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elevators advertising with smart creative

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  • 1. Marketing ToolboxSubtitle, Autor or Date
  • 2. BasicsDefinitions / Explanations
  • 3. Marketing OrientationOrientation in companies which strongly influenced the development ofmarketingTechnological Orientation Marketing Orientation(innovation, perfectionism) (market share, competitive advantage)Employee Orientation Customer Orientation(satisfaction, qualification) (customer satisfaction, customer loyalty)Efficiency Orientation Financial Orientation(optimization, cost reduction) (result, revenue, profitability, liquidity)Social Orientation Quality Orientation(environment, public, image) (improvement, ISO-certification, quality price)
  • 4. Marketing TriangleCompany, employees and customer Company Marketing Triangle Employee Customer interactive marketing
  • 5. Marketing - Simple ModelModel of a simplified marketing system and connection between providerand market Communication to Market / Information Provider Market Delivery of Product / service Overall market Provider of the product or service Transaction of customers and interested parties Payments Feedback to provider / information
  • 6. Marketing - PerspectivesDifferentiation of 3 perspectives: The entrepreneurial approach (philosophy),instrumentation (technology) and management concept Marketing Philosophy Technology Management Orientation of Orientation of Orientation of the marketing to the marketing to the marketing to the most optimal the most optimal the most optimal satisfaction of effect of marketing process development, all customer instruments analysis, planning, requirements steering and controlling of all marketing activities
  • 7. Development Phases of MarketingDevelopment phases in the last 100 years Sales and Market and Customer / Production distribution competition individual orientation orientation orientation orientation market oriented company management (marketing management) customer relationship management (CRM) marketing implementation marketing implementation marketing mix marketing mix marketing mix product policy product policy product policy price policy price policy price policy communication policy advertisement communication policy communication policy distribution policy sales sales distribution policy distribution policy mix extension 1900 - 1920 approx. 1920 - 1950 approx. 1950 - 1980 approx. 1980 - 1990 since 1990
  • 8. Development of MarketingSteps of development of Marketing Product orientation Market orientation Environment orientation Network orientation Pure production due to Specialization on individual Response to environmental, Web 2.0, social networks, popular demand needs and market political, technological or Word of Mouth (eg postwar period) segmentation societal changes 2020 2021 2022 2023 2024 2025 2026 Sales orientation Competition Dialog orientation Change from the Production orientation Interactive design of to distribution communication through the Emphasis on unique internet, e-mails selling points (USP)
  • 9. Marketing PyramidPyramid with (higher-ranked) marketing objectives on the top Marketing objectives Marketing strategies Marketing instruments Product- and Price and Communication Distribution program policy condition policy policy policy
  • 10. Marketing - Classical vs. Alternative Marketing Overview of some marketing tools Classical Marketing Alternative Marketing Guerilla marketing Viral marketing Public relations Search engines Outside advertisement / Billboard advertisement Mobile marketing Direct marketingRadio / TV / Movies Sales promotion Print media Product placement Fairs / Exhibitions Classical advertisement Event marketing Sponsoring
  • 11. Marketing ObjectsDifferentiation according to different marketing objects and approaches Marketing object Consumer goods - Investment goods - Service 1 marketing 2 marketing 3 marketing marketing of marketing of marketing for products for products for immaterial goods and private usage occupational use service performance Non-Profit- Social Destination Trade4 marketing 5 marketing 6 marketing 7 marketing marketing for marketing of a marketing of an marketing of a organizations without social idea explicit region trade and sales company gainful intent (no organization) (tourism) (retail)
  • 12. Marketing - Sales MarketsDifferentiation according to 3 sales markets and the participating partners Marketing B - to - B B - to - C C - to - C Business-to-Business- Business-to-Customer- Customer-to- Marketing Marketing Customer-Marketing (company customer) (private customer business) Marketing of one Marketing of a Marketing of a private company to another company household to another company to a private house old private household (i.e. production machines) (consumption goods) (i.e. private sales on ebay)
  • 13. Characterization of Markets - Types of GoodsTypes of assets and their usage situations Consumer Goods Capital Goods Services Consumer goods (e.g. food) Are used by production companies Immaterial benefits, and durables (e.g. cars) satisfy to produce further goods. Buyers often incurred only at the time immediate needs, and are directly are usually establishments or of consumption. The customer is put into use by the buyers public companies. part of the performance / service. (consumers). Single, clear identifiable Services for customer with Mass-Market (B2C) customer (B2B) a high use of resources
  • 14. Market SegmentationScientific level of consideration Market Market Capture Segmentation Market Processing Explanatory Segments- models Acquisition of Information Selection of Specific use of of purchase information processing segments instruments pattern Consumer-oriented approach Method-oriented approach Management-oriented approach
  • 15. Market SegmentationObjectives, methods, strategies of market segmentationLead Structure Approaches of Market Segmentation behavior-oriented Reasons/ Meaning OBJECTIVES method-oriented STRATEGIES management-oriented Quantitative Qualitative
  • 16. Market DefinitionHierarchy representation for the preparation of a market analysis of companieswith a broad range of products or services Overall MarketStrategicmanagementDefinition Market 1 Market 2 Market 3of markets (Description) (Description) (Description)Strategicbusiness units SBU 1 SBU 2 SBU 3Marketing Segment A Segment B Segment C Sub Market A Sub Market B Sub Market C
  • 17. Market Analysis/CompetitionSituation analysis
  • 18. Situation Analysis - Search FieldsSearch fields for the identification of potential chances and risks Environment analysis Market analysis Frame conditions:  political  social Competitor  technological  economical  ecological Company Stakeholder: Supplier Customer analysis  employees  investors  unions  etc. Substitute products
  • 19. Market Analysis - Strategic Situation AnalysisAnalysis of market participants, political and legal situation and social,technological, geographical and economical aspects Own Relevant Supplier, Sales mediator Legal, social and natural organization competitor and potential customers environment Potential analysis Competition analysis Market analysis Environment analysis Strengths and weaknesses analysis Opportunities and threats analysis SWOT Analysis Interpretation of data of strategic situation analysis are the foundation of the following marketing decisions
  • 20. Marketing - Situation AnalysisCheck list with basic questions to clarify the initial situation What is the market where the company operates and 1 how can it be defined and narrowed? Who is involved in the sales process? 2 What determines the behavior of these groups? 3 Which competitors are currently operating on the market? Do public interest groups or any external stakeholders have an 4 impact on your company policy? What is the actual-situation of the company? 5 What are your strengths and weaknesses?
  • 21. Market Analysis - Company AnalysisCorporate philosophy (1/6) Corporate policy Corporate vision Corporate idea Insert description and notes in Insert description and notes in Insert description and notes in key words. key words. key words.
  • 22. Market Analysis - Company AnalysisCorporate philosophy (2/6) Corporate identity Corporate culture Corporate objectives Insert description and notes in Insert description and notes in Insert description and notes in key words. key words. key words.
  • 23. Market Analysis - Company AnalysisCorporate potentials (3/6) Development Marketing Production -research/ development -marketing concept -technology -know how -standards -capacity -patent -brands -productivity -development status Insert description and notes in Insert description and notes in Insert description and notes in key words. key words. key words.
  • 24. Market Analysis - Company AnalysisCorporate potentials (4/6) Procurement Financing Company - procurement systems -capital requirements -organization - supplier relationship - investment intensity -value chain - purchasing power Insert description and notes in Insert description and notes in Insert description and notes in key words. key words. key words.
  • 25. Market Analysis - Company AnalysisCorporate resources (5/6) Material resources Financial resources Employees - installations - liquidity -staff situation - interior -reserves - education -equipment -possibilities to raise capital - staff development Managers IT-equipment Other - quality of leadership - sort Insert description and notes in - business experience - actuality key words. - age structure - complexity
  • 26. Market Analysis - Company AnalysisCompany position on the market (6/6)Markets Advantages Product mix Cost- Price-overall and partial - product and - revenue - price per piece- market- market share performance advantages - profitability price relations-market and sales profile - innovations - age profile - value chain - protection against replicatesInsert description and Insert description andnotes in key words. Insert description and Insert description and notes in key words. notes in key words. notes in key words.
  • 27. Potential Analysis Inspection of the position of own company on the market according to the following factors TV campaign Documentary Capital Employees brand image of positioning of company, capital resources, number of employees, company, market share of provider of creditworthiness structure, separate product brands qualification product brands and motivation Location Sales Partner Customer location quality, distribution relation to number of customers, infrastructure, organization cooperation customer potential, business locations, and distribution customer retention distribution in target area partners (loyalty vs. fluctuation)
  • 28. Market Analysis - Strengths and WeaknessStrengths and weaknesses profile Own company Other Company Weakness StrengthCriteria -3 -2 -1 +1 +2 +3Product range (quantity)Product range (quality)PriceService (general)Availability by phoneCustomer satisfactionSupplier satisfaction…
  • 29. Competition AnalysisExample Characteristic high low 1 2 3 4 5 6 7 8 9QualityPricePerformanceUsageImageEnvironment-friendlinessDesignAdditional functions Your product Competitor’s product
  • 30. Marketing - Representation of Market VolumeRepresentation of market volume and its development as a diagram Market potential Number of possible customer Sales volume or sales of a or amount if all customers provider / company are prepared to buy (at the given price) Market volume Market share Market capcity Total number of possible customer Actual sales or sales for or max. amount of products that can be used all vendors at the market consumed / (if price does not matter) Market volume Saturation = x 100% Market potential
  • 31. Characterization of Markets - SizesRelationship between market potential, market volume and market shareto assess the market attractiveness Relative Market Share A Market Share =Market Volume Company A Market Share B Market ShareTotal sales or a turnover Market share of a company and the ratioof an industry including of sales / turnover of the company to theall competitors market volume Relative Market Share Ratio of Market share of a company to the market share of the strongest Market Potential competitor Capacity of the market up to market saturation
  • 32. Market - Description/ Term DefinitionTerms to describe markets Market potential: Market volume: equates to the absorption capacity of the realized / scheduled sales or revenue for a market (market capacity) or the volume similar product for example for one year. of the possible deductable amounts of one Clearly more specific than the market product at a certain market. potential. Market potential Market- Sales / Revenue Absolute Relative exhaustion volume of the company market share market share Market volume Market exhaustion: Relative market share: percentage value that indicates to what Absolute market share: indicator of market position by degree the possible customer of a product market share, that the company has relating their own sales to the sales would consume it. (Market limit used as a realized on a certain market of its largest competitor in the gauge for future market growth) (sales or revenue) industry.
  • 33. Market Analysis - Environment AnalysisPlaceholder for your own Subheadline Calculation Colleague gen. FTL +/2 Dep. 4 Lead Customer +/2 gen. Engineer Dep. 1 +/3 +/2 DB +/2 Construction o/0.5 +/2 Design Intranet engineer k/0.5 Design +/3 Dep. 4 engineer o/1 Dep. 4 o/1 o/1 Internet +/3 Customer Supplier +/1 gen. Design /0 Quality of connection engineer +/1 + perfect Dep. 4 Attempt o normal K critical Customer Feedback ReferenceThe text demonstrates how Frequency of connection Calculationyour own text will look when 3 intensive 2 mediumyou replace the placeholder 1 lowwith your own text. 0 nonexistent
  • 34. Opportunities - Threats-AnalysisAnalysis about the company’s opinion on environmental changes and whereadjustments need to be doneCriteria Opportunities ThreatsMarktsituation Market structure x Market potential/ market volume x Customer structure x Competitor xEnvironment / Frame conditions Laws / Taxes x Society x Ecology x Technological Development xStrength Product range x Prices x Organization / Management x Cash Flow xWeaknesses Locations x Marketing performance x Innovation ability x Financial resources x
  • 35. Chance-Risk-AnalysisChances and Risks with possible development outside the company and theirinfluence on marketing strategy and business planningOpportunities Threatsnew product development in own company development of a new product by the competitorown innovations innovations of the competitornew target groups and buyer levels development of new competitorsopening new markets in other countries development of new competitive suppliers in other countriesincreasing demand development of over-productionrecovery of the overall economy weakening of the overall economyloosening or changing of relevant laws limited measures and legislative processescurrency exchange revenues on foreign markets through exchange rate losses on foreign markets through negative changespositive change of exchange rates of the exchange rate technological development / change of base technologies
  • 36. Strength and Weaknesses AnalysisAnalysis of internal Company Resources RelevanceSector Success Factor Notes 1 2 3 4 5 Range of service Pricing Image Market share Market growth Sales development Distribution Sales network AdvertisingMarketing and Complaint managementSales Adherence to schedules Customer structure Order processing Sensitivity to economic situations Customer service Market cultivation Sales representatives Market research Sales planning Customer loyalty
  • 37. SWOT-AnalysisEnter your subheadline here Strength Weaknesses External Analysis Opportunities Threats
  • 38. Gap AnalysisRevenue targets and their development in the course of time Target value i.e. revenue Strategic gap Development limit New business Potential Operative gap core business Core business Present Planning horizon time
  • 39. ABC-AnalysisABC Analysis is methodology that gives a quickly and simple review ofassortments of products in retail, wholesale or manufacturing businesses Turnover / Value in %100%80%60% A B C40%20% Range of Products / Quantity in % 0% 0% 20% 40% 60% 80% 100%
  • 40. ABC-AnalysisPlaceholder für Ihre eigene Subheadline Percent Sales 2010 Commulated No. Customer Customer (in Dollar) Sales 1 5% Placeholder 100,000 16,4% 2 10% Placeholder 95,000 31,9% 3 15% Placeholder 90,000 46,7% 4 20% Placeholder 85,000 60,6% 5 50% Placeholder 30,000 82,3% 6 100% Placeholder 300 100% 610,400
  • 41. Quality and Price PositioningRelative positioning of different product categories high Brand article Relative quality No-names Trademarks low low Relative price high
  • 42. Seller / Buyers Market - FeaturesComparison and limits of the characteristics of the seller and buyers market Activities of supplier Activities of demander Features Seller‘s Market Buyer‘s Market Economic Scaricity economy Affluent societies development stage Ratio of supply Demand> Supply Supply> Demand (Excess demand) (Surplus) and demand Demand more active than provider Providers more active than buyers Bottleneck area Procurement and / or production Turn over of company Primary efforts Rational extension of procurement Awakening of demand and creation of company and production capacity of preferences for their own
  • 43. Market Attractiveness - Competition AdvantagePortfolio 1/3Analysis of portfolio categories according to the criteria listsEvaluation of market attractiveness Coefficients CoefficientsCriteria Weigh. 0 0,1 0,2…0,8 0,9 Index Criteria Weigh. 0 0,1 0,2…0,8 0,9 Index 1 11. Market growth 3. Energy / Accommodation2. Market quality - interference of accommodation- Profitability of the branch - influence of profitability through- Tolerance for price policy price incensement- Technological level - existence of alternatives- Protectability of know how 4. Environment situation- Intensity of investments - Economic dependency- Intensity / structure of competition - Inflation effects- Number / structure of potentialconsumer - Dependency on legislation- Entry barriers - Dependency on public- Distribution requirements - Risk of public interference- Variability of competitionconditions - Pollution of nature- Substitution possibilities TOTAL 1,0
  • 44. Market Attractiveness - Competition AdvantagePortfolio 2/3Analysis of portfolio categories according to the criteria listsEvaluation of market attractiveness Coefficients CoefficientsCriteria Weigh. 0 0,1 0,2…0,8 0,9 Index Criteria Weigh. 0 0,1 0,2…0,8 0,9 Index 1 11. Rel. market position - Pot. increase of productivity- Market share - Environmental friendly production- Size and financial power -Delivery conditions- Growth rate - Sustain market share with given supply conditions- Profitability - Cost situation with energy and raw- Risk material supply- Market potential 3. Relative R&D potential2. Rel. product potential - Status of research- Process efficiency - Development compared to market position- Cost advantage - Innovation potential- Innovation ability 4. Rel. employee qualification- License relations - Professionalism and culture- Adaptability - Innovation climate- Sustain market share withcapacity - Quality of management systems- Location advantage TOTAL 1,0
  • 45. Market Attractiveness - Competition AdvantagePortfolio 3/3Display of portfolio graphic according to results of prior criteria lists low medium high Investment and growths strategies A high Market attractiveness Selective strategies medium B Absorption and divestment strategies C low Relative competition advantage
  • 46. Market SegmentationDifferent types and levels of market segmentation Segmentation Undifferentiated marketing Differentiated marketing Concentrates marketing Micro marketing Mass Product variety Segment Nische Individual marketing marketing marketing marketing marketingProducts, distribution and Prices, distribution and High degree of market High specialization and It’s the highest degree ofadvertisements are advertisement measures coverage serves multiple or concentration on special segmentation and externaldesigned the same for all are developed for different many different sub sub markets or clearly opposite to masscustomers. target groups. markets. defined customer groups. marketing.Difference between Orientation according to Further sub divisions: Niche providers are highly Segmentation of marketseparate segments are target groups creates specialized and pursuit a down to the individualbeing ignored and the better approaches for the 1. Concentration to only secure market position in customer by increasingmarket is served with one determination of market one segment procurement. individualization tendencyoffer. chances. 2. Selective specialization and technical progress. 3. Product specification 4. Market specialization Customized mass 5. Complete segment production coverage (Mass customization / One-to-One-marketing) Broad target group Narrow target group approach approach
