDIAN MARKET SCENARIO
F0W : BASE FORECAST : WORST MARKET SCENARIO
F01 : MARKETING EXPENDITURE
F02 : NEW PRODUCT DEVELOPMENT
F03 : MARKET SEGMENTATION
F04 : NEW PLANT + EQUIPMENT INVESTMENT
F05 : NEW TECHNOLOGY INVESTMENT
F06 : DISTRIBUTION CHANNEL IMPROVEMENT
F07 : COST STRUCTURE IMPROVEMENT
F08 : SHORT-TERM PRICE CUTTING EFFECT
F09 : SHORT-TERM PRICE INCREASE EFFECT
F10 : QUALITY IMPROVEMENT
F11 : EXPORT SALES IMPROVEMENT
F12 : PERSONNEL + STAFF IMPROVEMENT
F13 : MARKETING EXPENDITURE INCREASE : + 2%
F14 : MARKETING EXPENDITURE INCREASE : + 4%
F15 : MARKETING EXPENDITURE INCREASE : + 6%
F16 : MARKETING EXPENDITURE INCREASE : + 8%
F17 : MARKETING EXPENDITURE INCREASE : +10%
F18 : MARKETING EXPENDITURE INCREASE : +12%
F19 : MARKETING EXPENDITURE DECREASE : - 2%
F20 : MARKETING EXPENDITURE DECREASE : - 4%
F21 : MARKETING EXPENDITURE DECREASE : - 6%
F22 : MARKETING EXPENDITURE DECREASE : - 8%
F23 : MARKETING EXPENDITURE DECREASE : -10%
F24 : MARKETING EXPENDITURE DECREASE : -12%
F25 : FIXED MARKETING COST OBJECTIVES
F26 : VARIABLE MARKETING COST OBJECTIVES
F27 : MARKETING PROCESS COST OBJECTIVES
F28 : DISTRIBUTION & PRODUCT DELIVERY COSTS
F29 : ADMINISTRATIVE & GENERAL EXPENSES
F30 : SELLING COST OBJECTIVES
F31 : ADVERTISING COST OBJECTIVES
F32 : PROMOTIONAL & PRICING COST OBJECTIVES
F33 : RESEARCH & PRODUCT COST OBJECTIVES
F34 : MARKET SHARE BUILDING OBJECTIVES
F35 : MARKET SHARE HOLDING OBJECTIVES
F36 : MARKET SHARE HARVESTING OBJECTIVES
F37 : SALES COST IMPROVEMENT
F38 : LONG-TERM PRODUCT PRICE CUTTING
F39 : LONG-TERM PRODUCT PRICE INCREASE
F40 : PROMOTIONAL EXPENDITURE
F41 : TARGET MARKETS DEVELOPMENT
F42 : ORDER TAKING IMPROVEMENTS
F43 : PRODUCT POSITIONING
F44 : PRODUCT BRANDING + MULTI-BRANDING
F45 : CUSTOMER / ORDER PROCESSING SYSTEMS
F46 : SYSTEMS INVESTMENT
F47 : OVERSEAS DEVELOPMENT
F48 : SALES PERSONNEL + STAFF IMPROVEMENT
F49 : MATERIALS & ENERGY COST SCENARIOS
F50 : PAYROLL & STAFF COST SCENARIOS
F51 : ADMINISTRATION COST SCENARIOS
F52 : CAPITAL COST SCENARIOS
F53 : PLANT & EQUIPMENT COST SCENARIOS
F54 : SALES & MARKETING COST SCENARIOS
F55 : NEW PRODUCT & NEW TECHNOLOGY COST
F56 : DEPRECIATION & CAPITALIZATION SCENARIOS
F57 : SHORT TERM BORROWING SCENARIOS
F58 : LONG TERM FINANCIAL SCENARIOS
F59 : FINANCIAL & DEBT SERVICING COST SCENARIOS
F60 : TRADING & OPERATING MARGINS & PROFITABILITY
F61 : PROFIT IMPACT: MATERIALS COST REDUCTION
F62 : PROFIT IMPACT FROM PAYROLL COST REDUCTION
F63 : PROFIT IMPACT FROM PROCESS COST REDUCTION
F64 : PROFIT IMPACT: DISTRIBUTION COST REDUCTION
F65 : PROFIT: CUSTOMER HANDLING COST REDUCTION
F66 : CAPITAL INVEST: PROCESS PLANT & EQUIPMENT
F67 : CAPITAL INVESTMENTS OPTIONS: PREMISES
F68 : CAPITAL INVESTMENTS: DISTRIBUTION / HANDLING
F69 : CAP INVEST: CUSTOMER HANDLING SYSTEMS
F70 : PRODUCT COST IMPROVEMENTS
F71 : PRODUCT QUALITY IMPROVEMENT
F72 : CUSTOMER HANDLING IMPROVEMENTS
F73 : NEW EQUITY SCENARIOS
F74 : BANK BORROWING: BASE SCENARIOS
F75 : BANK BORROWING: 3% INFLATION SCENARIOS
F76 : BANK BORROWING: 6% INFLATION SCENARIOS
F77 : BANK BORROWING: 9% INFLATION SCENARIOS
F78 : BOND / DEBENTURES SCENARIOS
F79 : ASSET SALES: 5% OF ASSETS SCENARIOS
F80 : ASSET SALES: 10% OF ASSETS SCENARIOS
F81 : ASSET SALES: 25% OF ASSETS SCENARIOS
F82 : SELF GENERATED FUNDS: WORST SCENARIOS
F83 : SELF GENERATED FUNDS: BEST SCENARIOS
F84 : TRADING CREDIT & MARGIN REDUCTIONS
F85 : NEW CAPITAL SCENARIOS
F86 : SHORT-TERM LOAN: BASE SCENARIOS
F87 : SHORT-TERM LOAN: 3% INFLATION SCENARIOS
F88 : SHORT-TERM LOAN: 6% INFLATION SCENARIOS
F89 : SHORT-TERM LOAN: 9% INFLATION SCENARIOS
F90 : LONG-TERM LOAN SCENARIOS
F91 : ASSET SALES: 5% OF ASSETS SCENARIOS
F92 : ASSET SALES: 10% OF ASSETS SCENARIOS
F93 : ASSET SALES: 25% OF ASSETS SCENARIOS
F94 : PROFIT IMPROVEMENTS: WORST SCENARIOS
F95 : PROFIT IMPROVEMENTS: BEST SCENARIOS
F96 : CREDIT EXTENSION & COST REDUCTIONS
ITEMS COVERED
Each of the above Financial Scenarios cover the following Balance
Sheet and Costs items for the years
to 2016 and to
2028:-
BALANCE SHEET
Total Sales
Domestic Sales
Exports
Pre-tax Profit
Interest Paid
Non-trading Income
Operating Profit
Depreciation
Trading Profit
Fixed Assets
Intangible Assets
Intermediate Assets
Total Fixed Assets
Stocks
Debtors
Miscellaneous Current Assets
Total Current Assets
Total Assets
Creditors
Short Term Loans
Misc Current Liabilities
Total Current Liabilities
Net Assets
Shareholders Funds
Long Term Loans
Misc Long Term Liabilities
Capital Employed
Directors' Remuneration
Employees' Remuneration
Total Employees
COSTS
Input Supplies / Materials and Energy Costs
Payroll Costs
Total Operational & Process Costs
Sales Personnel Variable & Commission Costs
Sales Expenses and Costs
Sales Materials Costs
Total Sales Costs
Distribution Fixed Costs
Distribution Variable Costs
Warehousing Fixed Costs
Warehousing Variable Costs
Physical Handling Fixed Costs
Physical. Handling Variable Costs
Physical Process Fixed Costs
Physical Process Variable Costs
Total Distribution and Handling Costs
Mailing & Correspondence Costs
Media Advertising Costs
Advertising Materials & Print
POS & Display Costs
Exhibition & Events Costs
Total Advertising Costs
Product Returns & Rejection Costs
Product Installation & Re-Installation Costs
Product Breakdown & Post Installation Costs
Product Systems & Configuration Costs
Product Service & Maintenance Costs
Customer Problem Solving & Complaint Costs
Total After-Sales Costs
Total Marketing Costs
Total Operational Costs
New Technology Expenditure
New Production Technology Expenditure
Research and Development Expenditure
Capital Expenditure on Plant and Equipment
Capital Expenditure on Structures
Capital Expenditure on Misc. Items
Total Capital Expenditure
Finished Product Stocks
Work in Progress as Stocks
Materials as Stocks
Consumables + Supplies as Stock
Debtors within Agreed Terms
Debtors Outside Agreed Terms
Un-recoverable Debts
MARGINS + RATIOS
Return on Capital
Return on Assets
Return on Shareholders' Funds
Pre-tax Profit Margins
Operating Profit Margin
Trading Profit Margin
Return on Investment
Assets Utilization ( Sales to Total Assets )
Sales Ratio of Fixed Assets
Stock Turnover ( Sales : ratio of Stocks )
Credit Period
Creditors' Ratio (Creditors : Sales x 365 days)
Default Debtors given (Ratio of Total Debtors
Un-Recoverable Debts (Ratio of Total Debts
Working Capital / Sales
Materials & Energy Costs as a % of Sales
Added Value
Investment as a Ratio of Added Value
Value of Plant & Equipment as a % of Sales
Vertical Integration (Value Added % of Sales)
Research & Development Investment % Sales
Capital Expenditure Investment % Sales
Marketing Costs % of Sales
Current Ratio (Current Assets : Current Liabilities)
Quick Ratio
Borrowing Ratio (Total Debt : Net Worth)
Equity Ratio (Shareholders Funds : Liabilities)
Income Gearing
Total Debt as a ratio of Working Capital
Debt Gearing Ratio (Long Term Loans : Net Worth)
Average Remuneration (full and part time)
Profit per Employee
Sales per Employee
Remuneration / Sales
Fixed Assets per Employee
Capital Employed per Employee
Total Assets per Employee
Value of Average Investment per Employee
Value Added per Employee
Materials & Energy Costs as a % of Sales
Payroll Costs as a % of Sales
Payroll as a Ratio to Materials
Variable Costs % of Sales
Fixed Costs as a % of Sales
Fixed Costs as a Ratio of Variable Costs
Distribution Costs % of Sales
Warehousing Costs % Sales
Physical Costs as a % of Sales
Fixed as a Ratio of Variable Distribution Costs
Fixed as a Ratio of Variable Warehousing Costs
Fixed as a Ratio of Variable Physical Costs
Fixed as a Ratio of Variable Total Distribution & Handling Costs
Product Returns & Rejections Costs % of Sales
Product Installation & Associated Costs as a % of Sales
Product Breakdown & Associated Costs as a % of Sales
Product Systems & Associated Costs as a % of Sales
Product Service & Associated Costs % of Sales
Customer Complaint & Ass. Costs % of Sales
Stock Work in Progress & Materials : Ratio of Finished Products
Stock Materials as a Ratio of Work in Progress
Un-recoverable Debts as a Ratio of Total Debt
Un-recoverable Debts as a Ratio of Debts Within Terms
Total Sales Costs % of Sales
Total Distribution & Handling Costs % of Sales
Total Advertising Costs as a % of Sales
Total After-Sales Costs as a % of Sales
Customer Compensation Costs % of Sales
Total Variable Marketing Costs % of Sales
Total Fixed Marketing Costs as a % of Sales
Total Fixed Marketing Costs Ratio of Variable Marketing Costs
Variable Sales Personnel Costs as a Ratio of Marketing Costs
Variable Distribution & Handling Ratio of Marketing Costs
Variable Advertising Ratio of Marketing Costs
Variable After-Sales Ratio of Marketing Costs
Sales Personnel Variable Costs : of Sales
Sales Person Variable Costs Ratio of Debts
Sales Personnel Variable Costs Ratio of Un-Recoverable Debts
Exports as a % of Sales
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Note 2 |
RETURN ON INVESTMENT
Cost Structure Improvement Scenarios
Price Cutting Scenarios
Price Increase Scenarios
Marketing Expenditure Scenarios
Market Segmentation Scenarios
Distribution Channel Scenarios
Product Quality Scenarios
New Product Investment Scenarios
New Plant + Equipment Investment Scenarios
New Technology Investment Scenarios
Overseas Development Scenarios
Personnel + Staff Improvement Scenarios
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Note 3 |
BASE
COMPANY DATA
KEY PERSONNEL: Chief Executive, Sales Director, Marketing Director, Export Director,
Marketing Manager, Export Manager, Technical Director, Technical Manager, Chairman and
other Directors. Mainline product / service, Product / services provided, Bankers, Year
established, Current employees, Issued capital, Shareholders, Last published turnover,
Subsidiaries, Associated companies, Companies represented, Agencies, Physical processing
locations, Capital investment, Advertising expenditure, Advertising media, Advertising
posture, Sales promotion activity, Method of selling, Distribution, Distribution network,
Use of distribution channels.
VALUATION
Asset Valuation (comparison of Published balance sheets -v- Derived figures)
PUBLISHED HISTORIC FINANCIAL DATA. VALUATION ISSUES. Historic Balance Sheet,
Historic Costs & Margins, Historic Financial Ratios & Margins, Historic
Operational Ratios & Margins. DERIVED ASSET VALUATION. VALUATION METHODS.
Earnings & P/E Ratios, Current Value, Net Asset Value, Return on
Investment.
DERIVED HISTORIC FINANCIAL DATA. DERIVED HISTORIC BALANCE SHEET. DERIVED
HISTORIC COSTS & MARGINS. DERIVED HISTORIC FINANCIAL RATIOS & MARGINS.
DERIVED HISTORIC OPERATIONAL RATIOS & MARGINS. PUBLISHED + DERIVED FORECASTS
: 2000-2028 : Published Base Forecast : Best Market Scenario, Published Base
Forecast : Median Market Scenario, Published Base Forecast : Worst Market
Scenario, Derived Base Forecast : Best Market Scenario, Derived Base
Forecast : Median Market Scenario, Derived Base Forecast : Worst Market
Scenario.
Asset Sales & Corporate Break-up
Divisional + Product Rationalization & Break-up
Geographic Rationalization & Break-up |
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Note 4 |
ADMINISTRATION + CUSTOMER HANDLING
Administration & Customer Handling Objectives and Analysis
Administration objectives. Administration functions. Personnel + staff performance. Human
relations. Selection. Training. Staff selection + training efficiency. Direction.
Incentives. Loyalty. Achievement. Leadership / organisation. Customer handling. Operating
procedures + systems. Order handling. Order progress. Order delivery. After-sales rating.
Organisation decisions. Communications + objectives. Administration communication.
Administration controls. Security + product protection. Quality control procedures.
Accounting practices & procedures. Order taking + procedures. Order delivery +
contract performance. After-sales services + procedures. Legal conditions + terms of
business. Historic financial data for administration + customer handling issues.
Administration + customer handling balance sheet forecasts : 2000-2028.
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PERSONNEL MANAGEMENT
Personnel and Staff Management Analysis & Evaluation
2000-2028. MANAGEMENT OBJECTIVES, 1. Management direction, 2. Management levels, 3.
Manager objectives, 4. Manager control, 5. Management control measurement, 6. Management
procedures, 7. Management ethic, 8. Management tasks, 9. Manager responsibilities, 10.