  • 47. Segmenting-Targeting-Positioning (STP-Model)Three steps to target group oriented marketing Market segmentation Target market determination Positioning Determination of Development of assesment Development of a lasting1 segmentation variables/ segmentation of Market guidelines for the determination of attractiveness. Finally the selection competition position and determination of tasks and and concentration on one or more performance program for selected Development of segments. target segments. 2 resulted segment profile Estimation of 3 attractiveness of each Segment 4 Selection of target segments Zoning of market in clear defined target groups / Customer groups with own products and marketing-mix. 5 Development of possible positioning concepts Selection and 6 Communication of positioning concept Time
  • 48. Segmenting-Targeting-Positioning (STP-Model)Three steps in the process of market segmentation Segmentation Targeting Positionierung  Determination of segment variables  Analysis of estimation  Designing of a possible of attractiveness of positioning concept  Definition and segmentation of each segment the market  Selection and  Selection of target communication of  Development and description of segments positioning concept resulting segment profiles
  • 49. Customer SegmentationDifferentiation and description of target groupsCustomer segment XCharacteristics: Feature A … … …Core motive:Customer segment YCharacteristics : … … Feature B …Core motive: IndividualCustomer segment ZCharacteristics : … … …Core motive:
  • 50. Market Entry BarriersInstitutional and behavior dependent market entry barriers Market entry barriers Behavior dependent market Institutional market entry barriers entry barriers Tariff barriers Non-tariff barriers Market side barriers Company side barriers Tolls Import quotes Demand behavior Information availability Psychological distance Capital flows limitations Language / culture of management Minimum /maximum prices Distribution systems Administrative Local content regulations constrains Norms / standards Self limitations
  • 51. Values and Lifestyles (VALS)System of lifestyle-typology of consumer VALS Typology Values and Lifestyles (VALS) Extroverts Notleidende Introverts Achievers Sustainers Socially-Conscious Emulators Survivors Experimentals Belongers I-am-me s
  • 52. Competitive AdvantageRepresentation of the thre influencial factors customers, organizationand competition Expectation on the product and benefit Competitive advantage
  • 53. Market Research - Process SchemeSeparation of market research process in five phasesDefinition Phase Data Collection Phase Documentation Phase Dokumentations-Problem definition and Presentation of results phasedevelopment of survey Research report distributer Präsentation der Ergebnissetargets Topic of research Forschungsbericht Verteiler D1 D2 D3 D4 D5 Designphase Data analysis phase Marketing Fixation of target groups Evaluation of data decision Selection of research methods Interpretation Recommendations and instruments Prognosis that influence Organization (time/cost) decisions Sources for data
  • 54. Sales Orientation vs. Marketing OrientationComparisonThe sales orientation Initial point Main focus on Measure Target existing existing advertisement, profit through production products sales promotions high revenueThe marketing orientation Initial point Main focus on Measure Target long term profit actual customer integrated expectation through the markets requirements marketing approach sustainable satisfaction of customers
  • 55. Competition StrategiesDifferentiation between cost leadership, time leadership and quality leadership Cost leadership Time leadership Quality leadership Causing lower costs than Choice of time of market Determination and competitor i.e. though entry. implementation of technical production of large amounts Previous development time, improvements and product and low priced procurements. handling time and production improvements with the target Mostly this doesn’t require a time are important here. to always provide the best large market share. quality on the market.
  • 56. Competitive Advantage - 5 PrinciplesA competitive advantage over the competition is a superior performanceor property A distinction is made between five principles: Principle of Opportunity Perceptual Concentration Consistency survival principle principle principle principle At least one strategic Creating competitive Only competitive At least one strategic Focus on strategiccompetition advantage advantages through advantages that the competitive advantage competitive benefits must be present important competitive customer subjectively must be present which are most (long term). parameters. perceives count (not (long term). important for (the more the greater technical advantages). the customer. the chance)
  • 57. Competitive Advantage - Advantage MatrixRepresentation of the relationship of competitive advantages and quantities Volume has no /or Volume has great advantages small advantages Many Niche business Special business competitive advantages (Restaurants, consultants) (Journals, instruments) Only a few Patt-business competitive Volume business advantages (Basic materials chemistry, standard (PCs, ICs) possible paper)
  • 58. Competition StrategiesRepresentation of coherences between competitive advantages and amounts + Cost leader Benefit leader Profitability - ? + - Cost leader and benefit leader require singularity characteristics otherwise they lose their leading positions.
  • 59. Marketing ModelsEstablished models
  • 60. Competition - Driving ForcesThe five driving forces of sector competition (according to Porter) Potentially new competitors Threat of new competitors Bargaining power of suppliers Competitors in the industry Suppliers Buyer Rivalry among existing companies Bargaining power of buyers Threat of substitution products or services Substitution products
  • 61. Marketing - 4P-ModelProduct, Price, Place, Promotion PRODUCT PRICE PLACE PROMOTION
  • 62. Marketing - 4P-ModelProduct, Price, Place, Promotion
  • 63. 5P-ModelExpansion of the 4P model with the aspect of “Personnel” PRODUCT PRICE PLACE PROMOTION PERSONNEL
  • 64. 5P- ModelExpansion of the 4P model with the aspect of “Personnel”
  • 65. Marketing 4P‘sEnter your subheadline here 4Ps Product Price Promotion Place Main usage Conditions Advertisement Strategic distribution/ sales Physical Side usage Rebate Sales distribution/logistics Additional usage Discount Sponsoring Location Brand Leasing Sales promotion Content Event Quality PPR Packaging
  • 66. Marketing Mix - 7P Classical instrumentsClassical and new instruments New instruments Product policy „product“ Process policy Price policy „process“ „price“ Distribution policy Equipment policy „place“ „physical facilities“ Personnel policy Communication policy „personnel“ „promotion“
  • 67. Marketing MixExample with individual factors Brand name Slogan Logo Product design / ad campaign packaging Brochure / Corporate design Sales Training Brochures / ProductPress conference presentation Reseller discount Businesspaper Give-Aways Website
  • 68. Marketing Mix (4P‘s)Components of the marketing mix Product policy Price policy Communication policy Distribution policy Product innovations  Price  Media advertisement  Distribution systems Product improvements  Price deductions  Sales promotion  Sales organs Product differentiation  Rebates and discounts  Direct marketing  Logistic systems Marking  Delivery conditions  Public relations Naming  Payment conditions  Sponsoring Service performance  Personal communication Assortment planning  Fairs and exhibitions Packaging  Multi-media communication  Employee communication Marketing mix Sub-markets and customer groups
  • 69. Service marketing (from 4P’s to 7P’s)Comparison of 4P´s and 7P´s 4 P‘s of the classical 7 P‘s of the consumption goods marketing service marketing advertisement product product positioning employees advertisement price positioning physical price facilities process management
  • 70. AIDA- ModelStep model in 4 phases (Phases could variy) A I D A Attention Interest Desire Action Attract the The customer is The desire for The cusomer customer‘s interested in the the product is probably attention product awakened purchases
  • 71. AIDA - Action PrincipleThe stage model includes four phases the Customer goes through in order tomake the purchase decisionPhysical reaction Action(economical) The customer buys the product The desire for the product Desire is awakened (demand)Psychological reaction(pre- economical) The customer is interested in Interest the product Attention of the customer Attention for the product is excited
  • 72. Marketing 3C’s TriangleEnter your subheadline here Customer Distributors Clients Competitors Suppliers
  • 73. Diamond-Model - National Competitive AdvantagesThesis to assess the competitive abilities of states in terms of individual industries(according to Porter) Coincidence Strategy, structure and competition Factual conditions Demand conditions Related and supporting industries Government
  • 74. Porter‘s Five Forces AnalysisEnter your subheadline here New Competitors Threat of new competition Competition on relevant Bargening power Bargening prower market = rivalry among of supplier competitors of customer Substitution products = threat of substitution
  • 75. Five ForcesFive (+1) competitive forces according to Porter (supplement through stakeholder) Potentially new competitors Potential further stakeholder threat through new competitors Potential bargaining power and the ability to intervene in the industry events Competitors/ rivalry between industry suppliers Suppliers Customer bargaining strength of bargaining power of customers suppliers Substitute products threat through substitute products or services
  • 76. S-Curve Concept - Life CycleRepresentation of the life cycle of technology in the course of time Basic technology Pace setting technology time development phase growth maturity age phases Life cycle of a technology
  • 77. Marketing Strategy /ConceptStrategic marketing / concepts
  • 78. Differentiation - Strategic MarketingPosition of the strategic marketing between strategic management and marketingmanagement
  • 79. Conception Phases of MarketingEnter your subheadline here Situation Analysis 1 Marketing Control 7 2 Marketing Objectives Implementation / 6 Customer 3 Marketing Strategy Realization Marketing Instruments/ 5 4 SBU-Planning Marketing-Mix (Strategic Business Units)
  • 80. Marketing - Communication PolicyTen-step model of marketing communication Measure effect Step 10 Apply communication measures Step 9 Pre- test, Control of effect, return result to step 7, to apply Step 8 Return result at 5-9 improvements Plan separate communication measures Improvements Step 7 and correctionsBudgeting and media selection (selecting advertising media) Step 6 Step 5 Develop communication strategy Step 4 Define communication targets and target groups Step 3 Derive marketing targets Step 2 Agree on company objectives Step 1 Situation analysis and prognosis for the company
  • 81. Four Codes of Brand CommunicationCommunication model that implies that there are three more codes next tolanguage responsible for concrete meaning Meaning Language History Symbols Sensorics Style Tell stories Protagonists Sensorial experience Rhetoric Show episodes Figures Stimulation of senses Wording Places of action Noises / colors Shapes / haptics Only the interaction of these four Codes makes the brand communication sustainably successful
  • 82. Core Competences / Product PyramidCore competences as a base of the product pyramid, which are not easily adaptedby other companies and therefor improve the benefit of the end product End product Core product Core competences BASE are valuable rare difficult to not sub- strength- immitate stitutable ened the more they are used
  • 83. Marketing Strategy - Influencial FactorsInfluencial factorsOrganizational Attitude toobjectives and change and riskresources Marketing Strategy Competitor Market structure strategies and opportunities
  • 84. Marketing StrategyMarketing as market-oriented business management / business strategy Procurement Strategy Research and Business Strategy Production Strategy Development Strategy Quality Strategy Human Resources Strategy
  • 85. Elements of Marketing ConceptConnection between the separate elements and their logical process structure Wishes, requirements Offer of products and demands and services Elements Markets Customer benefit and customer satisfaction Exchange, transactions and relations
  • 86. Market Areal StrategyDetermination of geographic coverage Market areal strategies Inter- Multi- Local Regional National Global national national Process of geographic expansion
  • 87. Market Simulation Strategies - Stuck in the Middle Placeholder for own Subheadline Performance II: Preference strategy IV: Advantage high strategy Outpacing strategy Outpacing strategy „Stuck-in-the-Middle“ low high Price Security distance I: Over reaching strategy III: Price /Amount strategy low
  • 88. Marketing Strategy - Strategic TriangleIntegrated marketing strategies include the strategic triangle of company,customer and competitor Customer Competitve advantage Own Competition Company
  • 89. Marketing Strategy - Strategic PentagonAccording to Ohmae 1992 Customer Government Currency Company Competitor
  • 90. Innovation - Demand Pull and Technology PushInterplay between both strategies Company Market
  • 91. Media Strategy - DimensionsAnalysis and visualization of the six most important parameter of media strategy Percentage of the reached target group Range Design of advertising Frequency of addressing the (for instance: color) and their target persons placement Impact Contacts Dominance Intensity Size, formats, advertising and The number of applied media spot lengths (Media mix) Repetition Frequency and timely intervals of the contacts
  • 92. Marketing StrategiesStrategies according to individualization degree and customer relation Level of individualization of a product Customized Marketing Individual Marketing high individualization customer individual of product market development Mass-Marketing Relationship Marketing low standardized Individualization of market development customer relationship low high Individualization degree of customer relationship
  • 93. Strategic MarketingQuestions and Marketing Where? How? When? What is the central When will the company In which market is the orientation of the become active on company active? marketing strategy? the market? Concentration of companys Conscious selection of markets Determination of market entry activities on particularly attractive and definition of future strategies time in compliance of the previous and promising markets with long-term orientation development and production effort
  • 94. Marketing OrientationsOrientation of the company on the turnover market Starting Point Medium Objectives “ Produce as much Expansion / rationalization of Profit on increased Products/ Performance production and procurement volume as you can. ” Production orientation (seller‘s market) Products/ Performance Sales-political Profit on accordant “ Write off what instruments volume you‘ve produced. ” Sales orientation (saturation tendency) Market- research Bundle of Profit on long-term Customer wishes marketing satisfaction of “ Produce what you measures customers can write off. ” Market orientation (buyer‘s market)
  • 95. Cost LeadershipThe strategy of a company to reach sustainable competitive advantage be lowcosts is differentiated in 8 methods Economies of scale Economies of scope Experience effects Economies of learning Product design Process design Residual effects Capacity utilization Input-Costs the operational effectiveness Cost leadership
  • 96. Differentiation StrategyThe strategy of a company to differentiate themselves positively from thecompetition from the customer’s point of view is separated in 6 different methods Price Image Support Design Quality Not differentiated Differentiation Strategy
  • 97. Market Field Strategies according to AnsoffAnsoff-matrix with the representation of product-market-strategies Markets Products/ Existing New Performance Market penetration Market development  Market presence  Internationalisation Existing  Market suppression  Market segmentation Product development Diversification  Product innovation  Vertical diversification New  Product differentiation  Horizontal diversification  Lateral diversification
  • 98. Market Area StrategiesBasic principles for market areas / market development International Strategies  Multinational market  International market  World market National Strategies  Local market  Regional market  Cross regional market  National market
  • 99. Marketing - STP-StrategiesStrategies of market davelopment S T P Segmenting Targeting Positioning Market segmetation, Segment evaluation, Positioning versus Differentiation. segmentation criteria to target market determination Establishment of a competition divide the markets and target group position in each target segment. into clearly defined determination. Selection of Selection and communication of customer groups the most attractive market a concept segments
  • 100. Competition Strategies Matrix for the devision and basic concept of competition strategies Overall market Differentiation strategy Cost leadership • performance/quality • price/costsDegree of competition • uniqueness • standard product Differentiation focus Cost focus • specific need • limited need • relatively price-inelastic • price elastic Sub-market Performance advantage Cost advantage Competitive advantage
  • 101. Competition Strategies Matrix for the devision and basic concept of competition strategies Overall market Strategy of quality Strategy of aggressive leadership cost leadershipDegree of competition Strategy of selective Strategy of selective Quality leadership Cost leadership Sub-market Performance advantage Cost advantage Competitive advantage
  • 102. Competition StrategiesMatrix for the devision and basic concept of competition strategies Strategic advantage Singularity from Cost advantage Strategic customers perspective target object Extensive Industry wide differentiation cost leadership Limitation to one segment Focusing
  • 103. Market Field Strategies according to AnsoffAnsoff-matrix with the representation of product-market-strategies Product Existing New Market Existing Market penetration Market development New Product development Diversification
  • 104. Norm Strategies - McKinsey/GEEnter your subheadline here Market- attractiveness  Specializing in few  Fight for the market strength  Maximum investments leadership high  Overcoming weaknesses  Concentration on Invest  Usage of strength  Retreat when missing preservation of existing Develop  Strengthening of poorly strength signs for continuous performing areas growth  Search for low risk  High investments in  Defending of position medium expansion possibilities attractive segment Devest  Minimizing of investments  Concentration of  Defense against Develop investments of attractive competitors  Rationalizing of internal and low risk areas processes  Increasing productivity  Defense of position in  Realization of profit Selective action  Sales with increasing most profitable area  Concentration of most Profit priority profits low  Improvement of product attractive segments  Reduction of fixed costs line  Defense of existing  No investments  Minimizing investments strength Competitive strength low medium high
  • 105. Norm Strategies - McKinsey/GEMatrix of norm strategies (threefold division of axis ) Keep High Investment or retreat Investment market leadershipMarket attractiveness Absorption and Medium Transition Growth gradual divestment Absorption and gradual Low Divestment Absorption divestment Low Medium High Relative competitive advantages
  • 106. Market GrowthRepresentation of market sizes, like market potential, market volume and marketgrowth in the course of timeAmount / Value Market Potential 6 Sales Volume Provider A Sales Volume Provider B 5 Sales Volume Provider C 4 Sales Volume Provider D 3 2 Market Volume 1 0 Time Period 1 Period 2 Period 3 Period 4
  • 107. Outpacing-StrategieIncrease in profitability by maximizing quality (high customer benefit) and costreduction high Cost reduction Target of Offer differentiation outpacingQuality/Customer benefit Innovator Follower low expensive cheap Price / Costs
  • 108. Innovation Strategies - Innovation PentagramA tool of innovation management Motive: Which motive targets the innovation? Business system: With what kind of Advantage: What kind of business system advantages does the is the innovation innovation provide? implemented? Timing: When are we Revenue model: How is the applying these measures? revenue generated?