Management delegation, 11. Management channels. MANAGEMENT RATINGS: SUPERVISORY /
BOARDROOM MANAGEMENT, Direction & Delegation Rating, Management Levels & Degree of
Responsibility, Management Planning & Procedures, Manager Control & Monitoring,
Manager Performance & Efficiency, Operations, Markets + Trade Cell, Products,
Competitors. EXECUTIVE SUPERVISORY TEAM, Direction & Delegation Rating, Management
Levels & Degree of Responsibility, Management Planning & Procedures, Manager
Control & Monitoring, Manager Performance & Efficiency, Operations, Markets +
Trade Cell, Products, Competitors. SENIOR MARKETING MANAGEMENT, Direction & Delegation
Rating, Management Levels & Degree of Responsibility, Management Planning &
Procedures, Manager Control & Monitoring, Manager Performance & Efficiency,
Operations, Markets + Trade Cell, Products, Competitors. SENIOR PRODUCT + PROCESS
MANAGEMENT, Direction & Delegation Rating, Management Levels & Degree of
Responsibility, Management Planning & Procedures, Manager Control & Monitoring,
Manager Performance & Efficiency, Operations, Markets + Trade Cell, Products,
Competitors. SENIOR FINANCIAL MANAGEMENT, Direction & Delegation Rating, Management
Levels & Degree of Responsibility, Management Planning & Procedures, Manager
Control & Monitoring, Manager Performance & Efficiency, Operations, Markets +
Trade Cell, Products, Competitors. SENIOR ADMINISTRATIVE MANAGEMENT, Direction &
Delegation Rating, Management Levels & Degree of Responsibility, Management Planning
& Procedures, Manager Control & Monitoring, Manager Performance & Efficiency,
Operations, Markets + Trade Cell, Products, Competitors. MIDDLE SALES + MARKETING
MANAGERS, Direction & Delegation Effectiveness, Supervisory Levels & Degree of
Responsibility, Activity Planning & Procedures, Sub-ordinate Control & Monitoring,
Sub-ordinate Performance & Efficiency, Operations, Markets + Trade Cell, Products,
Competitors. MIDDLE SOURCING / PROCESS / DISTRIBUTION MANAGERS, Direction & Delegation
Effectiveness, Supervisory Levels & Degree of Responsibility, Activity Planning &
Procedures, Sub-ordinate Control & Monitoring, Sub-ordinate Performance &
Efficiency, Operations, Markets + Trade Cell, Products, Competitors. MIDDLE FINANCIAL +
ACCOUNTING MANAGERS, Direction & Delegation Effectiveness, Supervisory Levels &
Degree of Responsibility, Activity Planning & Procedures, Sub-ordinate Control &
Monitoring, Sub- ordinate Performance & Efficiency, Operations, Markets + Trade Cell,
Products, Competitors. MIDDLE ADMINISTRATION + PERSONNEL MANAGERS, Direction &
Delegation Effectiveness, Supervisory Levels & Degree of Responsibility, Activity
Planning & Procedures, Sub-ordinate Control & Monitoring, Sub-ordinate Performance
& Efficiency, Operations, Markets + Trade Cell, Products, Competitors. SALES +
CUSTOMER SERVICE PERSONNEL, Direction & Supervision Effectiveness, Supervisory
Effectiveness, Activity Planning, Activity Control & Monitoring, Activity Performance
& Efficiency, Operations, Markets + Trade Cell, Products, Competitors. BUYING /
PROCESS / DISTRIBUTION STAFF, Direction & Supervision Effectiveness, Supervisory
Effectiveness, Activity Planning, Activity Control & Monitoring, Activity Performance
& Efficiency, Operations, Markets + Trade Cell, Products, Competitors. CREDIT +
ACCOUNTING STAFF, Direction & Supervision Effectiveness, Supervisory Effectiveness,
Activity Planning, Activity Control & Monitoring, Activity Performance &
Efficiency, Operations, Markets + Trade Cell, Products, Competitors. ADMINISTRATIVE +
SECRETARIAL STAFF, Direction & Supervision Effectiveness, Supervisory Effectiveness,
Activity Planning, Activity Control & Monitoring, Activity Performance &
Efficiency, Operations, Markets + Trade Cell, Products, Competitors. HISTORIC FINANCIAL
DATA FOR PERSONNEL MANAGEMENT ISSUES : Historic Balance Sheet, Historic Costs &
Margins, Historic Financial Ratios & Margins, Historic Operational Ratios &
Margins. PERSONNEL MANAGEMENT BASED FORECASTS : to 2028 : Base Forecast : Median
Market Scenario, Personnel + Staff Improvement, Sales Personnel + Staff Improvement,
Payroll & Staff Cost Scenarios, Administration Cost Scenarios, Profit Impact From
Payroll Cost Reduction. |
INDUSTRY COST STRUCTURE
Payroll
Materials
Value added.
INVENTORY STRUCTURE
Total inventory
Finished products
Work in progress
Materials.
COSTS
Payroll
Salaries & Wages
Fringe Benefits
Commissions & Incentives
Sub-Contractors
General Expenses
Cost of Materials
Raw Materials
Finished Products
Power & Fuel
Electricity
Rent & Leases
Rent of Buildings
Rent of Vehicles / Machinery /
Equipment
Services Purchased
Communications Costs
Maintenance Costs
Buildings
Vehicles & Equipment
Capital Expenditures
Buildings
Machinery & Equipment
Vehicles
Computers & Data
Processing
Miscellaneous
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Note 5 |
MARKET SUMMARY DATA
The Market Summary section consists of a historic breakdown giving data for each year from
1997.
by EACH COUNTRY / STATE / REGION
by EACH PRODUCT Group and/or MARKET Sector
by YEAR 1997
MARKETING COSTS
Figures for the Products are given by EACH COUNTRY / STATE / REGION by YEAR to
2028:
Sales & selling costs;
Distribution / warehousing / handling / processing costs;
Advertising / promotional costs;
Total marketing costs
INDUSTRY INVESTMENT
New Technology Investments;
Production/Process Technology Investment;
Plant & Equipment in Use;
Plant & Equipment Investments.
INDUSTRY FINANCES
Return on Capital;
Return on Assets;
Return on Shareholders' Funds;
Pre-tax Profit Margins;
Operating Profit Margin;
Trading Profit Margin;
Assets Utilization;
Sales as a ratio of Fixed Assets;
Stock Turnover;
Credit Period;
Creditors' Ratio;
Working Capital/ Sales;
Current Ratio;
Quick Ratio;
Borrowing Ratio;
Equity Ratio;
Income Gearing;
Total Debt as a ratio of Working Capital;
Debt Gearing Ratio;
Average Remuneration;
Profit/ Employee;
Sales/ Employee;
Remuneration/ Sales;
Fixed Assets/ Employee;
Capital Employed/Employee;
Total Assets/Employee;
Exports as a % of Sales Materials and Energy Costs;
Payroll Costs;
Total Process Costs;
Sales Costs;
Distribution & Handling Costs;
Advertising Costs;
After-Sales Costs;
Total Marketing Costs;
Added Value.
INDUSTRY STRUCTURE
Concentrations;
Customer Base Profile;
Employment;
Cost Structures;
Inventory Structures;
Capital Expenditure Breakdowns;
Asset Structures.
|
Note 6 |
DISTRIBUTION + MARKETING CHANNELS
Distribution & Marketing Channels Analysis and Evaluation
Intermediaries + channel levels, product channels, channel flows, product function
checklist, channel changes, distribution channel investment effect forecasts, vertical
channel, horizontal channels, channel position, channel competition, marketing expenditure
effect forecasts, channel design, channel objectives, channel characteristics, channel
alternatives, channel evaluation, product channel evaluation, product channel
adaptability, channel management, product channel management, channel modifications,
historic financial data, distribution + marketing channels financial forecasts :
2000-2028. |
DISTRIBUTION
DISTRIBUTION OF THE CUSTOMER BASE
This section provides a guide to the distribution of the Customer Base.
The data given represents a percentage of the total product value consumed in the various
regions and districts of the countries covered. It should be remembered that these figures
do not take central buying or in-house sales and distribution into account, but provides
data which is based on the Surveys of Customers and where possible from data provided by
the Surveys of Distribution Channels. The data given is of course primarily intended for
use when planning sales and distribution coverage and for other promotional activity and
to allow clients to formulate salesforce and distribution tactics whereby salesmen,
distributors, service and distribution depots, after-sales services, et cetera, can be
most effectively sited to ensure optimum coverage of the customer base. Readers should
also consider the Distribution and the Key Service Cities when planning for sales and
distribution coverage for products in the countries concerned.
DISTRIBUTION CHANNELS
The Surveys of Suppliers and Distributors reveal the geographic distribution channels for
the products.
In countries where the Distribution Channels are radically at variance with the
Distribution of the Customer Base, there are obviously logistic problems in the supply and
servicing of the customers and this may represent an opportunity for companies entering
that particular national market to provide superior service and thereby gain market share.
It is thus possible to analyze the distribution of the Customer Base (being the Market)
and the distribution of the existing suppliers in order to evaluate whether or not
customers are receiving adequate service or product distribution.
DISTRIBUTION OF EMPLOYMENT
The following map gives the percentages of total employees involved in the product in each
of the regions or districts of the countries covered. The data given covers manufacturing,
production, marketing and distribution channel employees.
KEY SERVICE CITIES
Within each of the countries covered there are certain Key Service Cities which are vital
to the distribution and servicing of the product. The following map gives these KEY
SERVICE CITIES and these are ranked according to their relative importance in the country
concerned. Any company wishing to enter the various national markets should consider the
establishment of sales and distribution in relation to these KEY SERVICE CITIES as they
reflect the potential regional market logistics for the product.
|
Note
7 |
MARKETING
COSTS
Figures for the Products are given
by EACH COUNTRY / STATE / REGION
by YEAR to 2016
MARKETING COSTS BY YEAR to 2016:
Sales & selling costs;
Sales & selling costs : During product launch;
Distribution / warehousing / handling / processing costs;
Distribution / warehousing / handling / processing costs : during product launch;
Advertising / promotional costs;
Advertising / promotional costs : during product launch;
After-sales costs;
After-sales costs : during product launch;
Total marketing costs;
Total marketing costs : during product launch
|
Note
8 |
ADVERTISING STRATEGY
Advertising Strategy & Tactics Analysis and Evaluation
Advertising strategy. Advertising budget decisions. Historic marketing costs &
margins. Historic marketing cost ratios & margins. Advertising strategy appraisal.
Advertising costs. Advertising message generation. Advertising message. Advertising
timing. Advertising monitoring. Advertising effectiveness. Portfolio test rating.
Advertising rating. Advertising communication. Persuasion processes. Communication
decisions. Audience + channel rating. Advertising message rating. Historic financial data.
Advertising strategy financial forecasts : to 2028. |
ADVERTISING
+ MARKETING EFFECT ON MARKET SHARE
Market Share (consisting of a historic breakdown giving data for each year from
1997) is analyzed in this section in terms of the Market Share Effect of increases or
decreases of advertising and marketing expenditure.
PRODUCT MARKET SHARE
Market Share Changes and Market Share Trend figures are given:-
by 10 ranges of +1% to +10% increase in Advertising + Marketing Expenditure
by 5 ranges of -1% to -5% decrease in Advertising + Marketing Expenditure
by EACH PRODUCT Group and/or MARKET Sector
by YEAR 1997 to 2028
|
Note 9 |
MARKET DATA
The MARKET DATA section of the Report is intended to show a historic,
short-term and long-term analysis of the Turnover and Revenue available,
i.e. the Markets in which the company operates. This data is used to
evaluate and forecast the Financial performance of the Company.
It is these market appraisals which will form the basis of the rationale of
the sales and markets available to the company in the Short-Term and the
Long-Term. The historic data provided will enable readers to compare the
evolution of the previous market positions with the historic performance of
the Company.
HISTORIC MARKETS
This section consists of a historic breakdown giving data for each year from
1997.
MARKET CONSUMPTION
Market Consumption and Market Trend figures are given:-
by EACH COUNTRY / STATE / REGION
by EACH PRODUCT Group
and/or MARKET Sector
by YEAR from 1997 to 2028
SHORT-TERM MARKETS
This section consists of MARKET CONSUMPTION data for each year to 2016.
MARKET CONSUMPTION
Market Consumption and Market Trend figures are given:-
by EACH COUNTRY / STATE / REGION
by EACH PRODUCT & MARKET
by YEAR to 2016
LONG-TERM MARKETS
This section consists of a LONG-TERM MARKET CONSUMPTION forecast giving data
for each year to the year 2028.
MARKET CONSUMPTION
Market Consumption and Market Trend figures are given:-
by EACH COUNTRY / STATE / REGION
by EACH PRODUCT Group
and/or MARKET Sector
by YEAR to 2028
MARKET DATA
Historic & Forecast Market + Product data (Best / Median / Worst Scenarios)
MARKET CONSUMPTION : 2000 to 2028 BY EACH PRODUCT & MARKET SECTOR. PRODUCT
DEVELOPMENT : 2000 to 2028 BY EACH PRODUCT & MARKET SECTOR. MARKETS. MARKET
MEDIAN VALUE FORECAST, Market value : median forecast, Product sector.
PRODUCT DEVELOPMENT, Product development % of total market, Product sector.
MARKET BEST VALUE FORECAST, Market value : best forecast, Product sector.
MARKET WORST VALUE FORECAST, Market value : worst forecast, Product sector.
|
MARKET CAPITAL
ACCESS SCENARIOS
Market Forecast for Products (13 Capital Accessibility scenarios)
2000-2028. BASE MARKET VALUE : from 2000 : PRODUCT SECTOR : VALUE. BASE
MARKET VALUE FORECAST : to 2028 : PRODUCT SECTOR : VALUE. New Equity
Scenarios Forecast : to 2028, Bank Borrowing: Base Scenarios Forecast : to
2028, Bank Borrowing: 3% Inflation Scenarios Forecast : to 2028, Bank
Borrowing: 6% Inflation Scenarios Forecast : to 2028, Bank Borrowing: 9%
Inflation Scenarios Forecast : to 2028, Bond / Debentures Scenarios Forecast
: to 2028, Asset Sales: 5% of Assets Scenarios Forecast : to 2028, Asset
Sales: 10% of Assets Scenarios Forecast : to 2028, Asset Sales: 25% of
Assets Scenarios Forecast : to 2028, Self Generated Funds: Worst Scenarios
Forecast : to 2028, Self Generated Funds: Best Scenarios Forecast : to 2028,
Trading Credit Extension & Margin Reduction Scenarios Forecast : to 2028.
|
MARKET CASHFLOW
SCENARIOS
Market Forecast for all Products (12 Cashflow based Scenarios)
2000-2028. BASE MARKET VALUE : from 2000 : PRODUCT SECTOR : VALUE. BASE
MARKET VALUE FORECAST : 2000-2028 : PRODUCT SECTOR : VALUE. New Capital
Scenarios Forecast : 2000-2028, Short-Term Loan: Base Scenarios Forecast :
2000-2028, Short-Term Loan: 3% Inflation Scenarios Forecast : 2000-2028,
Short-Term Loan: 6% Inflation Scenarios Forecast : 2000-2028, Short-Term
Loan: 9% Inflation Scenarios Forecast : 2000-2028, Long-Term Loan Scenarios
Forecast : 2000-2028, Asset Sales: 5% of Assets Scenarios Forecast :
2000-2028, Asset Sales: 10% of Assets Scenarios Forecast : 2000-2028, Asset
Sales: 25% of Assets Scenarios Forecast : 2000-2028, Profit Improvements:
Worst Scenarios Forecast : 2000-2028, Profit Improvements: Best Scenarios
Forecast : 2000-2028, Credit Extension & Cost Reduction Scenarios Forecast :
2000-2028. |
MARKET ECONOMIC
CLIMATE SCENARIOS
Market Forecast for all Products (11 Market Climate scenarios)
2000-2028. BASE MARKET VALUE : from 2000 : PRODUCT SECTOR : VALUE. BASE
MARKET VALUE FORECAST : to 2028 : PRODUCT SECTOR : VALUE. Base Forecast :
Best Market Scenario Forecast : to 2028, Base Forecast : Worst Market
Scenario Forecast : to 2028, Price Cutting Effect Forecast : to 2028, Price
Increase Effect Forecast : to 2028, Market Share Building Objectives
Forecast : to 2028, Market Share Holding Objectives Forecast : to 2028,
Market Share Harvesting Objectives Forecast : to 2028, Bank Borrowing: 3%
Inflation Scenarios Forecast : to 2028, Bank Borrowing: 6% Inflation
Scenarios Forecast : to 2028, Bank Borrowing: 9% Inflation Scenarios
Forecast : to 2028, Credit Extension & Cost Reduction Scenarios Forecast :
to 2028. |
MARKET INVESTMENT
+ COSTS SCENARIOS
Market Forecast (Product) (12 Investment + Cost scenarios)
2000-2028. BASE MARKET VALUE : from 2000 : PRODUCT SECTOR : VALUE. BASE
MARKET VALUE FORECAST : to 2028 : PRODUCT SECTOR : VALUE. Profit Impact From
Materials Cost Reduction Forecast : to 2028, Profit Impact From Payroll Cost
Reduction Forecast : to 2028, Profit Impact From Process Cost Reduction
Forecast : to 2028, Profit Impact From Distribution Cost Reduction Forecast
: to 2028, Profit Impact From Customer Handling Cost Reduction Forecast : to
2028, Capital Investments Options: Process Plant & Equipment Forecast : to
2028, Capital Investments Options: Premises Forecast : to 2028, Capital
Investments Options: Distribution / Handling Forecast : to 2028, Capital
Investments Options: Customer Handling Systems Forecast : to 2028, Product
Cost Improvements Forecast : to 2028, Product Quality Improvement Forecast :
to 2028, Customer Handling Improvements Forecast : to 2028. |
MARKET - MARKETING
EXPENDITURE SCENARIOS
Market Forecast for Products (14 scenarios)
2000-2028. BASE MARKET VALUE : from 2000 : PRODUCT SECTOR : VALUE. BASE
MARKET VALUE FORECAST : to 2028 : PRODUCT SECTOR : VALUE. Base Forecast :
Best Market Scenario Forecast : to 2028, Base Forecast : Worst Market
Scenario Forecast : to 2028, Marketing Expenditure Increase : + 2% Forecast
: to 2028, Marketing Expenditure Increase : + 4% Forecast : to 2028,
Marketing Expenditure Increase : + 6% Forecast : to 2028, Marketing
Expenditure Increase : + 8% Forecast : to 2028, Marketing Expenditure
Increase : +10% Forecast : to 2028, Marketing Expenditure Increase : +12%
Forecast : to 2028, Marketing Expenditure Decrease : - 2% Forecast : to
2028, Marketing Expenditure Decrease : - 4% Forecast : to 2028, Marketing
Expenditure Decrease : - 6% Forecast : to 2028, Marketing Expenditure
Decrease : - 8% Forecast : to 2028, Marketing Expenditure Decrease : -10%
Forecast : to 2028, Marketing Expenditure Decrease : -12% Forecast : to
2028. |
MARKET RISK
Market Scenarios (Forecast Market & Sales data for 50 Market scenarios)
2000-2028. MARKET VALUE : from 2000 + PRODUCT SECTOR : VALUE. MARKET VALUE
FORECAST : to 2028 + PRODUCT SECTOR : VALUE. PRODUCT DEVELOPMENT : from 2000
+ PRODUCT SECTOR : % OF TOTAL MARKET. PRODUCT DEVELOPMENT FORECAST : to 2028
+ PRODUCT SECTOR : % OF TOTAL MARKET. MARKET SCENARIO FORECASTS : 2000-2028.
Base Forecast : Median Market Scenario, Base Forecast : Worst Market
Scenario, New Product Development Market Scenario, Market Segmentation
Market Scenario, Distribution Channel Improvement Market Scenario, Price
Cutting Effect Market Scenario, Price Increase Effect Market Scenario,
Quality Improvement Market Scenario, Export Sales Improvement Market
Scenario, Marketing Expenditure Increase : + 2% : Market Scenario, Marketing
Expenditure Increase : + 4% : Market Scenario, Marketing Expenditure
Increase : + 6% : Market Scenario, Marketing Expenditure Increase : + 8% :
Market Scenario, Marketing Expenditure Increase : +10% : Market Scenario,
Marketing Expenditure Increase : +12% : Market Scenario, Marketing
Expenditure Decrease : - 2% : Market Scenario, Marketing Expenditure
Decrease : - 4% : Market Scenario, Marketing Expenditure Decrease : - 6% :
Market Scenario, Marketing Expenditure Decrease : - 8% : Market Scenario,
Marketing Expenditure Decrease : -10% : Market Scenario, Marketing
Expenditure Decrease : -12% : Market Scenario, Fixed Marketing Cost
Objectives Market Scenario, Variable Marketing Cost Objectives Market
Scenario, Distribution & Product Delivery Cost Objectives Market Scenario,
Selling Cost Objectives Market Scenario, Advertising Cost Objectives Market
Scenario, Promotional & Pricing Cost Objectives Market Scenario, Market
Share Building Objectives Market Scenario, Market Share Holding Objectives
Market Scenario, Market Share Harvesting Objectives Market Scenario, Sales
Cost Improvement Market Scenario, Promotional Expenditure Market Scenario,
Target Markets Development Market Scenario, Order Taking Improvements Market
Scenario, Product Positioning Market Scenario, Product Branding +
Multi-branding Investment Market Scenario, Customer / Order Processing
Systems Investment Market Scenario, Overseas Development Market Scenario,
Sales Personnel + Staff Improvement Market Scenario Market Scenario, Sales &
Marketing Cost : Market Scenario, Customer Handling Improvements Market
Scenario, Bank Borrowing: 3% Inflation : Market Scenario, Bank Borrowing: 6%
Inflation : Market Scenario, Bank Borrowing: 9% Inflation : Market Scenario,
Trading Credit Extension & Margin Reduction : Market Scenario. MARKET
ENVIRONMENT, Market Growth, Market Structure, Market/s Serviced, Trading
area, Market coverage, MARKET NORMS, Market growth rate annual indices,
Market multipliers, Industry indices + profile, Customer profiles. MARKETING
COSTS, Historic marketing costs & margins, Sales costs, Distribution +
handling costs, Advertising costs, After-sales costs, Total marketing costs,
Historic marketing cost ratios & margins, Profit ratios, Marketing ratio,
Marketing operational ratios, Marketing costs. MARKETING COSTS FORECAST,
Sales costs forecast, Distribution + handling costs forecast, Advertising
costs forecast, After-sales costs forecast, Total marketing costs forecast,
Marketing margins + ratios forecast, Profit ratios forecast, Marketing
ratios forecast, Marketing operational ratios forecast, Marketing factors
forecast. HISTORIC FINANCIAL DATA, Balance Sheet, Costs & Margins, Financial
Ratios & Margins, Operational Ratios & Margins. MARKET FINANCIAL FORECASTS :
2000-2028, Base Forecast : Median Market Scenario. |
MARKET SHARE +
EXPENDITURE
Marketing Expenditure Effects on Market Share (15 Scenarios)
Marketing Expenditure Effects on Market Share (15 Scenarios) : MARKETING
EXPENDITURE -v- MARKET SHARE : 2000 to 2028. ADVERTISING + MARKETING EFFECT
ON MARKET SHARE: Market Share (consisting of a historic breakdown giving
data for each year from 2000 to date) is analysed in this volume in terms of
the Market Share Effect of increases or decreases of advertising and
marketing expenditure. PRODUCT MARKET SHARE: Market Share Changes and Market
Share Trend figures are given:- by 10 ranges of +1% to +10% increase in
Advertising + Marketing Expenditure by 5 ranges of -1% to -5% decrease in
Advertising + Marketing Expenditure by EACH PRODUCT Group and/or MARKET
Sector by YEAR 2000 to 2028. MARKET SHARE BUILDING OBJECTIVES FORECAST : to
2028. MARKET SHARE HOLDING OBJECTIVES FORECAST : to 2028. MARKET SHARE
HARVESTING OBJECTIVES FORECAST : to 2028. MARKET SHARE & CUSTOMISED OR
SPECIFIED PRODUCTS, MARKET SHARE & PRE-TAX PROFITABILITY, MARKET SHARE &
PROFITABILITY, MARKET SHARE / LIFE CYCLE / PROFITABILITY, MARKET SHARE /
RELATIVE MARKET SHARES, MARKET SHARE CHANGE. |
MARKET STRATEGIC
OPTION SCENARIOS
Market Forecast for all Products (14 Strategic scenarios)
2000-2028. BASE MARKET VALUE : from 2000 : PRODUCT SECTOR : VALUE. BASE
MARKET VALUE FORECAST : to 2028 : PRODUCT SECTOR : VALUE. Base Forecast :
Best Market Scenario Forecast : to 2028, Base Forecast : Worst Market
Scenario Forecast : to 2028, Fixed Marketing Cost Objectives Forecast : to
2028, Variable Marketing Cost Objectives Forecast : to 2028, General
Marketing Process Cost Objectives Forecast : to 2028, Distribution & Product
Delivery Cost Objectives Forecast : to 2028, Administrative & General
Expense Objectives Forecast : to 2028, Selling Cost Objectives Forecast : to
2028, Advertising Cost Objectives Forecast : to 2028, Promotional & Pricing
Cost Objectives Forecast : to 2028, Research & Product Cost Objectives
Forecast : to 2028, Market Share Building Objectives Forecast : to 2028,
Market Share Holding Objectives Forecast : to 2028, Market Share Harvesting
Objectives Forecast : to 2028, MARKET STRATEGIC OPTION SCENARIOS
ENVIRONMENT. |
MARKET SURVIVAL
OPTION SCENARIOS
Market Forecast for Products (14 Business Survival scenarios)
2000-2028. BASE MARKET VALUE : from 2000 : PRODUCT SECTOR : VALUE. BASE
MARKET VALUE FORECAST : to 2028 : PRODUCT SECTOR : VALUE. Base Forecast :
Best Market Scenario Forecast : to 2028, Base Forecast : Worst Market
Scenario Forecast : to 2028, Variable Marketing Cost Objectives Forecast :
to 2028, Selling Cost Objectives Forecast : to 2028, Advertising Cost
Objectives Forecast : to 2028, Promotional & Pricing Cost Objectives
Forecast : to 2028, Product Price Cutting Forecast : to 2028, Sales
Personnel + Staff Improvement Forecast : to 2028, Profit Impact From
Materials Cost Reduction Forecast : to 2028, Profit Impact From Payroll Cost
Reduction Forecast : to 2028, Profit Impact From Process Cost Reduction
Forecast : to 2028, Profit Impact From Distribution Cost Reduction Forecast
: to 2028, Profit Impact From Customer Handling Cost Reduction Forecast : to
2028, Trading Credit Extension & Margin Reduction Scenarios Forecast : to
2028. |
MARKET TACTICAL
SCENARIOS
Market Forecast for all Products (14 potential Tactically derived scenarios)
2000-2028. BASE MARKET VALUE : from 2000 : PRODUCT SECTOR : VALUE. BASE
MARKET VALUE FORECAST : to 2028 : PRODUCT SECTOR : VALUE. Base Forecast :
Best Market Scenario Forecast : to 2028, Base Forecast : Worst Market
Scenario Forecast : to 2028, Sales Cost Improvement Forecast : to 2028,
Product Price Cutting Forecast : to 2028, Product Price Increase Forecast :
to 2028, Promotional Expenditure Forecast : to 2028, Target Markets
Development Forecast : to 2028, Order Taking Improvements Forecast : to
2028, Product Positioning Forecast : to 2028, Product Branding +
Multi-branding Investment Forecast : to 2028, Customer / Order Processing
Systems Investment Forecast : to 2028, Systems Investment Forecast : to
2028, Overseas Development Forecast : to 2028, Sales Personnel + Staff
Improvement Forecast : to 2028, MARKET TACTICAL OPTION SCENARIOS
ENVIRONMENT. |
|
Note 10 |
SALES PROMOTION
Sales Promotion and Performance Analysis & Evaluation
2000-2028. SALES PROMOTION, Integrating the total marketing operation, i.
Promotional aims, ii. Co-ordination, iii. Sales-force presentation, Budgeting, Frequency
of promotions, Matching product to promotion, Different types of testing, i. Conditions
and restrictions, ii. Selecting services and supplies, Meeting deadlines, Continuity of
interest, Evaluating campaigns. SALES CAMPAIGNS, Marketing Integration, Budgeting
Efficiency, Campaign Performance, Campaign Monitoring & Evaluation Procedures,
Campaign Flexibility, Operations, Markets + Trade Cell, Products, Competitors, Emotional
response, Increasing promotional activity. PROMOTION EVALUATION, Perception of the market,
Sales promotions research, i. Research pretesting, ii. Research post-testing, iii.
Constraints on research, Methodology, Problems of evaluation of sales promotion, i. Proofs
of success, Sales promotions evaluation criteria. TACTICAL AND STRATEGIC OBJECTIVES, i.
Tactical below- the-line activities, ii. Strategic below-the-line activities.
PERFORMANCE-EVALUATION CRITERIA, Sales as the dependent variable, Model research brief, i.
Research objectives, ii. Action criteria, iii. Decision criteria, iv. Action standards.
PROMOTIONAL PERFORMANCE, Promotional Research & Methodology, Promotion Evaluation
& Monitoring, Promotion Performance & Efficiency, Promotion Targeting, Promotion
Flexibility, Operations, Markets + Trade Cell, Products, Competitors. THRESHOLD AND TARGET
GOALS. HISTORIC MARKETING COSTS & MARGINS, Sales costs, Distribution + handling costs,
Advertising costs, After-sales costs, Total marketing costs, Historic marketing cost
ratios & margins, Profit ratios, Marketing ratio, Marketing operational ratios,
Marketing costs. MARKETING COSTS FORECAST, Sales costs forecast, Distribution + handling
costs forecast, Advertising costs forecast, After-sales costs forecast, Total marketing
costs forecast, Marketing margins + ratios forecast, Profit ratios forecast, Marketing
ratios forecast, Marketing operational ratios forecast, Marketing factors forecast. SALES
PROMOTION COSTS, Advertising : Mail : Media, Sales Personnel : Expenses : Materials, Sale
Promotion Materials : Print, Sales Point-of-Sale Systems & Materials, Publicity : P.R.
: Exhibitions, Operations, Markets + Trade Cell, Products, Competitors. HISTORIC FINANCIAL
DATA, Historic Costs & Margins, Financial Ratios & Margins, Operational Ratios
& Margins. SALES PROMOTION FINANCIAL FORECASTS : 2000-2028 : Base Forecast :
Median Market Scenario, Marketing Expenditure, Variable Marketing Cost Objectives, Selling
Cost Objectives, Advertising Cost Objectives, Promotional & Pricing Cost Objectives,
Promotional Expenditure, Sales & Marketing Cost Scenarios. |
SALES FORCE DECISIONS
Sales force Analysis and Evaluation
SALES FORCE DECISIONS, BUYER-SELLER RELATIONSHIP, SALES TASKS, i. Prospecting, ii.
Communicating, iii. Selling, iv. Servicing, v. Information gathering, vi. Allocating.
SALES FORCE INTERACTION, Customer Prospecting, Customer Communications, Selling, Customer
Servicing, Information Gathering & Usage, Operations, Markets + Trade Cell, Products,
Competitors. SALES FORCE SIZE DECISIONS, Salesman productivity approach, Salesman workload
approach, Sales force design, Sales-force structure, i. Territorial-structured sales
force, ii. Product-structured sales force, iii. Customer-structured sales force, iv.
Complex sales-force structures, Territorial design. SALES FORCE STRUCTURE, Territory Value
Structured, Workload Structured, Territory Structured, Product Structured, Customer
Structured, Operations, Markets + Trade Cell, Products, Competitors, i. Territory size,
ii. Territory shape. SALES FORCE SELECTION, Salesmen selection, What makes a good
salesman?, Recruitment procedures, Applicant-rating procedures, Sales force training.
SALES FORCE COMPENSATION, Income regularity, Reward for above-average performance,
Fairness, Control, Economy, Simplicity, Level of compensation, Elements of compensation,
i. Straight salary, ii. Straight commission, iii. Combination salary and commission,
Structure of compensation. SALES FORCE EMPLOYMENT, Recruitment Procedures, Applicant
Vetting & Selection Procedures, Sales force Training, sales force Compensation,
Compensation & Incentivisation Development, Operations, Markets + Trade Cell,
Products, Competitors. SALES FORCE SUPERVISION, Directing salesmen, i. Developing customer
call norms, ii. Developing prospect call norms, Motivating salesmen, i. Organisational
climate, ii. Sales quotas, iii. Positive incentives, Effectiveness of sales incentives.
SALES FORCE SUPERVISION, Direction: Customer Call Norms, Direction: Prospect Development,
Motivation: Organisation, Motivation: Sales Quotas, Motivation: Incentives, Operations,
Markets + Trade Cell, Products, Competitors. SALES FORCE EVALUATION, Sources of
information, Report on new business secured, Report on lost business, Report on local
business and economic conditions, Formal evaluation of performance, i.