  • 109. Marketing Concepts - DimensionsPlatzhalter für Ihre eigene Subheadline
  • 110. Internationalization StrategiesPlaceholder for own Subheadline This is a placeholder text. This text can be replaced with your own text. The text demonstrates how your own text 3 4 high will look when you replace the placeholder Integration advantage Global Transnational with your own text. marketing marketing If you don’t want to use the style and size of the fonts as used in this placeholder it’s possible to replace it by selecting different options. 1 2 low International Multinational marketing marketing low high Differentiation advantage
  • 111. Marketing Planning /Objectives
  • 112. Marketing Management - ProcessRepresentation of the ideal type process of marketing management Analysis phase Marketing situation analysis Determination of market segments and marketing targets Four classic phases Definition of marketing strategy Planning phase Determination of marketing budget Determination of marketing measures Implementation phase Implementation of marketing measures Control phase Control of marketing results
  • 113. Marketing-Planning ProcessMarketing as a process devided in the five steps of market analysis, marketingobjective, strategy, marketing instruments and success control Market analysis Where are you? (actual-condition) What is the initial situation? Marketing targets Wher do you want to be? (establish objectives) Marketing strategy How will you reach your objectives? Marketing instruments Which instruments will be used? Success control Analysis of the difference between target and result
  • 114. Marketing TargetsEconomic and non-economic objectives of a business Economic marketing targets Non-economic marketing targets Close connection to general Connecting to mental processes of economic company objectives buyer (purchase behavior) revenue / profitability customer retention profit contribution / Return-on-Investment customer satisfaction growth (revenue/sales/profit) name recognition rationalizing attitude (image / sympathie) capacities repurchase rate security (risk distribution) level of distribution market position /market share effects of knowledge strength of purchase intention
  • 115. Goal criteria − SMARTThe 5 criteria that define a goal so that it can be used in project management Specific Measurable Attainable Realistic Time-bound Objectives have A goal It should be The objective The goal has to to be specific achievement attractive for the needs to be set within a and positively should be project team to achievable in a time frame. described. measurable. reach the goal. realistic way.
  • 116. Marketing Objectives - Target PyramidPlaceholder for own Subheadline Corporate Retention of the economic and legal independency, increasing objectives development of flexibility Marketing Financial Increase in sales, improvement of objectives target company image Price Communication Distribution Preparation of contract conclusions policy target target target PR- objectives Exhibition objectives Advertisement Managing customer data, raise purchase objectives interest, increasing popularity of brand
  • 117. Marketing objctives / Hierarchical levels of objectivesObjective system in form of a hierarchy Object of the company Company objective Function targets Marketing targets are function targets Instrumental target Levels of objectives and marketing instruments
  • 118. CR-Marketing - Target HierarchyOperative and strategic main and sub objectives Company related sub-objectives - Positioning on the market Corporate - Employee loyalty objectives - Employee motivation - Innovation Profit / Yield Customer related sub-objectives -Customer contribution margin Marketing overall targets - Customer loyalty Costs / Productivity / Revenue / Sales - Customer satisfaction - Perceived performance quality
  • 119. Conventional Marketing TargetsTargets for successful business Increasing Increasing Improving market shares revenues contribution margin  Popularity  Price segment  Image  Revenue  Customer reach  Distribution  Customer satisfaction  Customer loyalty
  • 120. Marketing PlanProcess to create a marketing plan Objectives and Indicators Strategy Implementation (Marketing • Strategic and operational objectives Mix) Financial objectives • Product and pricing policy Market-and customer-related • Communication and distribution objectives policy 3. Strategy 1. Analysis 4. Mix 5. Control 2. TargetStrategic Analysis Strategy Selection and Combination Success Control (progress and results)• Market and environment • Competitive strategies • Effectiveness of marketing tools analysis • Portfolio strategies • Performance of the people involved• Customer and competitor • Positioning strategies • Profitability of the chosen analysis • Innovation strategies products, markets and (customer success estimation)
  • 121. MarketingManagement
  • 122. Marketing Management CycleDisplay as 4 phases model / marketing cycle Procurement, evaluation and interpretation of market data  Determination of marketing objectives Management  Development of Cycle marketing strategy Success control of target achievement (target-actual- comparison)  Planning and implementation of marketing measures
  • 123. Marketing Management CycleDisplay as 4 phases model / marketing cycle Situation analysis Customer and competitor behavior, environment trends, resources, where do we stand? Controlling Targets Reference objects (products, customers, branches, e Competences, orientation, target tc.), early detection systems segments, revenue, (environment development) market share, DB, image Organization Management Strategies Development and process organization, primarily and cycle Product – market secondary organization, key innovation, cooperation, acquisiti processes, qualification on, competition strategy, brand Budget Mix Fundraising, allotment, Product, communication, distribut methods, function and overall ion, price budget
  • 124. Internal MarketingPreparation of employees about the interaction with customers by internalmarketing Customer Optimal supplier Marketing-Mix buyer interaction Service CultureSkillsKnow-How Internal MarketingMotivation Employees CompanySettingCompetencies Internal training and interactive communication Recruitment advertisement and Internal market research
  • 125. Integrated MarketingIntegration of marketing oriented views in all economic subdivisions of a company Public Public marketing Sales marketing (pull) Suppliers Employees Sales intermediary End customer Procurement Internal Sales marketing marketing marketing (push) Process orientation Competitor Competitive marketing
  • 126. Marketing Oriented ManagementDesign of the organization and its interactions (functional chain) Market orientation of company structure Customer related Company effects success Market orientation of Service offer Customer satisfaction managerial subsystem loyalty Market success, within the company: Employee willingness to pay a economic success behavior certain price  personal management  organization system  QM system  information system  control system
  • 127. Marketing StructureEnter your subheadline here Fundamentals Marketing Planning Marketing StrategyMarketing Research Communications Product Policy Pricing Policy Sales Policy Policy Marketing Organization Marketing Controlling
  • 128. Marketing Organization - Function-orientedFunction-oriented marketing organization Management Procurement Production Marketing Finance Marketing-Informations Marketing-Operations Marketing Marketing Physical Communication Sales Research Planning Distribution
  • 129. Marketing Organization - Product-orientedEnter your subheadline here Management Procurement Production Marketing Finance Marketing Marketing Marketing Central Central Central Central product product product marketing marketing communication distribution group A group B group C research planning Product group C Product group C Product group C Product group C Product group C physical sales communication market research marketing planning distribution
  • 130. Marketing Organization - Customer-orientedEnter your subheadline here Management Marketing-management for the separate customer groups Marketing Marketing Marketing Marketing customer group 1 customer group 2 customer group 3 customer group 4 Prod. development Advertisement Distribution Market research customer group 2 customer group 2 customer group 2 customer group 2
  • 131. Matrix Organization in MarketingEnter your subheadline here Management Procurement Production Marketing Finance Marketing columns Public relations Marketing planning Market research Physical Advertisement Sales Sales promotion distribution Product A Product B Product C
  • 132. Matrix Organization in MarketingEnter your subheadline here Sales Market Research Advertising and Manager Manager Promotions Manager Product Manager Placeholder Placeholder Placeholder Product 1 Product Manager Placeholder Placeholder Placeholder Product 2 Product Manager Placeholder Placeholder Placeholder Product 3
  • 133. Funktional Sales - Marketing-OrganizationEnter your subheadline here Managing Director Sales Marketing Director Director Market Advertising and Product Sales Sales Research Promotions Development Manager 1 Manager 2 Manager Manager Manager
  • 134. Marketing Management - TasksDifferentiation between three important task areas in marketing managementMarket related Company relatedtasks tasksto control the for the coordination anddemand, fulfillment of avoidance of possibledemand, demand Tasks interest conflictsdevelopment and activation of marketing through integration ofand reduction of demand. management marketing in existing company organization. Society related tasks in respect to social responsibilities of marketing management (Economics, humanistic and ethical standards)
  • 135. Marketing ManagementFour central parameter of company management that need to be aligned tomarket and customer requirementsWhich objectives How should theneed to be achieved? objective be Strategy Process accomplished? Market Customer Which organisatorial Culture Structure structures secure theWhat values and norms acomplishment ofare lead by our actions? the objectives?
  • 136. Marketing Management - Task AreasTask areas in the company / environment Participants of the commercial world Demographic- Technologic- economic environmental environment environment Product Distribution Target Price Supplier Interest groups customer Sales promotion Political- socio-cultural legal environment environment Competitors
  • 137. Marketing in the CompanyRepresentation of marketing as a sub-process (function) in a company Note: If marketing is the central bottleneck, all processes have to act accordingly (subject heading "Market- Oriented Management"). By the way: Management Management Each process can be a central bottleneck. processes  Planning  Organization  Management  Control Business core processes Procurement market Procurement Production Marketing Market Finance, F&E, personal, controlling, administration Supporting processesNote: Commercial companies have mainly just the two core processes Procurement and Marketing (Sales). In service companies no one speaks ofproduction but of service performance; in technology-intensive companies is research and development usually the core process (in terms ofcontribution to value creation ).