Salesman-to-salesman comparisons, ii. Current-to-past-sales comparisons, iii. Qualitative
appraisal of salesmen. HISTORIC MARKETING COSTS & MARGINS, Sales costs, Distribution +
handling costs, Advertising costs, After-sales costs, Total marketing costs, Historic
marketing cost ratios & margins, Profit ratios, Marketing ratio, Marketing operational
ratios, Marketing costs. MARKETING COSTS FORECAST, Sales costs forecast, Distribution +
handling costs forecast, Advertising costs forecast, After-sales costs forecast, Total
marketing costs forecast, Marketing margins + ratios forecast, Profit ratios forecast,
Marketing ratios forecast, Marketing operational ratios forecast, Marketing factors
forecast. SALES FORCE EVALUATION, Sales Information Monitoring, Sales Performance
Reporting, Sales Evaluation: Personal Comparisons, Sales Evaluation: Sales Period
Comparisons, Sales Evaluation: Qualitative Comparisons, Operations, Markets + Trade Cell,
Products, Competitors. SALES FORCE COSTS, Sales Personnel Costs : Fixed, Sales Personnel
Costs : Variable, Sales Personnel Expenses, Sales Overhead Expenses, Sales Material Costs,
Operations, Markets + Trade Cell, Products, Competitors. HISTORIC FINANCIAL DATA ,
Historic Costs & Margins, Financial Ratios & Margins, Operational Ratios &
Margins. SALES FORCE DECISIONS FINANCIAL FORECASTS : 2000-2028 : Base Forecast :
Median Market Scenario, Marketing Expenditure, Export Sales Improvement, Personnel + Staff
Improvement, Fixed Marketing Cost Objectives, Variable Marketing Cost Objectives, Selling
Cost Objectives, Sales Cost Improvement, Promotional Expenditure, Sales Personnel + Staff
Improvement, Sales & Marketing Cost Scenarios. |
INDUSTRY SALES PROMOTION COSTS
MARKETING COSTS:
Figures are given by EACH COUNTRY / STATE / REGION by YEAR
Sales & selling costs
Sales Personnel
Sales Personnel Expenses
Sales Materials
Distribution / Warehousing / Handling / Processing costs
Distribution Fixed Costs &
Overheads
Distribution Variable Costs
Warehouse / Storage Fixed
Costs & Overheads
Warehouse / Storage Variable
Costs
Physical Handling Fixed Costs
& Overheads
Physical Handling Variable
Costs
Physical Process Fixed Costs
& Overheads
Physical Process Variable
Costs
Advertising / Promotional costs
Direct Mail & Direct
Access Costs
Media Costs
Materials Costs
POS & Distribution Channel
Advertising Materials Costs
Exhibition & Demonstration
Costs
Total Sales Promotion costs
PROMOTIONAL MIX
Promotional and Selling Analysis and Evaluation
2000-2028. PROMOTIONAL MIX, Advertising, i. Public presentation, ii. Pervasiveness,
iii. Amplified expressiveness, iv. Impersonality. ADVERTISING -v- SELLING, Advertising :
Public Presentation, Advertising : Pervasiveness, Advertising : Expressiveness, Selling :
Sales Technique, Selling : Prospect Cultivation, Operations, Markets + Trade Cell,
Products, Competitors, Personal selling, i. Personal confrontation, ii. Cultivation, iii.
Response, Publicity, i. High veracity, ii. Off guard, iii. Dramatisation. PUBLICITY +
SALES PROMOTION, Publicity Effect : Accepted Veracity, Publicity Effect : Off Guard
perceptions, Publicity Effect : Dramatisation, Sales Promotion : Insistent, Sales
Promotion : Product Demeaning, Operations, Markets + Trade Cell, Products, Competitors,
Sales Promotion, i. Insistent presence, ii. Product demeaning. PROMOTION MIX, Consumer -v-
Industrial. ADVERTISING RATING, Awareness Building, Comprehension Building, Efficient
Reminding, Lead Generation, Legitimation & Reassurance, Operations, Markets + Trade
Cell, Products, Competitors. The role of advertising in marketing, i. Awareness building,
ii. Comprehension building, iii. Efficient reminding, iv. Lead generation, v.
Legitimation, vi. Reassurance. PERSONNEL SELLING RATING, Selling for Distribution Channel
Stock Position Increase, Selling for Company Stock Position Decrease, Selling for
Discounted Stocks, Selling for Enthusiasm Building, Missionary Selling, Operations,
Markets + Trade Cell, Products, Competitors, The role of personal selling in marketing.
PROMOTION + ORGANISATION. ORGANISATION RATING, Formal Corporate Position in Company,
Formal Corporate Responsibility for Promotion, Established Working Plan for Promotion,
Monitoring of Marketing Mix -v- Promotional Spend, Formal Co-ordination of Promotional -v-
Marketing Campaigns, Operations, Markets + Trade Cell, Products, Competitors. MARKETING
COSTS, Advertising Costs, Sales Costs, Distribution Costs, After Sales Costs, Total
Marketing Costs, Operations, Markets + Trade Cell, Products, Competitors. HISTORIC
FINANCIAL DATA, Historic marketing costs & margins, Sales costs, Distribution +
handling costs, Advertising costs, After-sales costs, Total marketing costs, Historic
marketing cost ratios & margins, Profit ratios, Marketing ratio, Marketing operational
ratios, Marketing costs. PROMOTIONAL MIX FORECASTS : 2000-2028 : Base Forecast :
Median Market Scenario. MARKETING COSTS FORECAST, Sales costs forecast, Distribution +
handling costs forecast, Advertising costs forecast, After-sales costs forecast, Total
marketing costs forecast, Marketing margins + ratios forecast, Profit ratios forecast,
Marketing ratios forecast, Marketing operational ratios forecast, Marketing factors
forecast. Marketing Expenditure, Variable Marketing Cost Objectives, Selling Cost
Objectives, Advertising Cost Objectives, Promotional & Pricing Cost Objectives,
Promotional Expenditure. |
|
Note 11 |
PRODUCTS
This data is given for EACH of the 30 Products and Product Sectors given in the Report.
This data is given for each year 1997 to 2028.
MARKET GROWTH RATES
% Average Annual Growth Rate to the year 2028
Given for each of 16 national markets critical to the Company
PRODUCT SUMMARY
Complete Product Summary data for each Product within the Market
2000-2028. THE FOLLOWING TOPICS ARE SHOWN FOR EACH OF THE PRODUCTS COVERED WITHIN
THE REPORT: OEM & Manufacturers Market Level, Wholesale & Distributor Market
Level, Retailer & Added Value Retailer Market Level, End User & Consumer Market
Level, Discounted & Promotional Market Level, Plant & Equipment Average Annual
Investment, Product Prices as a % of the Market Average, New Products as a % of the Total
Output, Relative output of Products of a Superior Quality as a % of the Total, Index of
Comparative Sales force and Selling Expenditure, Index of Comparative Advertising
Expenditure, Index of Comparative General Promotional Expenditure, Product Adoption Rates,
Product Sales Conversion Rates, Average Annual Sales Growth Rate, Capacity Utilisation as
a measure of Standard Capacity, Standardised Products & Services Index, Relative
Employee Compensation Index, Instable Market Share as an Index of Total Market Share,
Relative Forward Integration Index, Plant and Equipment Investment Greater than
Depreciation, Plant and Equipment Investment Equal to Depreciation, Plant and Equipment
Investment Less than Depreciation, Plant and Equipment Investment - Unallocated, Plant and
Equipment in Use within the range 0-3 years, Plant and Equipment in Use within the range
3-6 years, Plant and Equipment in Use within the range 6-9 years, Plant and Equipment in
Use over years 9 old / Unallocated, Supplier Concentration = 8 Largest, Supplier
Concentration = 20 Largest, Supplier Concentration = 50 Largest, Supplier Concentration =
Unspecified / Unallocated, Immediate Wholesale & Retail Customers, Immediate OEM and
Manufacturing Customers, Immediate Consumer and End User Customers, Immediate Non-Specific
Customers / Unallocated, Enterprises within the Range 1-19 Employees, Enterprises within
the Range 20-99 Employees, Enterprises within the Range 100+ Employees, Enterprises within
Unspecified / Unallocated Employee Ranges, Buyer Age Profile in the range 0-19 Years,
Buyer Age Profile in the range 20-24 Years, Buyer Age Profile in the range 25- 34 Years,
Buyer Age Profile in the range 35-44 Years, Buyer Age Profile in the range 45-54 Years,
Buyer Age Profile in the range 55-64 Years, Buyer Age Profile in the range 65+ /
Unallocated Years, Buyer Profile in the AB Social Group, Buyer Profile in the C1 Social
Group, Buyer Profile in the C2 Social Group, Buyer Profile in the DE / Unallocated Social
Group, End User Age Profile in the range 0-19 Years, End User Age Profile in the range
20-24 Years, End User Age Profile in the range 25-34 Years, End User Age Profile in the
range 35-44 Years, End User Age Profile in the range 45-54 Years, End User Age Profile in
the range 55-64 Years, End User Age Profile in the range 65+ / Unallocated Years, End User
Profile in the AB Social Group, End User Profile in the C1 Social Group, End User Profile
in the C2 Social Group, End User Profile in the DE / Unallocated Social Group. |
|
Note 12 |
INDUSTRY FINANCIAL DATA
Return on Capital;
Return on Assets;
Return on Shareholders' Funds;
Pre-tax Profit Margins;
Operating Profit Margin;
Trading Profit Margin;
Assets Utilization;
Sales as a ratio of Fixed Assets;
Stock Turnover;
Credit Period;
Creditors' Ratio;
Working Capital / Sales;
Current Ratio;
Quick Ratio;
Borrowing Ratio;
Equity Ratio;
Income Gearing;
Total Debt as a ratio of Working Capital;
Debt Gearing Ratio;
Average Remuneration;
Profit per Employee;
Sales per Employee;
Remuneration / Sales;
Fixed Assets per Employee;
Capital Employed per Employee;
Total Assets per Employee.
|
Note 13 |
STRATEGY
Full Strategic Analysis and Conclusions
2000-2028. Geographic + Product + Competitor + Operations coverage, Introduction,
Trade cell, Critical factors for profitability. BASE FINANCIAL FORECAST, Median Market
Scenario Balance Sheet, Operational Costs + Margins, Ratios Forecast. MARKET ENVIRONMENT,
Market growth, Market structure, Market serviced, Market serviced, Customer factors,
Concentrations of purchases - end users, % Of physical number of end user customers,
Concentrations of purchases - immediate customers, % Of physical number of immediate
customers. THE PRODUCT, Product life cycle and stages in the life cycle, The Gompertz
analysis, Introductory stage, Dynamic stage, Maturity stage, Market share - life cycle -
profitability, Quality - life cycle - profitability, Product range - life cycle stage -
profitability, Product range - profitability - capital intensity. MARKET SEGMENTATION
EXPENDITURE EFFECT FORECASTS, Market share & customised or specified products,
Profitability - high market share - product uniqueness, Relative product pricing in the
trade cell, INDEX OF PRICING. PRICE CUTTING EFFECT ON FINANCIAL + OPERATIONAL FORECASTS.
PRICE INCREASE EFFECT ON FINANCIAL + OPERATIONAL FORECASTS. PRODUCT QUALITY, Relative
product quality in the trade cell, Index of quality, Value scale for quality. QUALITY
IMPROVEMENT EFFECT FORECASTS, Profitability & products, Relative product quality &
profitability, Circumstances where ROI is greater than the index, Quality - profitability
& concentrated markets, Product quality & relative market share, Product quality -
profitability & market growth. NEW PRODUCTS, Index of new products, New Product
Development. PROFITABILITY - MARKET GROWTH & NEW PRODUCT INTRODUCTIONS, New product
introductions - inflation & profitability, New product introductions - investment in
new p+e & profitability, New products - product quality & profitability.
COMPETITION, Market share, Market share & product profitability, Circumstances where
ROI is greater than average, Product profitability & relative market share, Product -
forecasted market shares, Market share %, Relative market shares in the trade cell,
Relative market share, Nature of the competitive situation, Entry & exit of
competitors, Evidence of competitor entry + exit, Relative strengths of competitors,
Relative strength of competitors in the market, Perfectness of the market, Relative
perfectness of the markets. INDUSTRY DATA, Process Costs and Profitability, Market
Dominance, Long term industry growth, Index of industry growth, Physical process
considerations, Physical process capacity utilisation & market share, Capacity
utilisation & market share, Productivity - profitability - market growth, Unionisation
& market share, Unionisation - profitability & market growth, Unionisation -
profitability & industry concentration, Unionisation - profitability & harvesting
strategies, Product profitability - process uniqueness & market share, Capital
structure in terms of investment intensity, Product profitability & investment
intensity. NEW PLANT + EQUIPMENT INVESTMENT EFFECT FORECASTS, New Plant + Equipment
Investment, Net margins & investment intensity, Margins & investment intensity,
Product profitability - market share & capital intensity, Productivity - profitability
& investment intensity, Process capacity utilisation - profitability & capital
intensity, Inventories - profitability & capital intensity, Physical process in terms
of vertical integration, Profitability - market share & vertical integration,
Profitability - diversification & vertical integration, Profitability - vertical
integration & customer base, Profitability - vertical integration & product
quality, Profitability - vertical integration & inventories, Profitability - vertical
integration & productivity. NEW TECHNOLOGY INVESTMENT EFFECT FORECASTS, New Technology
Investment. MARKETING & SALES COSTS, Profitability - market share & marketing
costs, Profitability - investment intensity & marketing costs, Profitability -
customer base & marketing costs, Profitability - product quality & marketing
costs, Profitability - new products & marketing costs. MARKETING EXPENDITURE EFFECT
FORECASTS, Marketing Expenditure. PRODUCT DEVELOPMENT AND PROCESS DEVELOPMENT COSTS,
Profitability - development expenditure & market growth, Profitability - development
expenditure & product quality, Profitability - development expenditure & marketing
costs, Profitability - development expenditure & market share, Profitability -
development expenditure & unionisation. PRODUCT DISTRIBUTION, Distribution Channel
Improvement. MARKET PENETRATION, Right tools for the job, 1. Economies of scale, 2. Market
power, 3. Management. PERSONNEL + STAFF IMPROVEMENT EFFECT FORECASTS, Personnel + Staff
Improvement. MARKET SHARE, Market share & pre-tax profitability, Relationship - market
share, profit to sales + turnover on investment. COST STRUCTURE IMPROVEMENTS EFFECT
FORECASTS: Cost Structure Improvement, Relationship between market share and added value,
Vertical integration - investment/sales ratio, Relationship of market share to the
purchases/sales ratio, Investment to sales ratio corrected for vertical integration, 1.
Increased vertical integration, 2. Products, 3. Equipment & Process Technology, 4.
Physical Process, 5. Materials. MARKETING COST TO SALES RATIO AND TRADE CELL MARKET
PENETRATION, 1. Economies of Scale, 2. Sales Promotion, 3. Advertising, 4. The Bandwagon
Effect, Relationship between trade cell pricing and product quality, Customers and better
products, Relationship between purchase frequency and market share, Infrequent purchase
frequency, Infrequent purchase frequency, Relationship between customer base fragmentation
and market share. EXPORT IMPROVEMENT EFFECT FORECASTS. Export Sales Improvement. MEDIUM +
LONG TERM STRATEGIES, When to build market share, Necessary levels of market penetration,
Level of market share, Building strategies, Holding strategies for markets, Harvesting
strategies. HISTORIC FINANCIAL DATA, Historic Costs & Margins, Financial Ratios &
Margins, Operational Ratios & Margins. STRATEGIC FINANCIAL FORECASTS :
2000-2028
: Market Share Building Objectives, Market Share Holding Objectives, Market Share
Harvesting Objectives, Capital Investments Options: Process Plant & Equipment Balance
Sheet, Operational Costs + Margins, Ratios Forecast. Capital Investments Options:
Premises, Capital Investments Options: Distribution / Handling, Capital Investments
Options: Customer Handling Systems Balance Sheet, Operational Costs + Margins, Ratios
Forecast. |
PHYSICAL PROCESS + ORDER HANDLING
Physical Actions and Processes & Order / Customer Fulfilment
2000-2028. PROCESS PRINCIPLES. PHYSICAL SYSTEMS. UNIQUE-PRODUCT PHYSICAL PROCESSES.
MASS PHYSICAL PROCESSES. ANALOGUE PHYSICAL PROCESSES. FLEXIBILITY OF PROCESSES, Highly
Modular & Flexible, Highly Flexible, Flexible, Inflexible, Highly Inflexible,
Operations, Markets + Trade Cell, Products, Competitors. PROCESS MANAGEMENT. PROCESS
DEMANDS. AUTOMATION RATING, Substantial Usage, High Usage, Average Usage, Low Usage, No
Usage, Operations, Markets + Trade Cell, Products, Competitors. PROCESS AUTOMATION.
HISTORIC FINANCIAL DATA : Historic Balance Sheet, Historic Costs & Margins, Historic
Financial Ratios & Margins, Historic Operational Ratios & Margins. PHYSICAL
PROCESS + ORDER HANDLING FINANCIAL FORECASTS : 2000-2028 : Base Forecast : Median
Market Scenario, New Plant + Equipment Investment, New Technology Investment, Distribution
& Product Delivery Cost Objectives, Order Taking Improvements, Customer / Order
Processing Systems Investment, Systems Investment, Plant & Equipment Cost Scenarios,
Profit Impact From Process Cost Reduction, Profit Impact From Customer Handling Cost
Reduction Balance Sheet, Operational Costs + Margins, Ratios Forecast, Capital Investments
Options: Process Plant & Equipment Balance Sheet, Operational Costs + Margins, Ratios
Forecast, Capital Investments Options: Distribution / Handling, Capital Investments
Options: Customer Handling Systems Balance Sheet, Operational Costs + Margins, Ratios
Forecast, Customer Handling Improvements. |
MARKETING STRATEGY
Marketing Strategy Development Analysis and Evaluation
2000-2028. BASIS FOR A MARKETING STRATEGY, MARKET SEGMENTATION, Trade Cell, Product
Range, MARKET POSITIONING, Operational Facets, MARKET ENTRY STRATEGY. MARKET POSITION, 1:
Sufficient Current Market Segmentation, 2: Potential Growth for Market Segmentation, 3:
Competitive Market Segmentation Position, 4: Unsatisfied Market Segmentation, 5:
Competitor Dominated Market Segmentation, Operations, Markets + Trade Cell, Products,
Competitors. MARKETING-MIX, Product, Place, Promotion, Price. QUALITY -v- PRICE, Premium
Strategy, Average-Quality Strategy, Penetration Strategy. MARKETING MIX, 1: Product, 2:
Place, 3: Promotion, 4: Price : Premium Strategy, 5: Price : Average Strategy, Operations,
Markets + Trade Cell, Products, Competitors. TIMING STRATEGY, Present Products -v- New
Products. BASIS FOR MARKETING TACTICS: FORMULATING PLANS, SALES TARGETS, MARKETING BUDGET,
MARKETING SPEND, PRODUCT PRICING, MARKETING BUDGET ALLOCATION, MARKETING IMPLEMENTATION +
CONTROL. MARKETING TACTICS, 1: Sales Targeting, 2: Overall Marketing Mix, 3: Product
Pricing, 4: Marketing Budgets, 5: Marketing Control, Operations, Markets + Trade Cell,
Products, Competitors. MARKETING SUMMARY. MARKETING OBJECTIVES. HISTORIC FINANCIAL DATA :
Historic Balance Sheet, Historic Costs & Margins, Historic Financial Ratios &
Margins, Historic Operational Ratios & Margins. MARKETING STRATEGY DEVELOPMENT
FORECASTS : 2000-2028 : Base Forecast : Best Market Scenario, Base Forecast :
Median Market Scenario, Base Forecast : Worst Market Scenario, Marketing Expenditure,
Market Segmentation, Distribution Channel Improvement, Export Sales Improvement, Fixed
Marketing Cost Objectives, Variable Marketing Cost Objectives, General Marketing Process
Cost Objectives, Distribution & Product Delivery Cost Objectives, Selling Cost
Objectives, Advertising Cost Objectives, Promotional & Pricing Cost Objectives, Sales
Cost Improvement, Promotional Expenditure, Target Markets Development, Product
Positioning, Product Branding + Multi-branding Investment, Sales Personnel + Staff
Improvement. |
|
Note 14 |
PRODUCT + MARKET TARGETS
Product and Market Bases and Targets
2000-2028. MARKET SEGMENTATION, Homogeneous preferences. MARKET ATTRIBUTES,
Concentrated Markets, Un-concentrated Markets, Market Preference : Homogeneous, Market
Preference : Diffused, Market Preference : Clustered, Operations, Markets + Trade Cell,
Products, Competitors, Diffused preferences, Clustered preferences. REQUIREMENTS FOR
EFFECTIVE SEGMENTATION, Measurability, Accessibility, Substantiality. BENEFITS OF
SEGMENTATION. MARKET SEGMENTATION, Market Potential Measurability, Market Accessibility :
Existing Products, Market Accessibility : New Products, Market Substantiality : Existing
Products, Market Substantiality : New Products, Operations, Markets + Trade Cell,
Products, Competitors. MARKET BASES, Geographic segmentation, Demographic segmentation,
Psychographic segmentation, i. Life-style, ii. Personality, iii. Benefits sought, iv.
User status, v. Usage rate. MARKET BASES, Geographic Segmentation, Demographic
Segmentation, Psychographic Segmentation : Customer Factors, Psychographic Segmentation
: Product Usage Factors, Psychographic Segmentation : Market Factors, Operations, Markets
+ Trade Cell, Products, Competitors, vi. Loyalty status, vii. Stages of readiness, viii.
Marketing factors. TARGET MARKETS, Undifferentiated marketing, Differentiated marketing,
A) product modification costs, B) production costs, C) administrative costs, D) inventory
costs, E) promotion costs, Concentrated marketing, Selecting a market targeting strategy,
A) company resources, B) product homogeneity, C) product stage in the life cycle, D)
market homogeneity, E) competitive marketing strategies. MARKET SEGMENT DECISIONS, MARKET
SEGMENT AVAILABILITY, Customer-Prospect Mix Segment, Product-Service Mix Segment,
Sub-market Segment: Present Sales Potential, Sub-market Segment: Future Sales Potential,
Promotional-Distribution Mix Segment, Operations, Markets + Trade Cell, Products,
Competitors. HISTORIC FINANCIAL DATA, Historic Costs & Margins, Financial Ratios &
Margins, Operational Ratios & Margins. PRODUCT + MARKET TARGETS FINANCIAL FORECASTS :
2000-2028
: Base Forecast : Median Market Scenario. MARKETING COSTS FORECAST, Sales costs forecast,
Distribution + handling costs forecast, Advertising costs forecast, After-sales costs
forecast, Total marketing costs forecast. MARKETING MARGINS + RATIOS FORECAST, Profit
ratios forecast, Marketing ratios forecast, Marketing operational ratios forecast,
Marketing factors forecast. Marketing Expenditure, Market Segmentation, Export Sales
Improvement, Distribution & Product Delivery Cost Objectives, Research & Product
Cost Objectives, Target Markets Development, Product Positioning, Overseas Development.
|
MARKET SEGMENTATION
Figures are given by EACH COUNTRY / STATE / REGION
MARKET SEGMENTATION
Pricing - lower price;
Pricing - higher price;
Availability - greater availability;
Availability - reduced availability;
Convenience factors;
Distribution factors;
Customer factors;
Psychographics;
Branding;
Multi-branding;
Market stretching.
PRODUCT SEGMENTATION
Higher quality;
Lower quality;
Performance variances;
Technological & technical factors;
Warranty variances;
Service factor variances;
Product fragmentation.
PRODUCT MIX
Product Strategy and Product Mix Analysis & Evaluation
2000-2028. CONCEPT OF PRODUCTS. PRODUCT CONCEPT, Quality, Features, Styling,
Branding, Packaging, Operations, Markets + Trade Cell, Products, Competitors. PRODUCT-MIX
STRATEGY, Product items - lines - mix, Product-mix characteristics. PRODUCT-MIX QUALITY,
Items in Product Line 1, Items in Product Line 2, Items in Product Line 3, Items in
Product Line 4, Total of all Items in all Product Lines, Operations, Markets + Trade Cell,
Products, Competitors. PRODUCT-MIX ALTERNATIVES. PRODUCT-MIX OPTIMISATION. PRODUCT-MIX
AUDIT, Profit Contribution % in this year, Forecast % Profit Contribution : Year + 1,
Forecast % Profit Contribution : Year + 2, Forecast % Profit Contribution : Year + 3,
Forecast % Profit Contribution : Year + 4, Operations, Markets + Trade Cell, Products,
Competitors. PRODUCT-MIX AUDIT, Profit Estimate % in this year, Forecast % Profit Estimate
: Year + 1, Forecast % Profit Estimate : Year + 2, Forecast % Profit Estimate : Year + 3,
Forecast % Profit Estimate : Year + 4, Operations, Markets + Trade Cell, Products,
Competitors. PRODUCT STRATEGY, High Growth Products, Steady Reinvestment Products, Support
Products, Selective Pruning Products, Venture Products, Operations, Markets + Trade Cell,
Products, Competitors. BRAND STRATEGY. BRAND -v- NO BRANDS DECISIONS. FAMILY -v-
INDIVIDUAL BRAND DECISIONS. Brand extension strategy. Multi-brand strategy. BRAND
STRATEGY, Individual Brand names, Blanket Family Brand names, Separate Family Brand names,
Company Trade name, No Brand names, Operations, Markets + Trade Cell, Products,
Competitors. NEW PRODUCT EXPENDITURE EFFECT FORECASTS. MARKET SEGMENTATION EXPENDITURE
EFFECT FORECASTS: New Product Development, Market Segmentation. HISTORIC FINANCIAL DATA,
Historic Costs & Margins, Financial Ratios & Margins, Operational Ratios &
Margins. PRODUCT MIX FORECASTS : 2000-2028 : Base Forecast : Median Market
Scenario, Research & Product Cost Objectives, Product Positioning, Product Branding +
Multi-branding Investment, New Product & New Technology Cost Scenarios, Product Cost
Improvements, Product Quality Improvement. |
|
Note 15 |
PRODUCT
Figures for the Products are given
by EACH Country / State or Region
by EACH PRODUCT and
by Year 1997 to 2028.
This section provides Market data for each Product or Market Sector in a matrix for all
the countries or states covered by the Report.
PRODUCT DEVELOPMENT
Product Development and Evolution Strategies and Tactics
2000-2028. PRODUCT EVOLUTION, GOMPERTZ ANALYSIS, 1. The Introductory Stage, 2. The
Dynamic Phase, 3. The Maturity Stage. PRODUCT LIFE CYCLE, Stages in the product life
cycle, Product Life Cycles, Rationale for the product life cycle. AVERAGE PRODUCT-LINE
STAGE IN LIFE CYCLE, Introductory, Growth, Maturity, Decline, Obsolescence. PRODUCT
INTRODUCTION, Marketing strategies in the introduction stage, i. A high-profile strategy,
ii. A selective penetration strategy, iii. A preemptive penetration strategy. PRODUCT
GROWTH STAGES, Marketing strategies in the growth stage. STRATEGY FOR PRODUCT
INTRODUCTIONS, High Profile: Product Based, High Profile: Market Based, Selective: Product
Based, Selective: Market Based, Preemptive, Operations, Markets + Trade Cell, Products,
Competitors. PRODUCT GROWTH STAGE STRATEGIES, Product Quality Improvements, New Market
Segmentation, New Distribution, Improved Marketing, Price Adjustments, Operations, Markets
+ Trade Cell, Products, Competitors. PRODUCT MATURITY, Marketing strategies in the mature
stage, i. Market modification, ii. Product modification, a) Strategy of quality
improvement, b) Strategy of feature improvement, c) Strategy of style improvement, iii.
Marketing-mix modification, The dominant versus the trailing firm, i. Strategy of
innovation, ii. Strategy of segmentation & fortification, iii. Confrontation strategy,
iv. Persecution strategy. PRODUCT MATURITY STAGE STRATEGIES, Product Modifications:
Quality, Product Modifications: Features, Market Segmentation, Marketing-Mix
Modifications, Market Extension, Operations, Markets + Trade Cell, Products, Competitors.
COMPETITIVE STRATEGIES, Product Innovation, Market Segmentation & Fortification,
Confrontation, Domination, Competitive niche position, Operations, Markets + Trade Cell,
Products, Competitors. PRODUCT DECLINE, Marketing strategies in the decline stage, i.
Identifying the weak products, ii. Determining marketing strategies, iii. Drop decision.
PRODUCT DECLINE STRATEGIES, Elimination of Products, Harvesting of Products, Product
Reformulation, Market Repositioning, Customer Base Change, Operations, Markets + Trade
Cell, Products, Competitors. NEW PRODUCT CRITERIA, NEW PRODUCT PERCEPTIONS, Shortage of
important new-product ideas, Fragmented markets, Growing social and governmental
constraints, Costliness of new-product development process, High rate of product failure,
Shorter life spans of successful products. NEW PRODUCT RATING, Market Fragmentation, New
Product Stagnation, New Product Life Cycle Limits, New Product Failures, New Product
Costs, Operations, Markets + Trade Cell, Products, Competitors. NEW PRODUCT ORGANISATION,
Product managers, New Product managers, New Product committees, New Product departments,
New Product venture teams. IDEAS GENERATION, SOURCES OF NEW PRODUCT IDEAS, i. Customers,
ii. Technocrats & Specialists, iii. Competitors, iv. Company salesmen and
distributors, v. Top Management. NEW PRODUCT ORGANISATION, Board Responsibility, Senior
Management Responsibility, Middle Management Responsibility, Junior Management
Responsibility, Ad Hoc Responsibility, Operations, Markets + Trade Cell, Products,
Competitors. NEW PRODUCT GENERATION, Executive Responsibility, Senior Management
Responsibility, Middle Management Responsibility, Junior Management Responsibility, Ad Hoc
Responsibility, Operations, Markets + Trade Cell, Products, Competitors. IDEAS DEVICES, i.
Attribute listing, ii. Forced relationships, iii. Morphological analysis, iv.
Brainstorming, v. Operational creativity. PRODUCT SCREENING, Product idea rating devices,
PRODUCT SCREENING CHECKLIST. CONCEPT DECISIONS, Concept development, Product and brand
positioning, Concept testing. BUSINESS ANALYSIS, Estimating future sales, i. ESTIMATING
FIRST TIME SALES, NEW PRODUCT PROFITABILITY, High Immediate Profit, Sustained Profits,
Average Long-Term Profits, Marginal Profitability, High Risk Profit Scenario, Operations,
Markets + Trade Cell, Products, Competitors, ii. ESTIMATING REPLACEMENT OR REPEAT SALES,
Estimating future costs and profits. PRODUCT DEVELOPMENT FACTORS, Prototype development
and consumer testing, Brand Naming, Packaging, i. Performance, ii. Consumer affluence,
iii. Integrated marketing concept, iv. Innovational opportunity. PRODUCT DEVELOPMENT
RATING, Prototype Efficiency, Process Development, Packaging & Distribution,
Marketing-Mix, Customer Service, Operations, Markets + Trade Cell, Products, Competitors.
NEW PRODUCT TESTING, Reasons for test marketing, Procedures for test marketing, i. Test
cities, ii. Which cities, iii. How long should the test run, iv. Information collected
during the test, Product shipments data, Store audits, Consumer panels, Buyer surveys, v.
Action after the test. PRODUCT COMMERCIALISATION, New Plant & Equipment Costs, Process
Costs, Distribution Costs, Sales Costs, Marketing Costs, Operations, Markets + Trade Cell,
Products, Competitors. PRODUCT ADOPTION, Concepts in innovation diffusion, Propositions
about the consumer adoption process, i. Stages in the adoption process, ii. Individual
differences in innovativeness, iii. Role of personal influence, iv. Influence of product
characteristics on the rate of adoption. NEW PRODUCT DIFFUSION, Early Adopters, Heavy
Users, Substantial Target Markets, Deep Customer Bases, Market or Geographic Extensions,
Operations, Markets + Trade Cell, Products, Competitors. HISTORIC FINANCIAL DATA, Historic
Costs & Margins, Financial Ratios & Margins, Historic Operational Ratios &
Margins. PRODUCT DEVELOPMENT FINANCIAL FORECASTS : 2000-2028 : Base Forecast :
Median Market Scenario, New Product Development, Market Segmentation, Quality Improvement,
Product Positioning, Product Branding + Multi-branding Investment, New Product & New
Technology Cost Scenarios. |
PRICING
Product Pricing Decisions and Objectives
2000-2028. PRODUCT PRICING OBJECTIVES. PRICE BASIS, Theoretical pricing model.
PRICING OBJECTIVES, Market Penetration Objectives, Market-Skimming Objectives, Early Cash
Recovery Objectives, Satisfying Objectives, Product-Line Promotion Objectives, Operations,
Markets + Trade Cell, Products, Competitors. Problem of Pricing objectives, i.