  • 138. Marketing control - Basic SchemeMarketing control to varify structures, processes and results Input / Output Observed Objectives results Compare objectives/ result Consequence 1: Consequence 2: Change and adjustments of Change and adjustments of objectives current measures Decisions about response
  • 139. Company CommunicationThe sum of all communications measures of a company (corporate communications) Performance Self image potential, abilities, benefit, i ntention, values Corporate Communication Customer, employees, partn ers, suppliers, Public image public
  • 140. Multi-Channel-MarketingDisplay of different marketing channels Personal Sales E-Mail Marketing Database Marketing Search Engine Marketing Multi-Channel Direct Mail Marketing Marketing Online Advertising Telemarketing Social Media
  • 141. Innovation Management - OverviewPlaceholder for own SubheadlineInnovation strategy Innovation organization Customer EnvironmentInnovation ideas Innovation processes
  • 142. Product Planning
  • 143. Value Chain (Supply Chain)Supply chain that shows the way of all components of a product from commodityto supplier, manufacturer till customer Supplier Customer Procurement Production Sales
  • 144. Cash Flow - ProductTypical curve of the cumulative cash flow of a product Cumulative Cash Flow  This is a placeholder text. positive Investments Market Entry Costs Prototype Development Costs  This text can be replaced with your own text.  The text demonstrates Market exit how your own text will 0 look when you replace the placeholder with your Break-Even-Point Technical own text. feasibility is clarified  This text can be replaced with your own text. negative Production technique is ready Market entry 1 2 3 4 5
  • 145. Product Variation - New- and Replacement DemandCourse of the overall demand of a product by product variation Replacement demand 1 Replacement demand 2 Change of model or variation
  • 146. Product variation - Product life cycleTheoretical course of life cycle of a product when revenue is increased by productvariationRevenue Variant 3 Variant 2 Variant 1 t
  • 147. Product Life CycleLife cycle with the representation of sales, profit and loss zones in the course oftime in separate phases Development Introduction Growth Maturity Saturation Degeneration EliminationSales and Profit
  • 148. Revenue Profile of an AssortmentRevenue profile analysis with defense of production capacitiesRevenue in % I - III = Product programs100%90%80%70%60%50%40% III30%20% II10% I 0% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Production capacity in %
  • 149. Revenue and Profit according to productsContributions of individual product programs to sales and profit 50% Sales Profit 42% 25% 20% 20% 18% 15% 10% Product 1 Product 2 Product 3 Product 4 Product programm
  • 150. Price / CostManagement
  • 151. Composition of ProfitThe price is the only component of the marketing mix, which directly affects salesand profits Profit Sales - Sales High cost reduction potential reached Amount x Price Product development / Factor with the greatest innovation unexploited profit potential Product line expansion product differentiation New customer groups New territories
  • 152. Price StrategiesMatrix with high-price, low price and value-oriented price strategies  Low price strategies: high High price strategies Traditional approach with the lowest possible price for the product.  High price strategies: Target specific customer Price level through high price level. Value oriented  Value oriented price price strategies strategies: Prices of the service correspond exactly to the customer value. Low price strategies low low Service/Performance high (Customer value)
  • 153. Marketing - Leaning/Experience CurveEvery doubling of the cumulated Revenue of a product results in a cost loweringpotential between 10 and 30%Unit costs Market price 20% Decline 30% Decline Cumulated volume and market share
  • 154. Break-Even AnalysisEvaluation model to determine the sales volume required to achievethe break-even point RevenuesCost of sales € Total cost Break-even sales Variable Break-even-Point costs Fixed costs 0 Break-even quantity Quantity
  • 155. Marketing / Controlling - ExperienceVolume related cost reduction (cost reduction effect) Rationalisation / standardisation Learning effects dynamic Technical (knowledge collection) development experiences Economies of scale Degression of static fixed costs Favorable procurement
  • 156. Marketing Strategy - Cost FactorsCost factors that should be considered in a marketing strategyPlaceholder for your own text Insert your own text here Marketing Strategy This is a placeholder Placeholder for text text Financing Placeholder for your own text
  • 157. Price Differentiation and Profit PotentialExhaustion the profit potential through price differentiationSales Lost profits B Your sales Your profits A C Unit cost Your price Price
  • 158. Types of price differentiation4 types according to various characteristics of differentiation Customer-related Regional Temporal Usage-related price differentiation price differentiation price differentiation price differentiation Demographic characteristics: Different prices in two or more Customers pay different prices Price differentiation according  age regions or countries -> for the same performance as a to applications such as for function of the day, week or example Fuel oil for heating /  sex year diesel for motor vehicles -> By partitioning the markets of  size of household each other (clients can’t obtain Difficult to implement because market overview) it’s rarely seen in practice Socio-economic characteristics:  income  profession  education  business Psychological characteristics:  lifestyle  personality
  • 159. Distribution / Sales
  • 160. Marketing - Communication InstrumentsComparisson of the classical (above the line) and the “non-classical”(below the line) communication instruments Above The Line (ATL) Below The Line (BTL) Classical marketing Alternative marketing Classical advertisement Sponsoring Print media Event marketing Radio / TV / Movies Exhibitions / Trade fair Outdoor advertisement / Billboard advertisement Product placement Public relations Promotions Direct marketing Mobile marketing Online marketing / Search engines Viral marketing / Guerilla marketing … further instruments
  • 161. Advertising MeasuresAdvertising types in classic media and online Classic Media Online-Medien Direct mail Events Affiliate - program Banner campaign Movies Posters E-Mail marketing Keyword advertising PR Print media PR Mobile marketing Sponsoring Telephone/Fax Sponsoring Product serarch engines Teletext TV & Radio Teletext
  • 162. Marketing - Communication InstrumentsComparisson of the classical (above the line) and the “non-classical”(below the line) communication instruments Classical advertisementAbove The Line (ATL) Print media Radio / TV / MoviesClassical marketing-recognizable for everybody Outdoor advertisement / Billboard advertisement Public relations SponsoringBelow The Line (BTL) Event marketingAlternative marketing- Exhibitions / Trade fairmainly visible only fortargeted groups Product placement Promotions Direct marketing Mobile marketing Online marketing / Search engines Viral marketing / Guerilla marketing
  • 163. Purchase Decision Process PhasesGraphical representation of the five phases of an extensive buying decisionprocess (real purchasing decision)Demand or lack recognition (motive) Information search offline / online Purchase Decision Evaluation, feedback, service Testing of alternatives regarding Acquisition decision, if the suitability and satisfaction of the necessary purchasing power is available. purchase need (requirement / demand)
  • 164. Diffusion model by RogersDistinction of customers for their willingness to adopt a new productAdopter 2,5% 13,5% 34% 34% 16% Innovators Early Early Late Straggler (Pioneers) adopter majority majority t-2σ t-σ t t+σ Adoption time
  • 165. Pyramid of Needs according to MaslowRepresentation of hierarchies of different levels of needs Self- realization Adventure, independence Need for recognition Power, status, recognition Social Love, friendship, membership needs Security Protect the health, needs Protection of belongings Basic physiological needs Eating, drinking, sleeping, sex
  • 166. SOR- Model according to Howard & ShethStimulus-response scheme with assumptions about perception and informationprocessing (learning effects) S O (organism) R (stimulus) (response) Hypothetical constructs Input variables Perception constructs Learning constructs Output variablenInformation from purchasecommercial sources intention to buy intention to buy quality price peculiarity attitude search behavior security service availability brand knowledge stimulus Einstellung ambiguityInformation from attentionsocial sources electoral brand attention motives criteria knowledge family friends and perceptive acquaintances satisfaction distortion colleagues
  • 167. Procurement Center ModelRoles in the purchase decision-making in the corporate sector Gatekeeper Decision maker Buyer User Influencer Secretary Manager Employee Employee Management consultant Gatekeeper Decision maker Buyer User Influencer  Information  purchase decision  Purchase  suggestions for  criteria collection purchase formulation  vendor selection  Price for selection and  comparison of offers negotiations, discounts  assessment after the evaluation of , and quantities purchase  decision-making offers (qualitatively) preparation  delivery conditions
  • 168. Sales Development - Options Level 1 Level 2 Level 3 Advantages Disadvantages Use of existing No surcharges No competence distribution Own distribution Construction of Building up own Short-term not new distribution competence possibleDistribution options Distribution Faster No customer order market access relations Foreign sales Use of distribution Faster Partners partners market access optimize first
  • 169. Customer Relations
  • 170. Copy Platform / Copy StrategyModel to develop an advertising argumentation tone, Promise of usage kind of approachJustification of performanceof product or company
  • 171. Win- Win- SituationSix different options of interpersonal interactionCustomer interest Win / Lose Win / Win optional Compromise (only one partner wins) (both partners win) which both agree on Lose / Lose Lose / Win optional No business (both are deprived) (only one partner wins) Supplier interest
  • 172. Customer StrategiesOffensive or defensive organization of a companys customer strategy Customer Strategies offensive defensive Win new Commit existing customers customers Expand Increase market Build hurdles against Increase customer market share provider switch satisfaction
  • 173. Market Communication - One step ModelModel of a one-step communication / information transmission Information Sender Recipient transmission Intended Coded Advertising Received Decoded Behavioral signal signal medium signal signal effects Feedback The sender has to ensure that the recipient can decode the message correctly.
  • 174. Market Communication - One step ModelModel of a one-step communication / information transmission Information transmission Advertising message Advertiser Customer Intended Coded Received Decoded Behavioral signal signal signal signal effects Advertising Sender Recipient medium Feedback The sender has to ensure that the recipient can decode the message correctly.
  • 175. Market Communication - Two Step ModelModel of a two-step Communication / Information transmission by mass media Members of the Opinion leaders are "followers“-group influenced by experts are influenced by the opinion leader Mass Personal Mass media Opinion leader "Passive" audience communication communication Opinion leader is the central element. He obtains a mediating role where he passes on information to advertising subjects in his social environment.
  • 176. Customer Satisfaction - GraphicGraphic of customer satisfaction as a result between expectation and perceivedperformance quality (Customer satisfaction = B / A) Individual (subjective) expectation of Customer Perceived product- / service quality Process of comparison
  • 177. Customer SatisfactionA product leads to customer satisfaction if it is capable to satisfy customer‘srequirements (Expectations-Experience) On Purchase Usage Experience Expectation of Product with the the product product Comparison Accord with the Expecrations that are expectations that a made during the use of customer has on the the product. purchase of the product Customer Satisfaction
  • 178. Purchase Decision and Influencing VariablesRepresentation of the factors that can influence a buying decision „Bundle“ of (Product-) functions Price Type of function Quality Design Time relevant Physical features availability on market (size, weight, etc.) Other factors (i.e. maintenance costs, service, etc.)
  • 179. Experience of CustomerPlaceholder for own Subheadline Instructions Invoice Usage of goods Packaging Service visit Delivery Ad Other communication Customer Brochure Fax, E-Mail Data sheet Phone conversation Vendor contact Offer Product presentation Price list
  • 180. Purchase Decision Process - CircleInteraction cycle and phases of the purchase decision processes Order handling Pre- acquisition Order Inquiry Negotiations with customers phase Bidding phase Purchase Decision Process Submit tender to Offer preparation with customer cooperation partner
  • 181. Development Stages of CustomersRepresentation of the different stages of customers with increased customersatisfaction and customer loyalty Suspected / Promising Qualified new customer with potentially strong interest in New customer (prospective) the product or service. Existing financial resources. First-time customern If necessary procurement from suppliers or competitors. Customer loyalty strategies to make him repeated purchases. Repeated customer Purchase only from a provider / your company and don’t Exclusive customer accept competitive products. Use of CRM tools e.g. membership in the customer club. Active intercessory customer Transfer positive aspects about the company / product to other potential customers Active cooperation between customer and company Integrated partners (especially B-to-B)
  • 182. Development Stages of CustomersRepresentation of the different stages of customers with increased customersatisfaction and customer loyaltySuspected / First-time Repeated Exclusive Active IntegratedPromising customern customer customer intercessory partnersNew customer customer(prospective) Increasing customer satisfaction
  • 183. The Value ChainValue that the customer is prepared to pay for the services of a company Infrastructure management Personal management Technology developmentSupport Activities Procurement Input Output Marketing Operation Service logistics logistics and Sales Main Activities
  • 184. DAGMAR-FormulaStep model of advertising effectiveness and advertising successTheory based on the assumption that advertisement doesn’t only have economicobjectives but that it also has to meet particular communication tasks.The advertisement goes through several levels of consciousness with each customer:Contact Acceptance Understanding Storage Attitude ActionIs the Is the Is the advertising Is the core Is the advertising Purchase dueadvertising message instantly message easily message to the positive promotionalrecognized? understood by the absorbed? credible, perception of information target group? likeable, prestigious the consumer. recognized ? quickly?
  • 185. Core CompetencesVisualize core competences as a matrix with evaluations according to increase invalue for the company and customer satisfaction R&D Core competences high Production Logistics Sales Increase in value Service Potential key skills (ressources) medium Procurement lowCustomer not satisfied satisfied amazed
  • 186. Customer Lifetime CircleTiming and phases of the customer life cycle (customer relationship)strength /Intensity stability(Quality)the customersrelationship extension development termination duration of customer relationshipinitiation Customer acquisition Customer loyalty Customer recovery - Initiation Phase - Growth Phase - Exposure Period - Socialization Phase - Maturity Stage - Resolution Phase - Abstinence Phase
  • 187. Customer ProfileCustomer profile analysis according to sales and number of customersSales in %100%90%80% 10 Customers make70% 50% of the sales60% The majority of the customer accounts50% for less than 10%40% of sales.30%20%10% 0% 0 10 20 30 40 50 60 70 80 90 100 Number of customers
  • 188. CRM- Functional ChainA CRM- busines model should relate to a functional chain Customern- Customern- Customern- Orientation zufriedenheit wert Qualitäts- Customern- Unternehmens- Orientation bindung erfolg
  • 189. CRM - Contact ChainCompanys entire contact chain from initial contact to the re-sales contact Interested Party Customer Regular Customer First Contact Pre-Sales-Contact Sales-Contact After-Sales- Contact Re-Sales- Contact consulting order usage of the quotation opinion making purchase product repurchase purchase delivery service negotiations Customer Lifetime Circle
  • 190. CR-Marketing - PhasesCustomer Relationship Marketing (CRM) is a management approach that focuseson the systematic development and the maintenance of customer relationshipsThis process runs through the following 5 phases: Accost Win Inform Handle Maintain
  • 191. Brand / CorporateIdentity
  • 192. Corporate Identity vs. ImageDifferentiation of two perspectives Company Corporate Image Identity Image from inside Image from Outside
  • 193. Branding policy - Requirements for a BrandMajor tasks of branding policy: development of brand names and trademarks Criteria and characteristics of a brand Brand name/ 1 marking 2 Brand protection 3 Distinctiveness Product design Protectability of brand Difference in performance Packaging differentiation from compared with competitive Trademark other brands offerings 4 Standards 5 Price stability 6 Availability 7 Publicity Perception and recognition Standardized Quality No specials, action prices Availability and widespread in the market through Consistently high Quality or sales distribution advertising
  • 194. Differentiation of TrademarksExamples according to trademark types Word signs Graphic trademark Word-Image TrademarkRecognition by self- Only work if you about to be Highest conciseness bydeveloped script. Easily published across years logo and illustration of therepresented in all media. (through advertising) peculiarity of the offer.
  • 195. Corporate IdentityThe total of all communication political measures, the behavior, appearance andmarket communication of a company Corporate Identity
  • 196. Corporate IdentityDetailed presentation of the three activities of a company, aligned upon acorporate philosophy Appearance: Internal and logo, fonts, external corporate color, layout communication: press releases, ads, posters, TV spots, staff newspaper, customer magazine, website, banne rs, Open house, company celebration, trade show appearance, packing design Behavior from inside to outside: to employees, customers and suppliers
  • 197. Graphics
  • 198. Competition - GraphicEnter your subheadline here Own Company C4 C5 C3 C2 C1 Customer
  • 199. Graphic - Marketing vs. Strategy SignsEnter your subheadline here
  • 200. Marketing - Buzzword CubesEnter your subheadline here
  • 201. Marketing - BuzzwordEnter your subheadline here
  • 202. Graphic - Mouse Cursor „Marketing“Enter your subheadline here
  • 203. Graphic - Flowchart Sale OptionsEnter your subheadline here
  • 204. Puzzle - Marketing 4P‘sEnter your subheadline here This is a placeholder text. This text can be replaced with your own text. The text demonstrates how your own text will look when you replace the placeholder with your own text. If you don’t want to use the style and size of the fonts as used in this placeholder it’s possible to replace it by selecting different options.
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  • 244. “ Presentation is the “Killer Skill” we take into the real world. ” It´s almost an unfair advantage. The McKinsey Mind
  • 245. Animated Images & Pictures – 3DPlaceholder for your own sub headline This is a placeholder text. This text can be replaced with your own text. The text demonstrates how your own text will look when you replace the placeholder with your own text. This is a placeholder text.
  • 246. Animated Images & Pictures – 3DPlaceholder for your own sub headline  This is a placeholder text. This text can be replaced with your own text.  The text demonstrates how your own text will look when you replace the placeholder with your own text.  This is a placeholder text.
  • 247. Animated Images & Pictures – 3DPlaceholder for your own sub headline
  • 248. Animated Images & Pictures – 3DPlaceholder for your own sub headline
  • 249. Animated Images & Pictures – 3D
  • 250. Animated Images & Pictures – 3D
  • 251. Animated Images & Pictures – 3D
  • 252. Animated Images & Pictures – 3D
  • 253. Animated Images & Pictures – 3DPlaceholder for your own sub headline
  • 254. Animated Images & Pictures – 3DPlaceholder for your own sub headline
  • 255. Animated Images & Pictures – 3DPlaceholder for your own sub headline
  • 256. Animated Images & Pictures – 3DPlaceholder for your own sub headline
  • 257. Animated Images & Pictures – 3DPlaceholder for your own sub headline
  • 258. Animated Images & Pictures – 3DPlaceholder for your own sub headline This is a placeholder text. This text can be replaced with your own text. The text demonstrates how your own text will look when you replace the placeholder with your own text. This is a placeholder text.
  • 259. Animated Images & PicturesPlaceholder for your own sub headline This is a placeholder text. This text can be replaced with your own text. The text demonstrates how your own text will look when you replace the placeholder with your own text. This is a placeholder text. This is a placeholder text. This text can be replaced with your own text. The text demonstrates how your own text will look when you replace the placeholder with your own text. This is a placeholder text.
  • 260. Animated Images & PicturesPlaceholder for your own sub headline  This is a placeholder text. This text can be replaced with your own text.  The text demonstrates how your own text will look when you replace the placeholder with your own text.  This is a placeholder text.  This is a placeholder text. This text can be replaced with your own text.  The text demonstrates how your own text will look when you replace the placeholder with your own text.  This is a placeholder text.
  • 261. Bilder austauschen oder in Form einfügenBild austauschen: Exchange image:Klicken Sie mit der rechten Maustaste auf das Right mouse click on the image you wishauszutauschende Bild und wählen Sie ‚Grafik toexchange and select "format graphic" .formatieren‘. Unter dem Reiter ‚Füllung‘ wählen Choose the fro the category "filling">Sie dann ‚Einfügen aus: Datei…‘. "insert from file..." 261
  • 262. Animated Charts CollectionPlaceholder for your own sub headlineThis is placeholder text. This is placeholder text.All phrases can be replaced All phrases can be replacedwith your own text. with your own text. Your LogoThe text demonstrates how The text demonstrates howyour own text will look when your own text will look whenyou replace the placeholder you replace the placeholderwith your own text. with your own text.
  • 263. Animated Charts Collection3D Spheres / Network Placeholder Placeholder Placeholder Placeholder Placeholder
  • 264. Animated Charts CollectionSphere, 1/4 Slices This is a placeholder This is a placeholder text. This text can be replaced with your own text. If you don’t want to use the style and size of the fonts as used in this placeholder it is possible to replace it by selecting different options. For replacing the placeholder text you need to click on the placeholder text and insert your own text.
  • 265. Animated Charts CollectionStones For replacing the placeholder text you need to click on the placeholder text and insert your own text. For replacing the placeholder text you need to click on the placeholder text and insert your own text. For replacing the placeholder text you need to click on the placeholder text and insert your own text. For replacing the placeholder text you need to click on the placeholder text and insert your own text. For replacing the placeholder text you need to click on the placeholder text and insert your own text. YOUR LOGO
  • 266. Animated Charts CollectionStones Phase 1 Phase 2 Phase 3 Phase 4  This is a placeholder  The text demonstrates  This is a placeholder  This text can be text. how your own text will text. replaced with  This text can be look when you replace  This text can be your own text. replaced with the placeholder text. replaced with your own text. your own text. 25% 50% 75% 100%
  • 267. Animated Charts Collection 2012 Reaching the topMountain track of the montain  This is a placeholder text.  This text can be replaced with your own text.  This is a placeholder text.
  • 268. Animated Charts CollectionClocks / Stopwatches This is a placeholder  This is a placeholder text. This text can be replaced with your own text.  If you don’t want to use the style and size of the fonts as used in this placeholder it is possible to replace it by selecting different options.  For replacing the placeholder text you need to click on the placeholder text and insert your own text.  If you don’t want to use the style and size of the fonts as used in this placeholder it is possible to replace it by selecting different options.
  • 269. Animated Charts CollectionCompass This is a placeholder  This is a placeholder text. This text can be replaced with your own text.  If you don’t want to use the style and size of the fonts as used in this placeholder it is possible to replace it by selecting different options.  For replacing the placeholder text you need to click on the placeholder text and insert your own text.  If you don’t want to use the style and size of the fonts as used in this placeholder it is possible to replace it by selecting different options.
  • 270. Animated Charts CollectionRunning Track Timeline Placeholder Placeholder Placeholder PlaceholderStart FinishThis is placeholder text. This is placeholder text.All phrases can be replaced All phrases can be replacedwith your own text. with your own text.
  • 271. Animated Charts CollectionProject Timelines2012 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
  • 272. Animated Charts CollectionProject Timelines January October Placeholder Placeholder Placeholder. Insert Placeholder. Insert August your own text here Placeholder your own text here Placeholder. Insert your own text here2012 2013 2014 2015 March Placeholder Placeholder. Insert February Placeholder your own text here Placeholder. Insert your own text here
  • 273. 3D Chrome Spheres3D Chrome Spheres Step 5 Step 4 Step 3 Step 2 Step 1 YOUR LOGO
  • 274. Animated Charts CollectionThermometer Placeholder Placeholder Placeholder Placeholder100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 26% 52% 84% 60%
  • 275. Animated Charts Collection 2012Thermometer We reached our goal 100% This is a placeholder 90%  This is a placeholder text. This text can be replaced with your own text. 80%  If you don’t want to use the style and size of the 70% fonts as used in this placeholder it is possible to replace it by selecting different options. 60%  For replacing the placeholder text you need to 50% click on the placeholder text and insert your own text. 40%  If you don’t want to use the style and size of the fonts as used in this placeholder it is possible to 30% replace it by selecting different options. 20% 2011 Last Year 10% 0%
  • 276. Animated Charts CollectionPills 3DDescriptionThis text can be replaced with yourown text. All phrases can be replacedwith your own textPlaceholderThis text can be replaced with your own text. Placeholder This text can be replaced with your own text.PlaceholderThis is a placeholder text. Placeholder This is a placeholder text.PlaceholderThis is a placeholder text. Placeholder This is a placeholder text.
  • 277. Animated Charts CollectionPills 3D PlaceholderPlaceholder This is a placeholder text.This text can be replaced with your own text.
  • 278. Animated Charts CollectionFlow Chart Toolkit Placeholder Placeholder Placeholder Placeholder Placeholder Text Placeholder Text Text  The text that you insert  The text that you insert will retain the same style will retain the same style and format as the place- and format as the place- holder text. The text that  The text that you insert  The text that you insert holder text. The text that you insert will retain the will retain the same style will retain the same style you insert will retain the same style and format and format as the and format as the same style and format as the placeholder text. placeholder text. placeholder text. as the placeholder text.
  • 279. Animated Charts CollectionPyramids – 2DPlaceholder for your own sub headlineThis text can be replaced with your own text.This is a placeholder text. The text demonstrates how your own text will look when you replace the placeholder with your own text.PlaceholderPlaceholder for text Placeholder All phrases can be replaced with yourDescription own text.
  • 280. Animated Charts CollectionPyramids – 3D Placeholder This text can be replaced with your own text.PlaceholderThis is a placeholder text. Placeholder This is a placeholder text.PlaceholderThis is a placeholder text.
  • 281. Animated Charts CollectionPyramids – 3D5. Description4. Enter your headline3. This is a placeholder text2. Enter your headline1. Enter your own text here
  • 282. Animated Charts CollectionCones - 3D This is a placeholder  If you don’t want to use the style and size of the fonts as used in this placeholder it is possible to replace it by selecting different options.  For replacing the placeholder text you need to click on the placeholder text and insert your own text.  If you don’t want to use the style and size of the fonts as used in this placeholder it is possible to replace it by selecting different options.
  • 283. Animated Charts CollectionCones - 3D Placeholder A This text can be replaced with your own text. Placeholder B This text can be replaced with your own text. Placeholder C This text can be replaced with your own text. Placeholder D This text can be replaced with your own text.
  • 284. Animated Charts CollectionCones - 3DDescriptionThis text can be replaced with yourown text. All phrases can be replaced Placeholderwith your own text This text can be replaced with your own text. Placeholder This is a placeholder text. Placeholder This is a placeholder text.
  • 285. Animated Charts Collection3D Arrows If you dont want to use the exact To replace placeholder text: style and size of fonts used by the Click the placeholder text to placeholder, you can replace it by select it and type your new selecting different ones. text. Placeholder Placeholder Text Place text This is a placeholder text. All This is a placeholder phrases can be replaced text. All phrases can be with your own text. replaced with your own text.
  • 286. Animated Charts CollectionOrg Charts with Lists (1+3) Headline Placeholder Product A Product B Product C Placeholder Placeholder Placeholder Placeholder Placeholder Placeholder Placeholder Placeholder Placeholder
  • 287. Animated Charts CollectionChecklist 1. This is a placeholder text  …  … 2. This is a placeholder text  …  … 3. This is a placeholder text  …  … 4. This is a placeholder text  …  …
  • 288. Animated Charts CollectionNature & Energy Icons  This is a placeholder text. This text can be replaced with your own text. Placeholder  This is a placeholder text. This text can be replaced with your own text.  This is a placeholder text. This text can be replaced with your own text.
  • 289. Animated Charts CollectionOrg Chart − 3D Cubes (3 Rows) Description 1 This is a placeholder text. Description 2 This is a placeholder text. Description text This is a place- Description 3 holder text. This is a placeholder text.
  • 290. Animated Charts CollectionOrg Chart − 3D Cubes (4 Rows) Description 1 This is a placeholder text. Description 2 This is a placeholder text. Description 3 This is a placeholder text. Description text This is a place- Description 4 holder text. This is a placeholder text.
  • 291. Animated Charts CollectionOrg Chart − 3D Cubes Description text This is a placeholder text. Description 1 Description 2 Description 3 Text Text Text Text Text Text Text
  • 292. Animated Charts CollectionData-driven Diagrams Column diagram Description A Description B8070 7560 6350 55 5640 45 45 45 3830 34 302010 0 2004 2005 2006 2007 2008
  • 293. Animated Charts CollectionData-driven Diagrams Bar diagramProduct A 91Product B 86Product C 81Product D 73Product E 65Product F 43
  • 294. MindmappingPlaceholder for your own sub headline Text Text Text Text Text Text Subtopic Text Text Text Text Text Text
  • 295. MindmappingPlaceholder for your own sub headline Text what when why Text Text Text how where Text who
  • 296. MindmappingPlaceholder for your own sub headline Text what when Text why Text Text how where Text Text who
  • 297. MindmappingPlaceholder for your own sub headline Text Text Text Text Text Text Text Text Text Text Text Text
  • 298. MindmappingPlaceholder for your own sub headline Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text
  • 299. MindmappingPlaceholder for your own sub headline Text Text Text Text Text Text Text Text Text Text Text Text
  • 300. MindmappingPlaceholder for your own sub headline Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text
  • 301. MindmappingPlaceholder for your own sub headline Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text
  • 302. MindmappingPlaceholder for your own sub headline Text Text Text Text Text Text Text Text Text Text Text Text Text Text
  • 303. MindmappingPlaceholder for your own sub headline Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Idea Text Text Idea Text Text Text Text Text Text Text Text Text Text Text Text Text Idea Text Text Text Text Text Text Text Text Idea Text Text Text Text Text Text Text
  • 304. MindmappingPlaceholder for your own sub headline Placeholder text Placeholder text Placeholder  This is a placeholder text. Placeholder text Placeholder text  This text can be replaced Placeholder Placeholder with your own text.  The text demonstrates how Placeholder Placeholder your own text will look when you replace the placeholder Placeholder text Placeholder text text.  The text that you insert will Placeholder text Placeholder text retain the same style and format as the placeholder Placeholder Placeholder text. Placeholder Placeholder Placeholder text Placeholder text Placeholder Placeholder
  • 305. MindmappingPlaceholder for your own sub headline Placeholder text Placeholder  This is a placeholder text. Placeholder text  This text can be replaced Placeholder with your own text.  The text demonstrates how Placeholder your own text will look when you replace the placeholder Placeholder text text.  The text that you insert will Placeholder text retain the same style and format as the placeholder Placeholder text. Placeholder Placeholder text Placeholder
  • 306. MindmappingPlaceholder for your own sub headline Placeholder text Placeholder text Placeholder  This is a placeholder text. Placeholder text Placeholder text  This text can be replaced Placeholder Placeholder with your own text.  The text demonstrates how Placeholder Placeholder your own text will look when you replace the placeholder text.  The text that you insert will retain the same style and format as the placeholder Placeholder Placeholder text. Placeholder Placeholder Placeholder text Placeholder text Placeholder Placeholder
  • 307. MindmappingPlaceholder for your own sub headline Placeholder text Placeholder  This is a placeholder text. Placeholder text  This text can be replaced Placeholder with your own text.  The text demonstrates how Placeholder your own text will look when you replace the placeholder text.  The text that you insert will retain the same style and format as the placeholder Placeholder text. Placeholder Placeholder text Placeholder
  • 308. MindmappingPlaceholder for your own sub headline This is a placeholder text. This text can be replaced with your own text. This is a placeholder text. This is a placeholder text. This is a placeholder text. This text can be replaced The text that you insert will with your own text. retain the same style and format as the placeholder text.
  • 309. MindmappingPlaceholder for your own sub headline Placeholder  This is a placeholder text. Text  This text can be replaced with Text Text your own text. Text Text  The text demonstrates how your own text will look when you replace the placeholder Text text.  The text that you insert will Text Text retain the same style and format as the placeholder text. Text Text Text Text Text Text
  • 310. MindmappingPlaceholder for your own sub headline Placeholder Placeholder Placeholder Placeholder Text Placeholder Placeholder Text Text Placeholder This is a placeholder text Text  This is a placeholder text.  This text can be replaced with your Placeholder own text. Text  This text can be replaced with your own text.
  • 311. MindmappingPlaceholder for your own sub headline Placeholder Text  This is a placeholder text. Subtopic A This is a Placeholder Text  This text can be Text replaced with your own text.  The text This is a Placeholder Text Subtopic B Text demonstrates how your own text will Placeholder look when you Text replace the placeholder text. Subtopic C Placeholder  The text that you insert will retain the Text same style and format as the This is a Placeholder Text Subtopic D placeholder text. Text Text
  • 312. MindmappingPlaceholder for your own sub headline Placeholder  This is a placeholder text.  This text can be replaced with your own text. Text  The text demonstrates how Text your own text will look when you replace the placeholder text. Text  The text that you insert will Topic Text retain the same style and Text format as the placeholder text. Text Text
  • 313. MindmappingPlaceholder for your own sub headline Placeholder  This is a placeholder text. Text Text Text  This text can be replaced with your own text. Text Text  The text demonstrates how Text your own text will look when you replace the placeholder Text text. Topic Text  The text that you insert will Text retain the same style and format as the placeholder Text text. Text Text Text Text Text
  • 314. MindmappingPlaceholder for your own sub headline Placeholder  This is a placeholder text.  This text can be Text Text Text replaced with your own text. Text Text Text  The text demon- Text Text strates how your own text will look Text Text when you replace Text Topic Text the placeholder Text Text text. Text Text  The text that you Text insert will retain Text Text the same style and format as the Text Text Text placeholder text.
  • 315. MindmappingPlaceholder for your own sub headline Text Text Text Text Text Text Text Text Text Text Text Text Text This is a placeholder text Text Topic Text Text Text  This is a placeholder text. Text Text Text  This text can be replaced Text Text with your own text. Text Text Text  The text demonstrates how your own text will look when you replace the placeholder text.
  • 316. MindmappingPlaceholder for your own sub headline Text Text Text Placeholder Text Placeholder Text Text Placeholder Text Placeholder Text Text Placeholder Text Placeholder Text Placeholder Text Text Placeholder Topic Text Placeholder Placeholder Text Text Placeholder Text Text Text Text Text Text Text
  • 317. MindmappingPlaceholder for your own sub headlinePlaceholderPlaceholderPlaceholder PlaceholderPlaceholder Placeholder Placeholder Subtopic A Placeholder TextPlaceholder PlaceholderPlaceholder PlaceholderPlaceholder PlaceholderPlaceholder Topic Subtopic C Placeholder Placeholder Placeholder Placeholder Placeholder Subtopic B Placeholder Placeholder Placeholder Placeholder Placeholder
  • 318. MindmappingPlaceholder for your own sub headline Placeholder Subtopic A Placeholder Placeholder Placeholder Placeholder Subtopic D Placeholder Placeholder Placeholder Placeholder Subtopic B Placeholder Placeholder Topic Placeholder Placeholder Placeholder Placeholder Placeholder Subtopic E Placeholder Subtopic C Placeholder Placeholder Placeholder Placeholder
  • 319. MindmappingPlaceholder for your own sub headline Text Text Text Text Text Text Text Text Text TextText Text Text Text Text Topic Text Text Text Text Text Text Text Text Text
  • 320. MindmappingPlaceholder for your own sub headline Text Text Text Text Text Text Text Text Text Topic Text Text TextText Text Text Text Text Text Text Text Text Text Text Text Text
  • 321. MindmappingPlaceholder for your own sub headline Text Text Text Text Text Text Text Topic A Topic B Text Text Text Text Text Text
  • 322. MindmappingPlaceholder for your own sub headline Text Text Text Text Text Text Topic B Text Text Text Topic C Topic A Text Text Text Text
  • 323. MindmappingPlaceholder for your own sub headline Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Top A Text Top C Text Text Text Text Text Text Text Text Text Text Text Text Text Text Top D Text Text Text Text Text Text Text Text Text Text Text Text Text Top B Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text
  • 324. MindmappingPlaceholder for your own sub headline Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Top A Text Text Text Text Text Text Text Text Top B Text Text Text Top C Text Text Text Top D Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text
  • 325. MindmappingPlaceholder for your own sub headline E PLACEHOLDER PLACEHOLDER C G PLACEHOLDER A PLACEHOLDER B D PLACEHOLDER PLACEHOLDER F
  • 326. MindmappingPlaceholder for your own sub headline PLACEHOLDER D N O TEXT H C E A G Topic PLACEHOLDER TEXT TEXT M L PLACEHOLDER B P F I
  • 327. MindmappingPlaceholder for your own sub headline N PLACEHOLDER D F TEXT E A G C H Topic PLACEHOLDER TEXT TEXT L PLACEHOLDER M B I
  • 328. MindmappingPlaceholder for your own sub headline PLACEHOLDER C D F TEXT H E G O Topic E PLACEHOLDER N TEXT TEXT L PLACEHOLDER M I B A
  • 329. MindmappingPlaceholder for your own sub headline D B H F A M P L
  • 330. MindmappingPlaceholder for your own sub headline B D H F L A
  • 331. MindmappingPlaceholder for your own sub headline Topic
  • 332. MindmappingPlaceholder for your own sub headline Topic
  • 333. MindmappingPlaceholder for your own sub headline
  • 334. MindmappingPlaceholder for your own sub headline Placeholder The text demonstrates how your own text will look when you replace the placeholder with your own text.