Market-penetration objective, ii Market-skimming objective, iii. Early-cash-recovery
objective, iv. Satisfying objective, v. Product-line promotion objective. Problems of
Multiple parties, i. Intermediate customers, ii. Rivals, iii. Suppliers, iv. Government,
v. Other company executives. MULTIPLE PARTY PRICING, Intermediate Customer Considerations,
Rivals Considerations, Suppliers Consideration, Government Considerations, In-House
Considerations, Operations, Markets + Trade Cell, Products, Competitors. Problems of
Marketing-mix interaction. Problems of estimating Demand and Cost functions. PRICING
DECISIONS: Cost-oriented pricing, Markup pricing, iTarget pricing. Demand-oriented
pricing. Price discrimination. Competition-oriented pricing, Going-rate pricing,
iSealed-bid pricing. PRICING MODELS, Cost Oriented : Mark-up Pricing, Cost Oriented :
Target Pricing, Demand Oriented : Price Discrimination, Competition Oriented : Going-Rate
Pricing, Competition Oriented : Sealed or Bid Pricing, Operations, Markets + Trade Cell,
Products, Competitors. PRICE CHANGES: Buyers' reactions to price change, i. Price
elasticity of demand, A) direct attitude survey, B) relationship of price -v- quantity, C)
market test, D) analytic inference, ii. Perceptual factors in buyers' response.
Competitors' reactions to price changes. Decision theory for price changes. COMPETITOR
PRICE REACTION, 1) Market-share maintenance, 2) Margin maintenance. PRODUCT PRICING LOGIC,
Interrelated demand, Interrelated cost, Effect of competition, Alternative product-line
pricing. PRICE CHANGE DECIDERS, Buyers Reaction : Elasticity of Demand, Buyers Reaction :
Perceptual Factors, Competitors Reaction : Price Reduction, Competitors Reaction : No
Reaction, Competitors Reaction : Product Re-positioning, Operations, Markets + Trade Cell,
Products, Competitors. PRODUCT PRICING, Interrelated Demand Based, Interrelated Cost
Based, Competition Based, Product-Line Pricing Based, Model or Price Theory Based,
Operations, Markets + Trade Cell, Products, Competitors. HISTORIC FINANCIAL DATA :
Historic Balance Sheet, Historic Costs & Margins, Historic Financial Ratios &
Margins, Historic Operational Ratios & Margins. PRODUCT PRICING FINANCIAL FORECASTS :
2000-2028
: Base Forecast : Median Market Scenario, Short-Term Price Cutting Effect, Short-Term
Price Increase Effect, Promotional & Pricing Cost Objectives, Research & Product
Cost Objectives, Market Share Building Objectives, Market Share Holding Objectives, Market
Share Harvesting Objectives, Long-Term Product Price Reduction, Long-Term Product Price
Increase, Product Positioning. |
PRODUCT MARKETING
Product Marketing Factors and Issues
2000-2028. CRITICAL FACTORS + PARAMETERS. PRODUCT CRITICAL FACTORS + PARAMETERS,
Product factors, Marketing factors, Producer / supplier factors, Distribution channel /
customer interface factors, Customer factors. TRADE CELL CRITICAL FACTORS + PARAMETERS,
Product factors, Marketing factors, Producer / supplier factors, Distribution channel /
customer interface factors, Customer factors. OPERATIONS CRITICAL FACTORS + PARAMETERS,
Product factors, Marketing factors, Producer / supplier factors, Distribution channel /
customer interface factors, Customer factors. COMPETITOR CRITICAL FACTORS + PARAMETERS,
Product factors, Marketing factors, Producer / supplier factors, Distribution channel /
customer interface factors, Customer factors. MARKET & PRODUCT SEGMENTATION, Product +
market segmentation, Trade cell - product + market segmentation, Operations - product +
market segmentation, Competitor - product + market segmentation. PRODUCT LAUNCH FACTORS,
Adoption rates, Conversion ratios, Sales growth, Product launch data. PRODUCT LAUNCH
FACTORS - PRODUCTS, Adoption rates : product revisions, Adoption rates : new products,
Conversion ratios : product revisions, Conversion ratios : new products, Potential first
year growth : product revisions, Potential first year growth : new products. PRODUCT
LAUNCH FACTORS - TRADE CELL, Adoption rates : product revisions, Adoption rates : new
products, Conversion ratios : product revisions, Conversion ratios : new products,
Potential first year growth : product revisions, Potential first year growth : new
products. PRODUCT LAUNCH FACTORS - OPERATIONS, Adoption rates : product revisions,
Adoption rates : new products, Conversion ratios : product revisions, Conversion ratios :
new products, Potential first year growth : product revisions, Potential first year growth
: new products. PRODUCT LAUNCH FACTORS - COMPETITOR, Adoption rates : product revisions,
Adoption rates : new products, Conversion ratios : product revisions, Conversion ratios :
new products, Potential first year growth : product revisions, Potential first year growth
: new products. MARKETING COSTS: HISTORIC MARKETING COSTS & MARGINS, Sales costs,
Distribution + handling costs, Advertising costs, After-sales costs, Total marketing
costs, Historic marketing cost ratios & margins, Profit ratios, Marketing ratio,
Marketing operational ratios, Marketing costs. MARKETING COSTS FORECAST, Sales costs
forecast, Distribution + handling costs forecast, Advertising costs forecast, After-sales
costs forecast, Total marketing costs forecast, Marketing margins + ratios forecast,
Profit ratios forecast, Marketing ratios forecast, Marketing operational ratios forecast,
Marketing factors forecast. HISTORIC FINANCIAL DATA: Historic Balance Sheet, Historic
Costs & Margins, Historic Financial Ratios & Margins, Historic Operational Ratios
& Margins. PRODUCT MARKETING FINANCIAL FORECASTS : 2000-2028 : Base Forecast :
Median Market Scenario, Marketing Expenditure, New Product Development, Market
Segmentation, Distribution Channel Improvement, Price Cutting Effect, Price Increase
Effect, Quality Improvement, Target Markets Development, Product Branding + Multi-branding
Investment, New Product & New Technology Cost Scenarios, Product Quality Improvement,
Customer Handling Improvements. |
|
Note 16 |
OVERSEAS DEVELOPMENT
Overseas Marketing Development Tactics & Decisions
2000-2028. OVERSEAS ENVIRONMENTS. ECONOMIC ENVIRONMENT, i. Economies classified
according to industrial structure. EXPORT PRODUCT TARGETING, Subsistence Countries,
Raw-Material Exporting Countries, Industrialising Countries, Industrial Countries, High
Technology Countries, Operations, Markets + Trade Cell, Products, Competitors, EXPORT
TARGETING, Subsistence Economy, Raw-Material Exporting Economy, Industrialising Economy,
Industrial Economy, High Technology Economy, Operations, Markets + Trade Cell, Products,
Competitors. ii. Economies classified according to National Incomes. POLITICAL-LEGAL
ENVIRONMENT. CULTURAL ENVIRONMENT. OVERSEAS DECISIONS. EXPORT IMPROVEMENT EFFECT
FORECASTS, Export Sales Improvement. MARKET SELECTION DECISIONS, Estimate of current
market potential, Forecast of future market potential, Forecast of market share, Forecast
of costs and profits, Estimate of rate of return on investment. ENTRY DECISIONS. EXPORT,
Indirect export, Direct export. JOINT VENTURING, Licensing, Contract production,
Management contracting, Joint-ownership ventures. OVERSEAS DEVELOPMENT STRATEGY, Export :
Indirect, Export : Direct, Joint Ventures : Investment Based, Joint Ventures : Local
Investment Based, Direct Investment, Operations, Markets + Trade Cell, Products,
Competitors. MARKET DEVELOPMENT STRATEGY, Import : Indirect, Import : Direct, Joint
Ventures : Investment Based, Joint Ventures : Local Investment Based, Direct Investment,
Operations, Markets + Trade Cell, Products, Competitors. DIRECT INVESTMENT. MULTINATIONAL
MARKETING. MARKETING-MIX DECISIONS. PRODUCT AND PROMOTION, Straight extensions,
Communication adaptation, Product adaptation, Dual adaptation, Product invention. PRICING.
OVERSEAS MARKETING-MIX, Straight Extensions, Communication Adaptation, Product Adaptation,
Dual Adaptation, Product Innovation, Operations, Markets + Trade Cell, Products,
Competitors. DISTRIBUTION CHANNELS. DISTRIBUTION CHANNEL INVESTMENT EFFECT FORECASTS,
Distribution Channel Improvement. ORGANISATION DECISIONS. EXPORT DEPARTMENT. INTERNATIONAL
DIVISION. MULTINATIONAL ORGANISATION. OVERSEAS ORGANISATION, Export Department : Head
Office Based, Export Department : Regionally Based, International Division : Regionally
Based, International Division : Locally Based, Multinational Organisation, Operations,
Markets + Trade Cell, Products, Competitors. MARKET ORGANISATION, Export Department : Head
Office Based, Export Department : Regionally Based, International Division : Regionally
Based, International Division : Locally Based, Multinational Organisation, Operations,
Markets + Trade Cell, Products, Competitors. HISTORIC FINANCIAL DATA, Historic Balance
Sheet, Historic Costs & Margins, Historic Financial Ratios & Margins, Historic
Operational Ratios & Margins. OVERSEAS DEVELOPMENT FINANCIAL SCENARIO FORECASTS :
2000-2028.
Target Markets Development, Overseas Development. |
POTENTIAL OVERSEAS MARKETS
KEY TOWNS & CITIES IN THE DATABASE
|
|
Note 17 |
DISTRIBUTION & CUSTOMER SERVICING COSTS
Order / Instruction Processing Costs;
Distribution Planning & Accounting Costs;
Inventory / Materials Costs;
Packaging & Product Enclosure Costs;
Warehousing & Storage Costs;
In-house Shipping & Transportation Costs;
Outbound Handling Costs;
Distribution Channel & Field Costs;
Receiving Costs;
Inbound Transportation & Handling Costs.
Total Cost of Service.
|
Note 18 |
PHYSICAL DISTRIBUTION + CUSTOMER
HANDLING
Physical Distribution & Customer Handling Logistics
2000-2028. PHYSICAL DISTRIBUTION SYSTEM FLOW CHART. DISTRIBUTION SCOPE.
DISTRIBUTION EFFICIENCY, Distribution Planning & Accounting, Process Management &
Handling, Physical Distribution Efficiency, Point of Sale & Customer Service
Efficiency, Order Handling & Processing, Operations, Markets + Trade Cell, Products,
Competitors. PHYSICAL DISTRIBUTION OBJECTIVES. Level of Service. HISTORIC MARKETING COSTS
& MARGINS, Sales costs, Distribution + handling costs, Advertising costs, After-sales
costs, Total marketing costs, Historic marketing cost ratios & margins, Profit ratios,
Marketing ratio, Marketing operational ratios, Marketing costs. MARKETING COSTS FORECAST,
Sales costs forecast, Distribution + handling costs forecast, Advertising costs forecast,
After-sales costs forecast, Total marketing costs forecast, Marketing margins + ratios
forecast, Profit ratios forecast, Marketing ratios forecast, Marketing operational ratios
forecast, Marketing factors forecast. Cost of service. Service objective. LEVEL + COST OF
SERVICE, Level of Service: Responsiveness, Level of Service: Problem Solving, Level of
Service: Product / Price / Service Factors, Cost of Service: Functional Costs, Cost of
Service: Physical Handling Costs, Operations, Markets + Trade Cell, Products, Competitors.
DISTRIBUTION COSTS, Distribution & Storage Fixed Costs, Distribution & Storage
Variable Costs, Physical Handling & Process Fixed Costs, Physical Handling &
Process Variable Costs, Total Distribution Costs, Operations, Markets + Trade Cell,
Products, Competitors. ALTERNATIVES IN PHYSICAL DISTRIBUTION, Single Location - Single
Market, Single Location, Multiple Markets, i. Direct handling of customers, ii. Bulk
handling / local facility, iii. Part processing / local or remote, iv. Full processing /
local or remote, Multiple Locations - Multiple Markets. PHYSICAL DISTRIBUTION, Single
Location / Single Markets, Single Location / Multiple Markets: Direct Handling, Single
Location / Multiple Markets: Bulk Handling, Single Location / Multiple Markets: Split
Processing, Multiple Location / Multiple Markets, Operations, Markets + Trade Cell,
Products, Competitors. PRODUCT AVAILABILITY DECISIONS, Product Supply & Availability,
i. Supply Timing, ii. Supply Quantity. LOCATION DECISIONS, Types of Location Decisions, i.
Selecting the area, ii. Selecting the site. DISTRIBUTION RESPONSIBILITY, Divided
Authority, Organisational Alternatives. DISTRIBUTION DECISIONS, Product Availability
Timing Efficiency, Product Availability Quantity Efficiency, Locations Efficiency,
Organisational Efficiency, Organisational & Decision Flexibility, Operations, Markets
+ Trade Cell, Products, Competitors. DISTRIBUTION CHANNEL INVESTMENT EFFECT FORECASTS,
Distribution Channel Improvement Scenario. HISTORIC FINANCIAL DATA, Historic Balance
Sheet, Historic Costs & Margins, Historic Financial Ratios & Margins, Historic
Operational Ratios & Margins. DISTRIBUTION + CUSTOMER HANDLING FINANCIAL FORECASTS :
2000-2028
: Fixed Marketing Cost Objectives, Distribution & Product Delivery Cost Objectives,
Order Taking Improvements, Customer / Order Processing Systems Investment, Systems
Investment, Profit Impact From Distribution Cost Reduction, Profit Impact From Customer
Handling Cost Reduction Balance Sheet, Operational Costs + Margins, Ratios Forecast,
Capital Investments Options: Distribution / Handling, Capital Investments Options:
Customer Handling Systems Balance Sheet, Operational Costs + Margins, Ratios Forecast,
Customer Handling Improvements. |
PHYSICAL DISTRIBUTION OBJECTIVES
Scope of Physical Distribution.
Physical Distribution Objectives.
Level of Service.
Locations & Markets Objectives.
Distribution Strategy Alternatives.
Inventory Decisions.
Location Type Decisions.
Organisational Decisions & Alternatives.
|
Note 19 |
COMPARATIVE ADVERTISING
Dynamic Advertising Issues.
Sales Decay.
Market Saturation.
Sales Response.
Advertising Efficiency.
Advertising Modelling.
Message Evaluation.
Advertising Timing Patterns.
Industry Advertising Norms:
Sales Response.
Advertising Communication.
Advertising Perception.
Advertising Exposure.
Media & Advertising Vehicles.
Media Distribution.
Industry Cost Norms:
Direct Advertising.
Media Advertising.
Promotional Advertising.
POS & Distribution Channel Media.
Advertising Print Costs.
|
Note 20 |
NEW PRODUCT DATA COMPARISONS
INDUSTRY EXPENDITURE
New Product and Product Revision Expenditure is given |
by EACH COUNTRY / STATE / REGION
by YEAR:-
New Product Investments
New Product Expenditure in previous 3
years
New Product Technology in previous 3 years
New Product Expenditure during next 3 - 6
years
New Product Technology during next 3 - 6 years
New Product Expenditure during next 6 - 9
years
New Product Technology during next 6 - 9 years
PRODUCT LAUNCH / REVISION DATA
ADOPTION RATES :
PRODUCT REVISIONS + NEW PRODUCTS / CONVERSION RATIOS :
PRODUCT REVISIONS + NEW PRODUCTS / POTENTIAL FIRST YEAR GROWTH:
REVISIONS + NEW PRODUCTS
NEW PRODUCT INVESTMENT
The figures represent investment in Research and Development into New Products (in terms
of Products and Services) and other applications of Technology used for the Products and
Services offered in the market/s. The term 'Technology' denotes Technology, Techniques,
Improvements, Substitutions and other factors applied to the Products offered by the
industry.
|
Note 21 |
NEW PROCESS TECHNOLOGY INVESTMENT DATA
INDUSTRY EXPENDITURE
New technology investments.
Process Technology in previous 3 years.
Process Technology during next 3 - 6 years.
Process Technology during next 6 - 9 years.
Automation Technology in previous 3 years.
Automation Technology during next 3 - 6 years.
Automation Technology during next 6 - 9 years
PRODUCTION TECHNOLOGY INVESTMENT
The term 'Production Technology' denotes Technologies, Techniques, Processes, Automation,
Mechanics, et cetera, which are applied to the process, production or other manufacturing
operations of the industry.
NEW TECHNOLOGY
New Technology Development and Adoption
2000-2028. TECHNOLOGY INNOVATION, Uncertainty of Technological Innovation. NEW
TECHNOLOGY RISK, Feasibility, Uniqueness, Future Development, Process Efficiency, Pay-back
Certainty, Operations, Markets + Trade Cell, Products, Competitors, Cost of Innovation.