  • 335. MindmappingPlaceholder for your own sub headline Idea 3 Idea 2 Topic Idea 4 Idea 1
  • 336. MindmappingPlaceholder for your own sub headline Idea 1 Idea 2 Placeholder Idea 3 Idea 4 Placeholder Idea 5
  • 337. MindmappingPlaceholder for your own sub headline Idea 2
  • 338. KEY ACCOUNT MANAGEMENTPlans and Worksheets
  • 339. Version: Jan-01-2020 Last review: Jul-01-2020KEY ACCOUNT PLAN Next review: Jul-01-2021Customer: Name of customerKey Account Manager: Name of the KAMParticipants of the Name, position / department Name, position / departmentKey Account Plan: Name, position / department Name, position / department
  • 340. Key Account PlanHistory of changes / updatesCustomerDate Updates EditorJan-01-2020 This is a placeholder text. John DoeFeb-15-2020 This text can be replaced with your own text. Maggie SmithMar-19-2020 Insert your own text here. Team 2Jul-06-2020 The text demonstrates how your own text will look like. Joe AverageSep-22-2020 Replace this placeholder text with your own text. Team 12-ANov-01-2020 This is a placeholder text. Bill StilesMar-20-2021 This text can be replaced with your own text. Maria RoeApr-15-021 Insert your own text here. Team 2Apr-17-2021 The text demonstrates how your own text will look like. John ReidApr-20-2021 Replace this placeholder text with your own text. Richard Miles8/26/2012 Footer - Key Account Management Plan 344
  • 341. Management SummaryBrief summary of key points Customer analysis Company position Business development The text demonstrates how If you want to change the style The text that you insert will retain your own text will look when and size of the fonts it is possible the same style and format as the you replace the placeholder with to replace it by selecting different placeholder text. This text can be your own text. options. replaced with your own text. This is a placeholder text. This text For replacing the placeholder The text demonstrates how your can be replaced with your own text, click on the placeholder text own text will look when you text. and insert your own text. replace the placeholder with your The text demonstrates how your The text that you insert will retain own text. own text will look when you the same style and format as the This is a placeholder text, it can be replace the placeholder with your placeholder text. replaced with your own text. own text.8/26/2012 Footer - Key Account Management Plan 345
  • 342. ContentKey Account Management1 Customer analysis2 Company position3 Business development4 Action plan
  • 343. Key Account Plan - Customer AnalysisProfile and personal characteristicsCustomer ProfileInsert here a brief and concise description of your customer. Pay special Businessattention to the issues that are relevant to your sales and customerdevelopment strategies. Industrial sector or line of business of your customer.Eos et accusam et justo duo dolores At vero eos et accusam et justo duoet ea rebum. Stet clita kasd guber dolores et ea rebum. Stet clita kasdgren, no sea takimata sanctus est gube rgren, no sea takimata sanctusLorem ipsum dolor sit amet. Lorem est Lorem ipsum dolor sit amet.ipsum dolor sit amet, consetetur Lorem ipsum dolor sit amet, Contactsadipscing elitr, sed diam nonumy consetetur sadipscing elitr, sed diameirmod tempor invidunt ut labore et nonumy eirmod tempor invidunt ut Namedolore magna aliquyam erat, sed labore et dolore magna aliquyam Positiondiam voluptua. At vero eos et erat, sed diam voluptua. At vero eosaccusam et justo duo dolorerebum. et accusam et justo duo dolores et ea Tel.: 55 555 - 12 34 555Lorem ipsum dolor sit amet, conset rebum. Stet clita kasd gubergren, no Email: name@domain.cometur sadipscing elitr, sed diam non sea takimata sit amet. Internet: www.domain.comumy eirmod tempor invidunt utlabore et dolore magna aliquyamerat, sed diam voluptua. 8/26/2012 Footer - Key Account Management Plan 347
  • 344. Key Account Plan - Customer AnalysisProfile and personal characteristics (alternative) Customer Profile Operating Profile Customer Name of external or internal Positioning and How Customer positions customer that this account plan Brand themselves, what their brand covers stands for, operating principles Primary Purpose Customer‘s mission statement or Core Processes Core processes, activities critical purpose, a short statement of the for supply of their products and customer‘s overall aim services to target customers Products and Customer‘s main products Structure and Structure and organisation of Services and services People Customer‘s team, number of employees Markets and Customer‘s main markets Geographic Customer and Customers and customers locations key decision locations Unique Unique features of this particular Funding, Growth Funding structure, performance in Capabilities customer‘s services opposed to and Profitability terms of revenues, budgets and other providers (USP) contribution8/26/2012 Footer - Key Account Management Plan 348
  • 345. Key Account Plan - Customer AnalysisKey performance indicators (examples)Number of locations Number of employees Solvency of the company 12 50 500,000Investment volume Production Numbers Annual sales 750,000 50,000 1.2 mnFurther indicators Further indicators Further indicators ? ? ?8/26/2012 Footer - Key Account Management Plan 349
  • 346. Key Account Plan - Customer AnalysisKey figures (alternative representation with Review & Preview)CustomerKey performance 2020 2021 2022 Competition or …indicators (prior year 2) (prior year 1) (current) Market averageNumber of locations xx xx xx xx xxNumber of employees xx xx xx xx xxNumber of employees xx xx xx xx xxAnnual sales xx xx xx xx xxFurther indicators xx xx xx xx xxFurther indicators xx xx xx xx xxFurther indicators xx xx xx xx xxFurther indicators xx xx xx xx xxFurther indicators xx xx xx xx xxFurther indicators xx xx xx xx xx8/26/2012 Footer - Key Account Management Plan 350
  • 347. Key Account Plan - Customer AnalysisOwnership structuresCustomer Associate 1 Associate 2 Associate 3 Name Name Name …Shares 30% 40% xx% xx%Influence on No Yes … …purchasing decisions?Comment … … … …Existing relationship? Yes No … …Comment This is a placeholder For replacing the … … text. This text can be placeholder text you replaced with your need to click on the own text. placeholder text and insert your own text.8/26/2012 Footer - Key Account Management Plan 351
  • 348. Key Account Plan - Customer AnalysisInvestments, subsidiaries and third party companies of CustomerCustomer Investment 1 Investment 2 Investment 3 Name Name Name …Shares 35% 10% 5% xx%Influence on No Yes No …purchasing decisions?Comment … … … …Existing relationship? Yes Yes No …Comment This is a placeholder For replacing the The text demonstrates … text. This text can be placeholder text you how your own text replaced with your need to click on the will look like. own text. placeholder text and insert your own text.8/26/2012 Footer - Key Account Management Plan 352
  • 349. Key Account Plan - Customer AnalysisImportant objectives and projects of the customer TOP 1 objective: Brief description of the TOP 2 objective: objective, specific, measurable Brief description of the and with a clear timing objective, specific, measurable (SMART-Scheme) and with a clear timing TOP 3 objective: Brief description of the objective, specific, measurable and with a clear timingPossible sources: customer website,publications such as annual reportsand press releases 8/26/2012 Footer - Key Account Management Plan 353
  • 350. Key Account Plan - Customer AnalysisValue chain according to M. Porter Input Value Output Primary activities Inbound Marketing & Outbound Customer Production Logistics Sales logistics service Profit Profitability of the companys activities Company Human Technology Procurement infrastructure Resources development Secondary activities8/26/2012 Footer - Key Account Management Plan 354
  • 351. Key Account Plan - Customer Analysis Primary activities Profit Secondary activitiesSub-goals for each department:Primary areas / activities Areas Tasks Possible added values Inbound Logistics  This is a placeholder text. Replace this placeholder text with  Replace it with your own text. your own text. Production  The text demonstrates how your For replacing the placeholder text own text will look like. you need to click on the placeholder  Replace this placeholder text. text and insert your own text. Marketing & Sales  Click on the placeholder text. The text that you insert will retain  Insert your own text. the same style and format as the placeholder text. Outbound logistics  Put your text here. The text demonstrates how your  Replace this text with real own text will look like. information. Customer service  This text is only a placeholder. Dies ist ein Platzhaltertext.  It can easily be replaced with your text.8/26/2012 Footer - Key Account Management Plan 355
  • 352. Key Account Plan - Customer Analysis Primary activities Profit Secondary activitiesSub-goals for each department:Secondary Areas / Supporting Activities Areas Tasks Possible added values Procurement  This is a placeholder text. Replace this placeholder text with your own text. Technology development  This text is only a placeholder. For replacing the placeholder text  It can easily be replaced with you need to click on the placeholder your text. text and insert your own text. Human Resources  The text demonstrates how your The text that you insert will retain own text will look like. the same style and format as the  Replace this placeholder text. placeholder text. Corporate infrastructure  Put your text here. The text demonstrates how your  Replace this text with real own text will look like. information.8/26/2012 Footer - Key Account Management Plan 356
  • 353. Key Account Plan - Customer AnalysisPurchasing strategies (examples) Supplier Strategy Procurement Framework agreements Customer counts on The procurement is done Binding framework two supplier strategy centrally by the corporate agreements will be (share of wallet) with max. procurement office. demanded. 66% share of suppliers Number of suppliers Further guidelines Further guidelines There are at least e.g. supplier … two suppliers for each evaluations, purchasing product area desired centers, guidelines for (multiple sourcing). supplier management, etc.8/26/2012 Footer - Key Account Management Plan 357
  • 354. Key Account Plan - Customer AnalysisMarket condition analysis and changes in the market of customerMarket Development and variation Possible consequences, of dimension of market risks and opportunities for the customer (market growth rate)Technol. New technologies and Possible consequences, developments influencing risks and opportunities for the customer the business of customer Regulations and official frameLegal Possible consequences, conditions that could influence risks and opportunities for the customer the businessCustomer Customer requirements Possible consequences, (e.g. Quality, price, etc.) risks and opportunities for the customer8/26/2012 Footer - Key Account Management Plan 358
  • 355. Key Account Plan - Customer AnalysisCompetitive environment / most important competitorName Indicators Strategy Strengths WeaknessesCompetitor 1  Market share: xx% Focus on premium … …  Employees: xxx segment and British  Revenue: xxx marketConsequences for The text demonstrates how your own text will look like. Replace this placeholder text with your own text.our customerCompetitor 2  Market share: xx% Aggressive price … …  Employees: xxx strategy with focus  Revenue: xxx on world marketConsequences for The text demonstrates how your own text will look like. Replace this placeholder text with your own text.our customer8/26/2012 Footer - Key Account Management Plan 359
  • 356. Key Account Plan - Customer AnalysisDecisions processes and market structures of customer as PowerMap Name CEO Competitor 2Name Name Name Name NameR&D 1 VP Purchasing 3 VP Marketing VP Services & Parts Director of Programs Name Name Name Lead Chassis Purchasing Competitor 1 Vehicle Project O Manager 1 Name Name Name Name Name Name Vehicle Project Title Title Title O Title Title Manager Name Name Automotive Title Title O associationQuality of the relationships Positive Neutral Poor UnknownDecision Power 3 High 2 Medium 1 Low Non-hierarchical influence O Owner of relationship8/26/2012 Footer - Key Account Management Plan 360
  • 357. Key Account Plan - Customer AnalysisSWOT analysis STRENGTHS S WEAKNESSES W Source: Profile / Customer Analysis / Top ObjectivesINTERNAL INTERNAL Particular strengths Particular weaknesses that your clients excel at. that your customer has.  How can I assist  How can I support him here and to improve this even more? possibly turn weaknesses into strengths? OPPORTUNITIES O RISKS T Source: Market condition analysis / competition analysisEXTERNAL EXTERNAL New Business Opportunities External threats and risks for your customers in the market. for the customer (for example competition).  What can I do to make the customer  How can I minimize the risks take advantage of these opportunities? long term?8/26/2012 Footer - Key Account Management Plan 361
  • 358. ContentKey Account Management1 Customer analysis2 Company position3 Business development4 Action plan
  • 359. Key Account Plan - Own Company PositionKey projects / business relation - review Project name A Project name C Project name E Description of the project and Description of the project and Description of the project and customers in short form. customers in short form. customers in short form. … … … $ 1.1 mn won $ 0.3 mn lost $ 1.8 mn won Reason (customer perspective) Reason (customer perspective) Reason (customer perspective) • … • … • … • … • … • … Competitor Competitor Competitor 2020 2021 2022 2023 2024 Project name B Project name D Description of the project and Description of the project and customers in short form. customers in short form. … …8/26/2012 Footer - Key Account Management Plan 363
  • 360. Key Account Plan - Own Company PositionKey projects / business relation - review Project name A Project name C Project name E Description of the project and Description of the project and Description of the project and customers in short form. customers in short form. customers in short form. … … … Project name B Project name D Project name F Description of the project and Description of the project and Description of the project and customers in short form. customers in short form. customers in short form. … … … 2020 2021 2022 2023 2024 Qualified Supplier Key Supplier Strategic Partner8/26/2012 Footer - Key Account Management Plan 364
  • 361. Key Account Plan - Own Company PositionKey projects / business relation - review 2020 2021 2022 2023 2024 Project name A Project name B Project name C Project name D Project name E Description of the Description of the Description of the Description of the Description of the project and customers project and customers project and customers project and customers project and customers in short form. in short form. in short form. in short form. in short form. … … … … … won won lost won won Competitors: Competitors : Competitors : Competitors : Competitors : • Competitor A • Competitor A • Competitor A • Competitor A • Competitor A • Competitor B • Competitor B • Competitor B • Competitor B • Competitor B $ 1.6 mn $ 1.5 mn $ -0.2 mn $ 2.1 mn $ 0.8 mn8/26/2012 Footer - Key Account Management Plan 365
  • 362. Key Account Plan - Own Company PositionPortfolio analysis to identify current and potential key accounts Size of sphereHigh represents KAM area Customer C KAM potential Customer A Positive = existingPotential (revenue) business contact Negative = no business contact Customer D or existing relationship is disturbed Customer BLow Positive Attitude Negative 8/26/2012 Footer - Key Account Management Plan 366
  • 363. Key Account Plan - Own Company PositionPerception of customer Description of your position from the perspective of the customer What do you do for him and Strategic how good are you? Partnership KAM How is the size of your market target area Development Partners share with the customer? (share of wallet) Key Supplier What kind of relationship and Preferred Supplier cooperation level have you achieved to date with your customers? What are you aiming Repeated Supplier for in the future? Qualified Supplier What strengths does your customer see in you? What One Time Supplier weaknesses could your customers see in you? Opportunistic 8/26/2012 Footer - Key Account Management Plan 367
  • 364. Key Account Plan - Own Company PositionMarket condition analysis and changes in the market of customerMarket Development and variation Possible consequences, of dimension of market risks and opportunities for the customer (market growth rate)Technol. New technologies and Possible consequences, developments influencing risks and opportunities for the customer the business of customer Regulations and official frameLegal Possible consequences, conditions that could influence risks and opportunities for the customer the business8/26/2012 Footer - Key Account Management Plan 368
  • 365. Key Account Plan - Own Company PositionPEST analysis (Slept, PESTLE, STEEPLE, STEEPLED, STEER) Political P Economically E Legislation (current and upcoming) Development of relevant economic indicators • Industry relevant legislation • Business cycles • Tax legislation • Unemployment • Regulation of capital and labor transfer • Resource availability • Political stability • Key Industries • Involvement in free trade zones, etc. • Industry structure Socio-cultural S Technological T Population and demography Current levels of technology • Income distribution • The economy • Mobility • The own industry • Level of education • Supplier and customer industries • Consumer behavior • Public and private sector • Saving rates R&D expenditure and facilities • "Consumer Appetite" • Life-cycle phases of products8/26/2012 Footer - Key Account Management Plan 369
  • 366. Key Account Plan - Own Company PositionPEST analysis (Slept, PESTLE, STEEPLE, STEEPLED, STEER)High P Political factor influence of factor on the customer’s business E Economical factor S Socio-cultural factor Factor 1 Factor 3 T Technological factorMeaning Essential factors relevant for further analysis Factor 2 Less essential factors Factor 4 less relevant for further analysisLow about quality, dimension and probability of factor Low Insecurity High 8/26/2012 Footer - Key Account Management Plan 370
  • 367. Key Account Plan - Own Company PositionPorter 5 Forces New market entrants Threat Competition Bargaining Bargaining Suppliers power power Buyer Competition Threat Substitution products8/26/2012 Footer - Key Account Management Plan 371
  • 368. Key Account Plan - Own Company PositionCompetitive environment / competition analysis Name KAM-Resources Strategy Strengths Weaknesses position with client Competitor 1  KAM Focus is on premium … …  Contact segment and German  references market  Employees  Revenue Consequences for The text demonstrates how your own text will look like. Replace this placeholder text with your own text. our customer Competitor 2  KAM Aggressive price … …  Contact strategy with  references focus on worldwide  Employees market  Revenue Consequences for The text demonstrates how your own text will look like. Replace this placeholder text with your own text. our customer8/26/2012 Footer - Key Account Management Plan 372
  • 369. Key Account Plan - Own Company PositionSWOT analysis (customer’s perspective) Strengths WeaknessesINTERNAL INTERNAL Particular strengths Particular weaknesses of your company of your company (customer’s view)  are the focus of your sales  How important are they to your customer? strategy, negotiations and argumentations. How can you resolve them? Opportunities RisksEXTERNAL EXTERNAL New Business Opportunities External threats and risks for your company for your company  New chances and objectives  How can you minimize the risks for the future business developments. long term?8/26/2012 Footer - Key Account Management Plan 373
  • 370. ContentKey Account Management1 Customer analysis2 Company position3 Business development4 Action plan
  • 371. Key Account Plan - Business DevelopmentMission / Account strategy - M.O.S.T. analysis M O S TMission Objectives Strategy TacticsLong-term Specific performance Specific plans to Implementing yourvisions, objectives and related objectives achieve Mission and strategies.business basics. Objective.How do you want Which quantitative Which strategy do you Which actions andto be seen by your and qualitative follow to achieve your measures are necessarycustomer? objectives do you goals? to implement your wish to achieve? strategies? 8/26/2012 Footer - Key Account Management Plan 375
  • 372. Key Account Plan - Business DevelopmentMission / Account strategy - M.O.S.T. analysis M This is a placeholder text. This text can be replaced with your own text. The text demonstrates how your own text will look when you replace the placeholder with your own text. For replacing the placeholder text you need to click on the placeholder text and insert your own text. O For replacing the placeholder text you need to click on the placeholder text and insert your own text. This is a placeholder text. This text can be replaced with your own text. The text demonstrates how your own text will look when you replace the placeholder with your own text. S The text demonstrates how your own text will look when you replace the placeholder with your own text. For replacing the placeholder text you need to click on the placeholder text and insert your own text. This is a placeholder text. This text can be replaced with your own text. T This is a placeholder text. This text can be replaced with your own text. The text demonstrates how your own text will look when you replace the placeholder with your own text. For replacing the placeholder text you need to click on the placeholder text and insert your own text.8/26/2012 Footer - Key Account Management Plan 376
  • 373. Key Account Plan - Business DevelopmentTop objectives and strategies Top objective 1 Top objective 2 Top objective 3 Brief description of the Brief description of the objective, Brief description of the objective, specific, measurable specific, measurable and with objective, specific, measurable and with clear timing (according to SMART and with clear timing (according to SMART scheme). clear timing (according to SMART scheme). scheme). End of 2020 Early 2021 Early 2022 2020 2021 2022Strategy: Strategy: Strategy:Description of the strategy Description of the strategy Description of the strategythat you follow to achieve that you follow to achieve that you follow to achievethis goal. this goal. this goal.Requirements: Requirements: Requirements:What infrastructure / What infrastructure / What infrastructure /measures are needed for this? measures are needed for this? measures are needed for this?Milestones: Milestones: Milestones:• Placeholder • Placeholder • Placeholder• Placeholder • Placeholder • Placeholder 8/26/2012 Footer - Key Account Management Plan 377
  • 374. Key Account Plan - Business DevelopmentFinance and budget planning (example is target-performance comparison)Customer Q1 Q2 Q3 Q4 Tar. Act. Dif. Tar. Act. Dif. Tar. Act. Dif. Tar. Act. Dif.Product A xx.xx xx.xx -xx.xx xx.xx xx.xx +xx.xx xx.xx xx.xx -xx.xx xx.xx xx.xx +xx.xxIncoming order xx.xx xx.xx +xx.xx xx.xx xx.xx +xx.xx xx.xx xx.xx -xx.xx xx.xx xx.xx +xx.xxRevenue xx.xx xx.xx +xx.xx xx.xx xx.xx +xx.xx xx.xx xx.xx -xx.xx xx.xx xx.xx -xx.xxResult xx.xx xx.xx -xx.xx xx.xx xx.xx +xx.xx xx.xx xx.xx +xx.xx xx.xx xx.xx -xx.xxSales / amount xx.xx xx.xx +xx.xx xx.xx xx.xx -xx.xx xx.xx xx.xx +xx.xx xx.xx xx.xx -xx.xxMarket share xx.xx xx.xx +xx.xx xx.xx xx.xx -xx.xx xx.xx xx.xx +xx.xx xx.xx xx.xx -xx.xx8/26/2012 Footer - Key Account Management Plan 378
  • 375. Key Account Plan - Business DevelopmentKey project (profile)Customer Project name Probability of project Project description Contact (customer) Volume • 2020 … • 2021 ... 80% • 2023 ... Milestone/ dates • … Budget • … • … Most important 1. … 2. … $ XX mn competitor 3. … Contact (customer) Name Project responsible Name8/26/2012 Footer - Key Account Management Plan 379
  • 376. Key Account Plan - Business DevelopmentAccount team / Matrix organization KAM activity Management Disciplinary guidance Product field 1 Regional distribution 1 Product Product Sales Sales management marketing region 1 region 2 KAM KAM KAM Technical guidance8/26/2012 Footer - Key Account Management Plan 380
  • 377. Key Account Plan - Business DevelopmentAccount team / Matrix organization KAM activity Management Disciplinary guidance Product field 1 Regional distribution 1 Product Product Project Sales Sales management marketing management region 1 region 2 KAM KAM KAM KAM Technical guidance8/26/2012 Footer - Key Account Management Plan 381
  • 378. Key Account Plan - Business DevelopmentAccount team / Matrix organization KAM activity Management Disciplinary guidance Product field 1 Regional distribution 1 Product Product Project Sales Sales Sales management marketing management region 1 region 2 region 3 KAM KAM KAM KAM Technical guidance8/26/2012 Footer - Key Account Management Plan 382
  • 379. Key Account Plan - Business DevelopmentAccount team / Matrix organization KAM activity Management Disciplinary guidance Product field 1 Product field 2 Regional distribution 1 Regional distribution 2 Product Product Product Product Sales Sales Sales Sales management marketing management marketing region 1 region 2 region 3 region 4 KAM KAM KAM KAM KAM Technical guidance8/26/2012 Footer - Key Account Management Plan 383
  • 380. Key Account Plan - Business DevelopmentKey Account TeamAccount team: customer nameKey Account Manager Name Core teamName Function Contact Contact person To replace this text, click on Business location XYZ NameName the placeholder text and name@company.com FunctionFunction insert your own text. Phone. 01234 - 56789-10 Phone. 01234 - 56789-10 To replace this text, click on Business location XYZ NameName the placeholder text and name@company.om FunctionFunction insert your own text. Phone. 01234 - 56789-10 Phone. 01234 - 56789-10… … … … Extended account team To replace this text, click on Business location XYZ NameName the placeholder text and name@company.om FunctionFunction insert your own text. Phone. 01234 - 56789-10 Phone. 01234 - 56789-10… … … …8/26/2012 Footer - Key Account Management Plan 384
  • 381. Key Account Plan - Business DevelopmentKey Account Team (alternative display) Name Name Position Name Position Contact Position Contact ContactCore TeamExtended Team Project related communication and interaction Name Name Name Name Position Position Position Position Contact Contact Contact Contact8/26/2012 Footer - Key Account Management Plan 385
  • 382. Key Account Plan - Business DevelopmentKey Account Team (alternative display) Name Name Position Position Name Name Position Name Name Position Position Position Name Name Position Position8/26/2012 Footer - Key Account Management Plan 386
  • 383. Key Account Plan - Business DevelopmentRelationship managementCustomer Relationship management Customer Own company Attitude Contact Name Function Name Function Comment toward us intensityName Insert your Name Insert your Insert yourFunction text here. +++ + Function text here. text here.Name Insert your Name Insert your Insert yourFunction text here. ++ ++ Function text here. text here.Name Insert your Name Insert your Insert yourFunction text here. +/- - Function text here. text here. … … … … … … … … … … … … … … …8/26/2012 Footer - Key Account Management Plan 387
  • 384. Key Account Plan - Business DevelopmentMarketing planningMeasures 2020 2021Tasks J F M A M J J A S O N D J F M A M J J A S O N DIn-house exhibition A MM-DD – MM-DDExhibition B MM-DD – MM-DDWorkshop X MM-DD – MM-DDWorkshop Y Placeholder textCustomer satisfaction survey MM-DD – MM-DDAnnual financial statement MM-DD – MM-DDIn-house exhibition C MM-DD – MM-DD… Workshop-phase Replace this text withMilestones concluded real information.8/26/2012 Footer - Key Account Management Plan 388
  • 385. Key Account Plan - Business DevelopmentMarketing planning Project 1 Project 3 Project 5 This is a placeholder text. Insert your own text here. This is a placeholder text. It can be replaced with your The text demonstrates how This text can be replaced with own text. your own text will look like. your own text. Insert your This is a placeholder text. own text here. J F M A M J J A S O N D J F M A M J J A S O N D 2020 2021 J F M A M J J A S O N D J F M A M J J A S O N D Project 2 Project 4 This is a placeholder text. This is a placeholder text. It can be replaced with your It can be replaced with your own text. own text.8/26/2012 Footer - Key Account Management Plan 389
  • 386. ContentKey Account Management1 Customer analysis2 Company position3 Business development4 Action plan
  • 387. Key Account Plan - Action PlanPlan for actions and measures as communication base in KA teamCustomerNo. Action Who? Till when? Notes/Objectives Status 1 Insert your text here. TB Dez-2020 Insert your text here. Completed 2 Insert your text here. VE Sep-2020 Insert your text here. On hold 3 Insert your text here. AC Jan-2021 Insert your text here. Finalized 4 Insert your text here. AL Dez-2021 Insert your text here. Kick off 5 Insert your text here. BF Sep-2023 Insert your text here. Planned … … … … … … Corrective action required Some risks / monitored carefully Within target timeframe8/26/2012 Footer - Key Account Management Plan 391
  • 388. Key Account Plan - Action PlanTo do list for separate KAM team members # Action Till # Action Till # Action Till Insert your This is a placeholder Replace this text 1 text here. MM-DD-YY 1 text, please replace. MM-DD-YY 1 with your text. MM-DD-YY This is a placeholder Replace this text Insert your 2 text, please replace. MM-DD-YY 2 with your text. MM-DD-YY 2 text here. MM-DD-YY Replace this text Insert your This is a placeholder 3 with your text. MM-DD-YY 3 text here. MM-DD-YY 3 text, please replace. MM-DD-YY Corrective action required Some risks / monitored carefully Within target timeframe8/26/2012 Footer - Key Account Management Plan 392
  • 389. Key Account Plan - Action PlanTo do list for separate KAM team members # Action Due Status Name 1 Replace this placeholder with your text. Until MM-DD-YY Position Contact 2 Replace this placeholder with your text. Until MM-DD-YY 3 Replace this placeholder with your text. Until MM-DD-YY Name 1 Replace this placeholder with your text. Until MM-DD-YY Position Contact 2 Replace this placeholder with your text. Until MM-DD-YY 3 Replace this placeholder with your text. Until MM-DD-YY Name 1 Replace this placeholder with your text. Until MM-DD-YY Position Contact 2 Replace this placeholder with your text. Until MM-DD-YY 3 Replace this placeholder with your text. Until MM-DD-YY Corrective action required Some risks / monitored carefully Within target timeframe8/26/2012 Footer - Key Account Management Plan 393
  • 390. COMPANYLOGO
  • 391. ABC-AnalysisAnalysis of internal Company Resources ABC-Analysis 7-S-Model XYZ-Analysis Value Chain Analysis Market Growth / Market Share Live Cycle Analysis Portfolio Analysis(BCG) Competition Strength Learning Curve Analysis Portfolio Analysis(McKinsey) Cost Structure Analysis Further Portfolio Analysis Customer Satisfaction Analysis Strength and Weaknesses Analysis Company Structure Analysis Core Competence Analysis
  • 392. ABC-Analysis− StepsPlaceholder for Sub-headline 1 Define problem 2 Create value-quantity-tables 3 Define and cumulate percentile shares 4 Determine class limits 5 Graphic display 6 Divert consequences of classification
  • 393. ABC-Analysis− Calculation SchemePlaceholder for your Sub-headline… Quantity (%) … Value (%)… … 0,- …… … 0,- …… … 0,- …… … 0,- …Total : 100 0,- 100Cumulated percentage Quantity Cumulated percentage Value… …… …… …100 100
  • 394. ABC-Analysis− Line GraphPlaceholder for your Sub-headline Value 100% 93,3% 78,3% 50% A B C 25% 50% 60% 100% Quantity
  • 395. XYZ-AnalysisAnalysis of internal Company Resources ABC-Analysis 7-S-Model XYZ-Analysis Value Chain Analysis Market Growth / Market Share Live Cycle Analysis Portfolio Analysis(BCG) Competition Strength Learning Curve Analysis Portfolio Analysis(McKinsey) Cost Structure Analysis Further Portfolio Analysis Customer Satisfaction Analysis Strength and Weaknesses Analysis Company Structure Analysis Core Competence Analysis
  • 396. XYZ-Analysis− StepsPlaceholder for your Sub-headline 1 Provide historically required times of Item 2 Calculate coefficient of variation of Item 3 Cumulate and sort coefficient of variation ascending 4 Determine class limits 5 Graphic display 6 Divert consequences of XYZ-analysis
  • 397. XYZ-Analysis− Line GraphPlaceholder for your Sub-headlinecum. Coefficient of Variation C 80% < z B 40% < y < 80% A 40< % 25% 50% 73% 100% Quantity
  • 398. XYZ-Analysis− Evaluation as Line GraphPlaceholder for your Sub-headline 100% 0.95 0.92 90% 0.82 80% 0.75 70% 0.64Sale of Material 0.59 60% 0.5 50% 0.42 40% 0.34 30% 0.23 20% 10% X Y Z 0% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Share of Position (Material)
  • 399. XYZ-Analysis− Evaluation as Column ChartPlaceholder for your Sub-headline 50% 45% 40% 35% 30%Quantity 25% 20% 15% 10% 5% 0% X - Product Y - Product Z - Product Classes of Items
  • 400. XYZ-Analysis− Calculation SchemePlaceholder for your Sub-headline… Quantity (%) … Coefficient of Variation… … 0,- …… … 0,- …… … 0,- …… … 0,- …Total: 100 0,- …Cumulated percentage Quantity Cumulated percentage Coefficient of Variation… …… …… …100 100
  • 401. Life Cycle AnalysisAnalysis of internal Company Resources ABC-Analysis 7-S-Model XYZ-Analysis Value Chain Analysis Market Growth / Market Share Life Cycle Analysis Portfolio Analysis(BCG) Competition Strength Learning Curve Analysis Portfolio Analysis(McKinsey) Cost Structure Analysis Further Portfolio Analysis Customer Satisfaction Analysis Strength and Weaknesses Analysis Company Structure Analysis Core Competence Analysis
  • 402. Life Cycle AnalysisPlaceholder for your Sub-headline Introduction Growth Maturity Decline Revenue or. Profit Revenue Profit Course of Time
  • 403. Life Cycle Analysis− PhasesCharacterization of four ideal-typical Phases Revenue Profit Introduction Phase Growth Phase Maturity Phase Decline Phase Products largely unfamiliar  Growing awareness of the product  Maximum sales  Degeneration phase with steadily falling profits Low revenue and high initial costs/  Disproportional increase in sales  Declining profits development costs  Low profits  Positive profits  saturation of the market Negative profits in sales and  Changed customer needs marketing  Increased competition and competitive pressure  Maximum number of competitors  Low demands  Exit market Defense of market share Increase familiarity Focus on marketing product improvement Cost control and product modifications Expand market share and product diversification ensure productivity necessary
  • 404. Life Cycle AnalysisPlaceholder for your Sub-headline Introduction Growth Maturity DeclineFeatures Innovators with mostly high Expanded customer circle/ Experienced customers,Customer / Purchase Mass market, repeated purchases income/ inert, have to be customers accept uneven level of latecomer / demanding inPattern / selection among brands convinced quality selectionTurnovers Low Fast growth Slow growth DecreaseProfits Not notable Peaks Declines Low or ZeroCash-Flow Negative Moderate High Low Increasingly more / entries, Many / especially priceCompetition View companies Increasingly less/ exits fusions and bankruptcies competition Starting sensitivity to economicRisk High Bearable situationsActions Defend market share / costs and Increase market penetration/ Secure productivity/ cost controlMain Strategy Expand market share marketing effectiveness are marketing is the key function decisive importantMarketing Costs High High Descending LowPressure on Publicity Market preferences Brand loyalty RationalizingDistribution Selective / specialized Intensive Intensive SelectivePrice High Relatively high Descending to low point Low, rarely ascendingProducts Basic model Improved Differentiated Rationalized Over capacities/ no series / Lack of capacities / transition to Optimal size / large series / lowProduction relatively high qualification of Overcapacities / mass-production mass-production qualification of workers staff
  • 405. Life Cycle AnalysisPlaceholder for your Sub-headline 1 2 3 4 Placeholder Placeholder Placeholder Placeholder  This is a placeholder text.  This is a placeholder text.  This is a placeholder text.  This is a placeholder text. This text can be replaced This text can be replaced This text can be replaced This text can be replaced with your own text. with your own text. with your own text. with your own text.  The text demonstrates how  The text demonstrates how  The text demonstrates how  The text demonstrates how your own text will look when your own text will look when your own text will look when your own text will look when you replace the placeholder you replace the placeholder you replace the placeholder you replace the placeholder with your own text. with your own text. with your own text. with your own text.  If you don’t want to use the  If you don’t want to use the  If you don’t want to use the  If you don’t want to use the style and size of the fonts as style and size of the fonts as style and size of the fonts as style and size of the fonts as used in this placeholder it’s used in this placeholder it’s used in this placeholder it’s used in this placeholder it’s possible to replace it by possible to replace it by possible to replace it by possible to replace it by selecting different options. selecting different options. selecting different options. selecting different options.