TECHNOLOGY DIFFUSION, Prime Adopters, Primary adopters, Secondary adopters, Tertiary
adopters, Inert adopters, Selective Exposure, Selective Perception, Selective Retention.
NEW TECHNOLOGY ADOPTION, Fixed Technology Spend, Technology Innovation Goals, Technology
Evaluation Goals, Ad Hoc Technology Innovation, No Technology Goals, Operations, Markets +
Trade Cell, Products, Competitors. PRODUCT TECHNOLOGY, Technology evolution, Technology
development. TECHNOLOGY DECISIONS, New Technology Evolution, Obsolete Technology
Replacement, Technology Diversification, Technology Utilisation, Competitive Technology
Adoption, Operations, Markets + Trade Cell, Products, Competitors, Management decisions.
TECHNOLOGY INITIATIVES, Internal Development, Joint Ventures, Licensing, Purchase, Ad Hoc,
Operations, Markets + Trade Cell, Products, Competitors. TECHNOLOGY SCREENING, Formal
Technology Targets, Informal Technology Targets, Senior Management Responsibility, Middle
Management Responsibility, Ad Hoc Screening, Operations, Markets + Trade Cell, Products,
Competitors. TECHNOLOGY COSTING, TECHNOLOGY IMPLEMENTATION. TECHNOLOGY IMPACT, New
Technology Operation Criteria, New Technology Performance, New Technology Durability, New
Technology Reliability, New Technology Longevity, Operations, Markets + Trade Cell,
Products, Competitors. NEW TECHNOLOGY FUNDING, Costs Funded from Reserves, Costs Funded
from Profits, Costs Funded from Cash-Flow, Costs Funded from Equity, Costs Funded from
Loans, Operations, Markets + Trade Cell, Products, Competitors. TECHNOLOGY IMPLEMENTATION,
Technology Security, Technology Duration, Technology Cost Elasticity, Technology
Lead-Times, Technology Supply Factors, Operations, Markets + Trade Cell, Products,
Competitors. HISTORIC FINANCIAL DATA, Historic Costs & Margins, Financial Ratios &
Margins, Operational Ratios & Margins. NEW TECHNOLOGY FINANCIAL FORECASTS :
2000-2028
: Base Forecast : Median Market Scenario, New Product Development, New Technology
Investment, Customer / Order Processing Systems Investment, Systems Investment, Materials
& Energy Cost Scenarios, Plant & Equipment Cost Scenarios, New Product & New
Technology Cost Scenarios, Profit Impact From Process Cost Reduction, Capital Investments
Options: Process Plant & Equipment Balance Sheet, Operational Costs + Margins, Ratios
Forecast. |
|
Note 22 |
INDUSTRY NEW PLANT + EQUIPMENT DATA
INDUSTRY STRUCTURE
New production & process investments.
Plant & equipment in use: less than depreciation.
Plant & equipment investments: equal to depreciation.
Plant & equipment investments: greater than depreciation.
INDUSTRY CAPITAL EXPENDITURE STRUCTURE
Total capital expenditure.
Plant & equipment.
Buildings & structures:
Other expenditure.
|
Note 23 |
COMPETITIVE ANALYSIS
COMPETITOR PHYSICAL PROCESS CONSIDERATIONS: physical process difficulties; physical
process capacity; physical capacity; flexibility of plant and equipment; ability to vary
the product range; age of plant and equipment
COMPETITOR SUPPLIES CONSIDERATIONS: materials and supplies purchasing and sourcing stock
levels and inventories of materials and supplies; dependence on sub-contractors and
outside workers; buying influence and purchasing power
COMPETITOR MANPOWER CONSIDERATIONS: manpower and labour availability; labour and union
relations; wage rises and wage demands; payroll levels in relation to competitors;
salaried staff remunerations relative to competitors; technical capabilities of staff
COMPETITOR COSTS & MARGIN CONSIDERATIONS: process stock and inventory levels;
flexibility of variable costs; adaptability of fixed costs; variability of manpower and
staff costs; direct costs relative to major competitors; research and development and
product development costs
COMPETITOR PRODUCT CONSIDERATIONS: product quality; product specifications; product design
and utility; product operating criteria and operating benefits; product efficiency and
performance; product reliability and integrity; product longevity and shelf life; product
life cycle and obsolescence; degree of product customisation and flexibility; product
technology and technological advantage; product interchangeability and usage
COMPETITOR MANAGEMENT STRENGTHS: management strengths of senior corporate officers;
effectiveness of process managers; performance of sales and marketing managers; efficiency
of administration managers; aptitude of technical and research and development staff;
reliability of personnel managers
COMPETITOR CORPORATE CONSIDERATIONS: upstream integration and economies of scale;
downstream integration and benefits; captive distribution channels; dependence on other
companies for supplies; dependence on other distribution channels to the market;
dependence on other marketing activity for sales support; dependence on customers
COMPETITOR DISTRIBUTION CHANNEL CONSIDERATIONS: warehousing and handling; packing and
packaging; distribution network activities; stock availability; backlogs
COMPETITOR CUSTOMER CONSIDERATIONS: geographic location of the customer base; dependence
on discrete customer bases; captive and assured customer base; concentration of customers;
frequency of product usage; size and volume of average turnover; customer servicing
relative to competitors; seasonality of demand and customer purchases
COMPETITOR MARKETING CONSIDERATIONS: advertising and sales promotion posture and activity;
total marketing costs; sales promotion costs; salesforce and selling costs and expenses;
advertising costs
COMPETITOR CONSIDERATIONS: competitors' pricing policies and posture; sensitivity to
economic conditions; marketing spend relative to competitors; aggressiveness of
competitors' policies and postures; entry of new competitors into the market; prices at
company sales price; recent price increases at company level; prices at retail or end
users sales price; market share
RELATIVE REPUTATION: general customer awareness of the company and its products; overall
reputation; status of products; ranking of product quality; standing of service provided;
position of customer handling and interface
RELATIVE PROMOTIONAL ACTIVITY: rating of overall sales promotion activity; comprehension
of advertising posture and the advertising message; effectiveness of sales personnel,
salesforce and ancillary staff; lucidity of sales literature and print
RELATIVE PRODUCT AVAILABILITY: rating of product general availability; acceptability of
product specifications; satisfaction with on-time delivery performance; assurance of
complete order delivery performance; competence of order handling and order taking;
ability to supply products as contracted
RELATIVE TECHNICAL COMPETENCE: rating of general technical competence; technical expertise
and efficacy amongst staff; application of product technology; conciseness of product
documentation and instructions; level of product reject or return rates; status of general
after-sales service competence and performance
RELATIVE MARKETING FACTORS: perception of product pricing; ranking of technical
superiority; fulfillment of service undertakings and the quality of service provided;
assurance of promptness; record of service promptness and delivery; satisfaction with
service levels; general ease of service use and procedures used; contentment with service
convenience, scheduling and off-take; perception of the distribution network system and
its efficiency; customer handling, flexibility and willingness to co-operate; equity of
terms of trading and contractual considerations
RELATIVE STAFF PERFORMANCE: initial contact and responsiveness; contact with order
handling staff; negotiations with sales and marketing personnel; contact with
administration and account staff; interface with technical and specialist managers and
staff; performance of service personnel
RELATIVE CORPORATE CONSIDERATIONS: relative upstream integration; perceptions of
downstream integration; performance of captive distribution channels; reliance on other
companies; Utilisation of other distribution; benefits of other marketing activity;
capture and dominance of specific customer bases
RELATIVE DISTRIBUTION CHANNEL CONSIDERATIONS: efficiency of warehousing and handling;
quality and attractiveness of packing and packaging; performance of overall distribution
activities; general stock availability; overall backlogs
RELATIVE CUSTOMER CONSIDERATIONS: geographic location and spread of the customer base;
captiveness of existing customer bases; loyalty of the existing customer base; relative
concentration of customers; frequency of average customer purchases; average size and
turnover of customer service requirements; general level of customer servicing;
seasonality of customer demand for products
RELATIVE PROMOTIONAL CONSIDERATIONS: general advertising and sales promotion message;
marketing spend, Utilisation and sales decay; specific sales promotions and activity;
salesforce effectiveness and performance; advertising efficiency
RELATIVE COMPETITOR CONSIDERATIONS: Overall pricing policy and its effectiveness; general
sensitivity to the economic climate and conditions; overall competitive marketing effort;
reaction to competitors' policies and activities; general reaction to the market entry of
competitors; attractiveness of base pricing; ability to cope with and react to pricing
increases; overall competitiveness of end users sales pricing; general relative market
share
COMPETITOR PRODUCTION CONSIDERATIONS: Production & process difficulties, manufacturing
capacity, unit production capacity, flexibility of production plant, ability to vary
product range, age of plant & equipment
COMPETITOR SUPPLIES CONSIDERATIONS: Materials acquisition & sources, materials stock
levels, dependence on sub-contractors, buying influence
COMPETITOR MANPOWER CONSIDERATIONS: Manpower availability, labour relations, pressure of
wage rises, relative payroll levels, relative salary levels, technical capabilities
COMPETITOR COSTS & MARGIN CONSIDERATIONS: Stock levels, variable costs, fixed costs,
payroll costs, direct costs relative to competitors, R + D / product development
costs
COMPETITOR PRODUCT CONSIDERATIONS: Quality, product specifications, design, operating
criteria, product efficiency, product reliability, product longevity, product life cycle,
product customisation, product technology, product usage
COMPETITOR MANAGEMENT STRENGTHS: Management strengths: senior corporate officers,
management strengths: production staff, management strengths: sales & marketing staff,
management strengths: administration staff, management strengths: technical & R+D
staff, management strengths: personnel staff
COMPETITOR CORPORATE CONSIDERATIONS: Upstream integration, downstream integration, captive
distribution channels, dependence on other manufacturers, dependence on other
distributors, dependence on other marketing, dependence on customers
COMPETITOR DISTRIBUTION CONSIDERATIONS: Warehousing & handling, packing &
packaging, distribution, stock availability, order backlog
COMPETITOR CUSTOMER CONSIDERATIONS: Location of customers, dependence on customer base,
captive customer base, concentration of purchases, purchase frequency, order size,
relative customer servicing, seasonality of demand
COMPETITOR MARKETING CONSIDERATIONS: Advertising & sales promotion, marketing costs,
sales promotion costs, selling costs, advertising costs
COMPETITOR CONSIDERATIONS: Competitors' pricing policy, sensitivity to economic
conditions, relative marketing spend, competitors' aggressiveness, entry of new
competitors, prices at MSP, price increases at MSP, prices at RSP, market share
RELATIVE REPUTATION: Overall awareness by customers, overall reputation, reputation of
products, reputation of product quality, reputation of service provided, reputation of
customer handling
RELATIVE PROMOTIONAL ACTIVITY: Rating of overall sales promotion activity, rating of
advertising, rating of sales personnel, rating of sales print
RELATIVE PRODUCT AVAILABILITY: Rating of product availability, rating of product
specifications, rating of on-time delivery, rating of complete order delivery, rating of
order handling, rating of ability to supply
RELATIVE TECHNICAL COMPETENCE: Rating of technical competence, rating of technical
awareness, rating of product technology, rating of product documentation, rating of
product returns, rating of after-sales services
RELATIVE MARKETING FACTORS: Perception of product prices, technical superiority, service
factors, prompt delivery, whole order delivery, stock levels, ordering procedures,
delivery convenience, the delivery system, flexibility of customer handling, perceptions
of terms of trading
RELATIVE STAFF PERFORMANCE: Initial contact, order handling staff, sales staff,
administration staff, specialist staff, service personnel
RELATIVE CORPORATE CONSIDERATIONS: Upstream integration, downstream integration, captive
distribution channels, reliance on other manufacturers, utilisation of other distributors,
benefits of other marketing, captive customer bases
RELATIVE DISTRIBUTION CONSIDERATIONS: Warehousing & handling, packing & packaging,
distribution, stock availability, order backlog
RELATIVE CUSTOMER CONSIDERATIONS: Location of customers, captiveness of the customer base,
customer base loyalty, concentration of purchases, purchase frequency, order size,
customer servicing, seasonality
RELATIVE PROMOTIONAL CONSIDERATIONS: Advertising & sales promotion, marketing, sales
promotion, salesforce, advertising
RELATIVE COMPETITOR CONSIDERATIONS: Pricing policy, economic conditions, relative
marketing effort, reaction to competitors, new competitors, prices at MSP, price
increases, prices at RSP, market share
|
Note 24 |
COMPETITIVE SITUATION
This Data is given for 15 of the Company's Named Competitors.
In addition the analysis is made in 16 National Markets which are important to the
Company.
COMPETITOR PERFORMANCE: RELATIVE CREDIBILITY: Competitor Level, Branch/Outlet Level,
Competitor Managers, Competitor Staff, Specialist Competitor Staff, Competitor Contracts
& Documentation, Competitor Advertising.
RELATIVE
CUSTOMER CONFIDENCE: Competitor Level, Branch/Outlet Level, Competitor Managers,
Competitor Staff, Specialist Competitor Staff, Competitor Contracts & Documentation,
Competitor Advertising.
RELATIVE REPUTATION: Competitor Level, Branch/Outlet Level,
Competitor Managers, Competitor Staff, Specialist Competitor Staff.
RELATIVE STAFF EFFICIENCY: Competitor Level, Branch/Outlet
Level, Competitor Managers, Competitor Staff, Specialist Competitor Staff, Contracts &
Documentation, Problem Solving.
RELATIVE STAFF PERFORMANCE: Competitor Level, Branch/Outlet
Level, Competitor Managers, Competitor Staff, Specialist Competitor Staff, Contracts &
Documentation, Overall Customer Handling.
RELATIVE STAFF INTEGRITY: Competitor Level, Branch/Outlet
Level, Competitor Managers, Competitor Staff, Specialist Competitor Staff, Contracts &
Documentation, Advertising & Promotions.
RELATIVE TRUTH & HONESTY: Competitor Level, Branch/Outlet
Level, Competitor Managers, Competitor Staff, Specialist Competitor Staff, Contracts &
Documentation, Advertising & Promotions.
RELATIVE WRITTEN COMMUNICATIONS: Competitor Level,
Branch/Outlet Level, Competitor Managers, Competitor Staff, Specialist Competitor Staff,
Contractual, Correspondence.
RELATIVE VERBAL CONTACT: Competitor Level, Branch/Outlet
Level, Competitor Managers, Competitor Staff, Specialist Competitor Staff.
RELATIVE CUSTOMER HANDLING: Competitor Level, Branch/Outlet
Level, Competitor Managers, Competitor Staff, Specialist Competitor Staff.
RELATIVE CUSTOMER COMPLAINT HANDLING: Competitor Level,
Branch/Outlet Level, Competitor Managers, Competitor Staff, Specialist Competitor Staff.
RELATIVE CUSTOMER PROBLEM SOLVING: Competitor Level,
Branch/Outlet Level, Competitor Managers, Competitor Staff, Specialist Competitor Staff.
RELATIVE CUSTOMER COMPREHENSION OF PRODUCT: Competitor Level,
Branch/Outlet Level, Competitor Managers, Competitor Staff, Specialist Competitor Staff.
RELATIVE CUSTOMER AWARENESS OF PRODUCT: Competitor Level,
Branch/Outlet Level, Competitor Managers, Competitor Staff, Specialist Competitor Staff.
RELATIVE CUSTOMER CONFIDENCE IN PRODUCT: Competitor Level,
Branch/Outlet Level, Competitor Managers, Competitor Staff, Specialist Competitor Staff.
RELATIVE CUSTOMER SERVICE: Competitor Level, Branch/Outlet
Level, Competitor Managers, Competitor Staff, Specialist Competitor Staff, Contracts &
Documentation.
RELATIVE INITIAL CUSTOMER RESPONSE: Competitor Level,
Branch/Outlet Level, Competitor Managers, Competitor Staff, Specialist Competitor Staff.
RELATIVE INFORMATION FOR CUSTOMERS: Competitor Level,
Branch/Outlet Level, Competitor Managers, Competitor Staff, Specialist Competitor Staff.
RELATIVE PROMOTIONAL ACTIVITY: Competitor Level,
Branch/Outlet Level.
RELATIVE ADVERTISING POSTURE: Competitor Level, Branch/Outlet
Level.
RELATIVE CONTRACT DOCUMENTATION: Competitor Level,
Branch/Outlet Level.
COMPETITOR CUSTOMER SURVEY: Current purchasing criteria, future trends in purchasing
criteria, price sensitivity, the availability -v- price question, the quality -v- price
question, product awareness, reaction to advertising and sales promotion, reaction to POS
and merchandising, satisfaction with product quality, satisfaction with product design,
satisfaction with product availability, satisfaction with existing products and services,
satisfaction with existing retail operations, satisfaction with retail outlet levels,
satisfaction with existing methods of supply, satisfaction with the product package,
satisfaction with product design
COMPETITOR PRODUCT FACTORS: Quality; approvals; design factors / design specifications;
physical criteria / physical parameters; R+D costs / development costs / customisation;
technology / technology factors & development; product life / longevity; performance /
product efficiency / product integrity; reliability / product failure / product defects;
operating criteria / product operation or usage; probability of technical development /
technical; product life cycle / product obsolescence
COMPETITOR MARKETING FACTORS: Distribution / warehousing / handling costs; costs/prices at
supplier sale price; costs/prices at end user / retail sale price; stock availability /
lead times / delivery; sales promotion & sales costs; advertising posture &
advertising costs; competition / competitors' aggressiveness & posture; market share /
relative market shares; seasonality / cyclical demand / demand fluctuations; sensitivity
to economic climate & conditions; after-sales factors
COMPETITOR SUPPLIER FACTORS: Processing / production / handling facilities & capacity;
processing/ handling capacity / flexibility of plant; dependence on sub-contractors /
in-house supplies; technical capabilities / new product developments; technological
aptitude & innovations; other capacity; own buying influence / economies of scale;
alternative suppliers base; commitment/capacity of other suppliers; price advantages &
pricing amongst other suppliers; conditions of sale / terms of trading
COMPETITOR DISTRIBUTION / CUSTOMER INTERFACE FACTORS: Technical / marketing capabilities
& capacity; distribution facilities & manpower availability; commitment to other
suppliers; sales volumes / turnover required; margins / added value; captive customer base
/ customers handled; area/s serviced and geographic coverage; sales promotion /
advertising / salesforce; effects on existing products & customer base; cash-flow
requirements of distribution channel; capital requirements
COMPETITOR CUSTOMER FACTORS: Propensity to consume / demand factors; product purchase
background / past product purchase; purchasing criteria - commercial; purchasing criteria
- motivational; purchase price / acquisition costs / product costs; DMU susceptibility /
customer awareness
|
Note 25 |
PRODUCT PERCEPTIONS
This Data is given for 15 of the Company's Products, Product Groups & Sectors. In
addition the analysis is made in 16 National Markets which are important to the Company.
PRODUCT END USER SURVEYS
Current purchasing criteria; purchasing criteria - future trends; buying patterns;
frequency of purchase/s; satisfaction with existing products and services; satisfaction
with existing suppliers & sources; satisfaction with existing methods of supply &
distribution; satisfaction with suppliers' ability to supply; satisfaction with
availability of products; satisfaction with quality of products purchased; satisfaction
with promptness of supply; satisfaction with acquisition & specification procedures;
satisfaction with terms of trading; satisfaction with after-sales service received;
satisfaction with availability of products + services; satisfaction with general &
other assistance received; satisfaction with documentation / instructions; supplier
loyalty; direct purchases from suppliers; the availability -v- price question; the quality
-v- price question; frequency of purchase; purchase procedures; method of payment;
attitudes towards established products; attitudes towards foreign suppliers &
products; reactions to advertising and sales promotion; product success / failure rates;
product success / failure rates during testing; product success / failure rate over time;
person/s initiating decision to purchase / repurchase; person/s initiating decision to
increase level of purchases; person/s initiating decision to introduce new products or
suppliers; person/s deciding what products or suppliers are required; person/s preparing
specifications for purchases; person/s evaluating applications and purchases; person/s
surveying suppliers and seeking quotations; person/s negotiating terms with potential
suppliers; person/s deciding which supplier gets the order/s; person/s monitoring results
of purchases.
PRODUCT BUYERS SURVEYS : DECISION MAKER
Person/s initiating decision to remain with suppliers; person/s initiating decision to
increase amounts purchased; person/s initiating decision to introduce new products or
suppliers; person/s deciding what products are to be carried; person/s preparing orders /
specifications for purchases; person/s evaluating products or suppliers available;
person/s surveying suppliers and seeking quotations; person/s negotiating terms with
suppliers; person/s approving / authorising order/s; person/s monitoring results of
purchases and sales.
THE CONSUMER OR BUYER LEVEL:
The Buyer Profile is given as a matrix
BY YEAR and by:-
AGE GROUP: Up to 19; 20 - 24; 25 - 34; 35 - 44; 45 - 54; 55 - 64; 65 and over.
SOCIAL CLASS: A : Upper Middle Class :Higher managerial,
administrative
B : Middle Class :Intermediate managerial
C1 : Lower Middle Class : Supervisor or clerical
C2 : Skilled Working Class : Skilled manual workers
D : Working Class : Semi- and unskilled manual workers
E : Others
LOCATION: By Region and Major Urban Conurbation.
PRODUCT DISTRIBUTION CHANNELS SURVEYS
Source of supply; satisfaction with availability of advertising support & pos; current
purchasing criteria; purchasing criteria - future trends; buying patterns; frequency of
purchase/s; satisfaction with existing products and services; satisfaction with existing
suppliers & sources; satisfaction with existing methods of supply & distribution;
satisfaction with suppliers' ability to supply; satisfaction with availability of
products; satisfaction with quality of products purchased; satisfaction with promptness of
supply; satisfaction with acquisition & specification procedures; satisfaction with
terms of trading; satisfaction with after-sales service received; satisfaction with
availability of products + services; satisfaction with general & other assistance
received; satisfaction with documentation / instructions; supplier loyalty; direct
purchases from suppliers; the availability -v- price question; the quality -v- price
question; frequency of purchase; purchase procedures; mode of ordering by clients; service
area; mode of payment; discounts offered; sales promotional activities to their clients;
sales promotional activities mix; suppliers sales promotion most influencing; financing;
problems with products; experiences of product reject claims; satisfaction with own
ability to supply; method of payment; attitudes towards established products; attitudes
towards foreign suppliers & products; reactions to advertising and sales promotion;
product success / failure rates; product success / failure rates during testing; product
success / failure rate over time.
PRODUCT COMPANY + INDUSTRY PERFORMANCE
COMPANY PERFORMANCE: CREDIBILITY: Company Level, Branch/Outlet Level, Company Managers,
Company Staff, Specialist Company Staff, Company Contracts & Documentation, Company
Advertising.
CUSTOMER CONFIDENCE: Company Level, Branch/Outlet Level, Company Managers, Company Staff,
Specialist Company Staff, Company Contracts & Documentation, Company Advertising.
REPUTATION: Company Level, Branch/Outlet Level, Company Managers, Company Staff,
Specialist Company Staff.
STAFF EFFICIENCY: Company Level, Branch/Outlet Level, Company Managers, Company Staff,
Specialist Company Staff, Contracts & Documentation, Problem Solving.
STAFF PERFORMANCE: Company Level, Branch/Outlet Level, Company Managers, Company Staff,
Specialist Company Staff, Contracts & Documentation, Overall Customer Handling.
STAFF INTEGRITY: Company Level, Branch/Outlet Level, Company Managers, Company Staff,
Specialist Company Staff, Contracts & Documentation, Advertising & Promotions.
TRUTH & HONESTY: Company Level, Branch/Outlet Level, Company Managers, Company Staff,
Specialist Company Staff, Contracts & Documentation, Advertising & Promotions.
WRITTEN COMMUNICATIONS: Company Level, Branch/Outlet Level, Company Managers, Company
Staff, Specialist Company Staff, Contractual, Correspondence.
VERBAL CONTACT: Company Level, Branch/Outlet Level, Company Managers, Company Staff,
Specialist Company Staff.
CUSTOMER HANDLING: Company Level, Branch/Outlet Level, Company Managers, Company Staff,
Specialist Company Staff.
CUSTOMER COMPLAINT HANDLING: Company Level, Branch/Outlet Level, Company Managers, Company
Staff, Specialist Company Staff.
CUSTOMER PROBLEM SOLVING: Company Level, Branch/Outlet Level, Company Managers, Company
Staff, Specialist Company Staff.
CUSTOMER COMPREHENSION OF PRODUCT: Company Level, Branch/Outlet Level, Company Managers,
Company Staff, Specialist Company Staff.
CUSTOMER AWARENESS OF PRODUCT: Company Level, Branch/Outlet Level, Company Managers,
Company Staff, Specialist Company Staff.
CUSTOMER CONFIDENCE IN PRODUCT: Company Level, Branch/Outlet Level, Company Managers,
Company Staff, Specialist Company Staff.
CUSTOMER SERVICE: Company Level, Branch/Outlet Level, Company Managers, Company Staff,
Specialist Company Staff, Contracts & Documentation.
INITIAL CUSTOMER RESPONSE: Company Level, Branch/Outlet Level, Company Managers, Company
Staff, Specialist Company Staff.
INFORMATION FOR CUSTOMERS: Company Level, Branch/Outlet Level, Company Managers, Company
Staff, Specialist Company Staff.
PROMOTIONAL ACTIVITY: Company Level, Branch/Outlet Level.
ADVERTISING POSTURE: Company Level, Branch/Outlet Level.
CONTRACT DOCUMENTATION: Company Level, Branch/Outlet Level.
|
Note 26 |
CUSTOMER PERCEPTIONS
This Data is given for 15 of the Company's Products, Product Groups & Sectors. In
addition the analysis is made in 16 National Markets which are important to the Company.
CORPORATE CUSTOMER END USER SURVEYS
Current purchasing criteria; purchasing criteria - future trends; buying patterns;
frequency of purchase/s; satisfaction with existing products and services; satisfaction
with existing suppliers & sources; satisfaction with existing methods of supply &
distribution; satisfaction with suppliers' ability to supply; satisfaction with
availability of products; satisfaction with quality of products purchased; satisfaction
with promptness of supply; satisfaction with acquisition & specification procedures;
satisfaction with terms of trading; satisfaction with after-sales service received;
satisfaction with availability of products + services; satisfaction with general &
other assistance received; satisfaction with documentation / instructions; supplier
loyalty; direct purchases from suppliers; the availability -v- price question; the quality
-v- price question; frequency of purchase; purchase procedures; method of payment;
attitudes towards established products; attitudes towards foreign suppliers &
products; reactions to advertising and sales promotion; product success / failure rates;
product success / failure rates during testing; product success / failure rate over time;
person/s initiating decision to purchase / repurchase; person/s initiating decision to
increase level of purchases; person/s initiating decision to introduce new products or
suppliers; person/s deciding what products or suppliers are required; person/s preparing
specifications for purchases; person/s evaluating applications and purchases; person/s
surveying suppliers and seeking quotations; person/s negotiating terms with potential
suppliers; person/s deciding which supplier gets the order/s; person/s monitoring results
of purchases.
CORPORATE BUYERS SURVEYS : DECISION MAKER
Person/s initiating decision to remain with suppliers; person/s initiating decision to
increase amounts purchased; person/s initiating decision to introduce new products or
suppliers; person/s deciding what products are to be carried; person/s preparing orders /
specifications for purchases; person/s evaluating products or suppliers available;
person/s surveying suppliers and seeking quotations; person/s negotiating terms with
suppliers; person/s approving / authorising order/s; person/s monitoring results of
purchases and sales.
CORPORATE CONSUMER OR BUYER LEVEL:
The Buyer Profile is given as a matrix BY YEAR and by:-
AGE GROUP: Up to 19; 20 - 24; 25 - 34; 35 - 44; 45 - 54; 55 - 64; 65 and
over.
SOCIAL CLASS: A : Upper Middle Class : Higher
managerial, administrative
B : Middle Class : Intermediate managerial
C1 : Lower Middle Class : Supervisor or clerical
C2 : Skilled Working Class : Skilled manual workers
D : Working Class : Semi- and unskilled manual workers
E : Others
LOCATION: By Region and Major Urban Conurbation.
CORPORATE CUSTOMER DISTRIBUTION CHANNELS SURVEYS
Source of supply; satisfaction with availability of advertising support & pos; current
purchasing criteria; purchasing criteria - future trends; buying patterns; frequency of
purchase/s; satisfaction with existing products and services; satisfaction with existing
suppliers & sources; satisfaction with existing methods of supply & distribution;
satisfaction with suppliers' ability to supply; satisfaction with availability of
products; satisfaction with quality of products purchased; satisfaction with promptness of
supply; satisfaction with acquisition & specification procedures; satisfaction with
terms of trading; satisfaction with after-sales service received; satisfaction with
availability of products + services; satisfaction with general & other assistance
received; satisfaction with documentation / instructions; supplier loyalty; direct
purchases from suppliers; the availability -v- price question; the quality -v- price
question; frequency of purchase; purchase procedures; mode of ordering by clients; service
area; mode of payment; discounts offered; sales promotional activities to their clients;
sales promotional activities mix; suppliers sales promotion most influencing; financing;
problems with products; experiences of product reject claims; satisfaction with own
ability to supply; method of payment; attitudes towards established products; attitudes
towards foreign suppliers & products; reactions to advertising and sales promotion;
product success / failure rates; product success / failure rates during testing; product
success / failure rate over time.
CORPORATE PERFORMANCE
COMPANY PERFORMANCE: CREDIBILITY: Company Level, Branch/Outlet Level, Company Managers,
Company Staff, Specialist Company Staff, Company Contracts & Documentation, Company
Advertising.
CUSTOMER CONFIDENCE: Company Level, Branch/Outlet Level, Company Managers, Company Staff,
Specialist Company Staff, Company Contracts & Documentation, Company Advertising.
REPUTATION: Company Level, Branch/Outlet Level, Company Managers, Company Staff,
Specialist Company Staff.
STAFF EFFICIENCY: Company Level, Branch/Outlet Level, Company Managers, Company Staff,
Specialist Company Staff, Contracts & Documentation, Problem Solving.
STAFF PERFORMANCE: Company Level, Branch/Outlet Level, Company Managers, Company Staff,
Specialist Company Staff, Contracts & Documentation, Overall Customer Handling.
STAFF INTEGRITY: Company Level, Branch/Outlet Level, Company Managers, Company Staff,
Specialist Company Staff, Contracts & Documentation, Advertising & Promotions.
TRUTH & HONESTY: Company Level, Branch/Outlet Level, Company Managers, Company Staff,
Specialist Company Staff, Contracts & Documentation, Advertising & Promotions.
WRITTEN COMMUNICATIONS: Company Level, Branch/Outlet Level, Company Managers, Company
Staff, Specialist Company Staff, Contractual, Correspondence.
VERBAL CONTACT: Company Level, Branch/Outlet Level, Company Managers, Company Staff,
Specialist Company Staff.
CUSTOMER HANDLING: Company Level, Branch/Outlet Level, Company Managers, Company Staff,
Specialist Company Staff.
CUSTOMER COMPLAINT HANDLING: Company Level, Branch/Outlet Level, Company Managers, Company
Staff, Specialist Company Staff.
CUSTOMER PROBLEM SOLVING: Company Level, Branch/Outlet Level, Company Managers, Company
Staff, Specialist Company Staff.
CUSTOMER COMPREHENSION OF PRODUCT: Company Level, Branch/Outlet Level, Company Managers,
Company Staff, Specialist Company Staff.
CUSTOMER AWARENESS OF PRODUCT: Company Level, Branch/Outlet Level, Company Managers,
Company Staff, Specialist Company Staff.
CUSTOMER CONFIDENCE IN PRODUCT: Company Level, Branch/Outlet Level, Company Managers,
Company Staff, Specialist Company Staff.
CUSTOMER SERVICE: Company Level, Branch/Outlet Level, Company Managers, Company Staff,
Specialist Company Staff, Contracts & Documentation.
INITIAL CUSTOMER RESPONSE: Company Level, Branch/Outlet Level, Company Managers, Company
Staff, Specialist Company Staff.
INFORMATION FOR CUSTOMERS: Company Level, Branch/Outlet Level, Company Managers, Company
Staff, Specialist Company Staff.
PROMOTIONAL ACTIVITY: Company Level, Branch/Outlet Level.
ADVERTISING POSTURE: Company Level, Branch/Outlet Level.
CONTRACT DOCUMENTATION: Company Level, Branch/Outlet Level.
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