  • 406. Learning Curve AnalysisAnalysis of internal Company Resources ABC-Analysis 7-S-Model XYZ-Analysis Value Chain Analysis Market Growth / Market Share Life Cycle Analysis Portfolio Analysis(BCG) Competition Strength Learning Curve Analysis Portfolio Analysis(McKinsey) Cost Structure Analysis Further Portfolio Analysis Customer Satisfaction Analysis Strength and Weaknesses Analysis Company Structure Analysis Core Competence Analysis
  • 407. Learning Curve AnalysisPlaceholder for your Sub-headline 1 Definition of field of application 2 Determination of starting position 3 Determination of target value 4 Development of action program
  • 408. Learning Curve AnalysisPlaceholder for your Sub-headlineCost per piece Production Scope (cumulated)
  • 409. Cost Structure AnalysisAnalysis of internal Company Resources ABC-Analysis 7-S-Model XYZ-Analysis Value Chain Analysis Market Growth / Market Share Life Cycle Analysis Portfolio Analysis(BCG) Competition Strength Learning Curve Analysis Portfolio Analysis(McKinsey) Cost Structure Analysis Further Portfolio Analysis Customer Satisfaction Analysis Strength and Weaknesses Analysis Company Structure Analysis Core Competence Analysis
  • 410. Cost Structure AnalysisPlaceholder for your Sub-headline 1 2 3 4 5 6 7 Explain reasons for deviations Identify deviations Partially includeComparison of P.& L. and differences Identify potential Create conditionds Develop and imply current businessof the last years of cost types cost reductions for cost reduction measures year Compare branch and competition data
  • 411. Cost Structure AnalysisPlaceholder for your Sub-headline Past Present Near Future Known Future Unknown Future „Be where the „Invest in your „Keep it as it is“ „Go with the flow“ „Plan ahead“ action is“ future“ Risk averse  Risk-minimizing  Operative risks  Risk and chances  Strategic risks awareness Status oriented  Reaktive  Anticipating  Creative  Discovering Introverted  Extroverted
  • 412. Cost Structure AnalysisPlaceholder for your Sub-headline Our cost structure Potential Under following Estimated cost Conclusion for our today cost reductions conditions structure of branch cost structure100%  This is a placeholder  This is a placeholder  This is a placeholder  This is a placeholder  This is a placeholder text. This text can be text. This text can be text. This text can be text. This text can be text. This text can be replaced with your replaced with your replaced with your replaced with your replaced with your own text. own text. own text. own text. own text.75%  The text demonstrates  The text demonstrates  The text demonstrates  The text demonstrates  The text demonstrates how your own text will how your own text will how your own text will how your own text will how your own text will look when you replace look when you replace look when you replace look when you replace look when you replace the placeholder the placeholder the placeholder the placeholder the placeholder with your own text. with your own text. with your own text. with your own text. with your own text.50%  If you don’t want to  If you don’t want to  If you don’t want to  If you don’t want to  If you don’t want to use the style and size use the style and size use the style and size use the style and size use the style and size of the fonts as used in of the fonts as used in of the fonts as used in of the fonts as used in of the fonts as used in this placeholder it’s this placeholder it’s this placeholder it’s this placeholder it’s this placeholder it’s possible to replace it possible to replace it possible to replace it possible to replace it possible to replace it by selecting different by selecting different by selecting different by selecting different by selecting different25% options. options. options. options. options.
  • 413. Cost Structure AnalysisPlaceholder for your Sub-headline Cost element, necessary for Cost element, that doesn‘t the provision of service contribute directly to serviceThis is a placeholder text. This text can be replaced with your own text. This is a placeholder text. This text can be replaced with your own text.The text demonstrates how your own text will look when you replace the The text demonstrates how your own text will look when you replace theplaceholder with your own text. placeholder with your own text. Potential cost reductionsThis is a placeholder text. This text can be replaced with your own text. The text demonstrates how your own text will look when you replace the placeholderwith your own text. If you don’t want to use the style and size of the fonts as used in this placeholder it’s possible to replace it by selecting different options. Immediate measures for cost reductionThis is a placeholder text. This text can be replaced with your own text. The text demonstrates how your own text will look when you replace the placeholderwith your own text. If you don’t want to use the style and size of the fonts as used in this placeholder it’s possible to replace it by selecting different options.
  • 414. Cost Structure AnalysisPlaceholder for your Sub-headlineBusiness Ratios PortfolioDefinition and calculation formula of business ratios……Origin of business ratios (data material and department)…Evaluation frequency Recipient of business ratios… …Responsibility for business ratios (methodical supervisor, observer, influencer)…Importance and purpose of business ratios…Target and limit value of business ratios Benchmark… …Consideration of risk when reaching boarder value……
  • 415. Cost Structure AnalysisPlaceholder for your Sub-headlineBusiness Ratios PortfolioDefinition and calculation formula of business ratios Number of customer complaints Number of sold productsOrigin of business ratiosDistribution , after-sales, complaints managementEvaluation frequency Recipient of business ratiosyearly ManagementResponsibility for business ratiosHead of salesImportance and purpose of business ratiosSituation of customer satisfactionTarget and limit value of business ratios Benchmark100 % / 80 % Results of previous yearRisk assessment for reached limit value Loss of customer relations Bad image, word of mouth recommendationIntervention Rules Expand quality management Increase good will services
  • 416. Customer Satisfaction AnalysisAnalysis of internal Company Resources ABC-Analysis 7-S-Model XYZ-Analysis Value Chain Analysis Market Growth / Market Share Life Cycle Analysis PortfolioAnalysis(BCG) Competition Strength Learning Curve Analysis PortfolioAnalysis(McKinsey) Cost Structure Analysis Further Portfolio Analysis Customer Satisfaction Analysis Strength and Weaknesses Analysis Company Structure Analysis Core Competence Analysis
  • 417. Customer Satisfaction AnalysisPlaceholder for your Sub-headline 1 2 3 4 Determine Evaluate performance criteria performance Eliminate Increase from perspective of criteria and gather dissatisfaction satisfaction respondents and business ratios business ratios
  • 418. Customer Satisfaction AnalysisPlaceholder for your Sub-headlineHow satisfied are our customers? Evaluation by CustomersPerformance Criteria from Customer Point of View 1 2 3 4 5 6 …
  • 419. Company Structure AnalysisAnalysis of internal Company Resources ABC-Analysis 7-S-Model XYZ-Analysis Value Chain Analysis Market Growth / Market Share Life Cycle Analysis Portfolio Analysis(BCG) Competition Strength Learning Curve Analysis Portfolio Analysis(McKinsey) Cost Structure Analysis Further Portfolio Analysis Strength and Weaknesses Analysis Customer Satisfaction Analysis Company Structure Analysis Core Competence Analysis
  • 420. Company Structure AnalysisPlaceholder for your Sub-headline 1 2 3 4 Actual State Strength and Need for Action Implementation Culture Analysis Weaknesses  Workshops and surveys for  Evaluation of survey  Derive need for action  Determine concrete initial documentation as result of analysis measures  Results logically grouped  Survey among staff with and make statements about  Test conditions and  Recognize limits and questionnaire to compression group results necessity success factors  Create schedule  Communicate results
  • 421. Company Structure AnalysisPlaceholder for your Sub-headline External Focus Beliefs and Flexible Assumption Stable Internal Focus
  • 422. Company Structure AnalysisPlaceholder for your Sub-headline Stronger Characteristics External Focus Beliefs and WeakerFlexible Assumption Characteristics
  • 423. Company Structure AnalysisPractical Examples of Combined Tools Mission Adaptability  Strategic  Willingness to change external direction  Customer focus Company Orientation  Objectives  Learning organization  Vision Consistency (Employee) Participation  Core Values  Involvement internal  Agreements  Team orientation  Coordination and integration  Development of skills low high Willingness to Change
  • 424. Company Structure AnalysisPractical Examples of Combined Tools Reliability Culture Speculative Culture (Work-hard-/Play-hard culture) (Tough-guy-/Macho-culture) fast Values: Values: Feedback Velocity Revenue und Security Risk und Success Process Culture Investment and Risk Culture slow (Bet-your-company-culture) Values: Continuity und Fault Values: Prevention Experience and Activity low high Risk Characteristics
  • 425. Company Structure AnalysisPractical Examples of Combined Tools  Customer acquisition  Conformity  Market share  Involvement of employees  Potential  Problem solving competence  Present clear corporate image  Quality  Employee satisfaction  Involvement of employees  Clear orientation (objectives,  Delegating responsibility mission, vision)  Constant further education  Conformity  Creativity  Security  Customer orientation  Products- and service- innovation  Promptness / speed of reaction
  • 426. Core Competence AnalysisAnalysis of internal Company Resources ABC-Analysis 7-S-Model XYZ-Analysis Value Chain Analysis Market Growth / Market Share Life Cycle Analysis Portfolio Analysis(BCG) Competition Strength Learning Curve Analysis Portfolio Analysis(McKinsey) Cost Structure Analysis Further Portfolio Analysis Customer Satisfaction Analysis Strength and Weaknesses Analysis Company Structure Analysis Core Competence Analysis
  • 427. Core Competence AnalysisPractical Examples of Combined Tools Competence 1. 2. 3. 4. 5. 1. 30 2. 30 40 3. 10 20 80 4. 10 10 60 70 5. 20 15 40 60 70
  • 428. Core Competence AnalysisPractical Examples of Combined ToolsIs the Resource or Skill … Difficult to Implicational for PresumedOf Value? Rare? Extractable? Competence Level imitate? Competition Performance CompetitionNo - - No Under Norm Value Disadvantage Competence 1. OrderYes No - Competition Equality Norm Value Competence 2. Order Temporary CompetitionYes Yes No Above Norm Value Advantage Core Competence Constant Competition Clearly AboveYes Yes Yes Yes Advantage Norm Value
  • 429. Core Competence AnalysisPlaceholder for your Sub-headline Competence 1 Competence 2 Competence 3 Competence 4 Core Products 1 Core Products 2 Area 1 Area 2 Area 3 1 2 1 2 3 1 2
  • 430. Core Competence AnalysisPlaceholder for your Sub-headline 1 2 Abilities from Business process success analysis competences Approach for possible core competence Characterized abilities Abilities, capable in comparison with of development competition 3 4
  • 431. Core Competence AnalysisPlaceholder for your Sub-headline fulfilled not fulfilledCreating identifiable customer value Does the identified core competence cause remarkable contribution to the customer’s perceived value? Do the described core competencies cause the customer a core benefit (as opposed to secondary benefits)? Is the customer willing to pay for this advantage instead of buying at the competition?Raising the competition Is found core competency skills levels significantly higher than the competitors? Is it this really differentiating or perhaps just an industry-required minimum effort? Will we be the envied for this competence by our competitors?Sustainability Does the core competence provide a basis for entry into new product markets or service areas? Isn’t this "core competence" already a basic ability that can generally be provided?Negative Criteria for Core Competencies Is the core competence rather a material nature (i.e., an asset in the balance sheet)? Is this competition advantage a legacy of the past?
  • 432. Core Competence AnalysisPlaceholder for your Sub-headlineKey Questions Core Competence Analysis Which products, services and projects make us successful? What were the most successful products of the last years? Which business areas were especially successfully developed? Which factors were relevant for the success in your opinion? Which side initiated these projects and successful business activity? Did we have significant innovations in the past years? What caused this? For what kind of customer problems did we find especially good solutions lately and why? How was it five or ten years ago? What has changed since then? What caused the changes?
  • 433. 7-S-ModelAnalysis of internal Company Resources ABC-Analysis 7-S-Model XYZ-Analysis Value Chain Analysis Market Growth / Market Share Life Cycle Analysis Portfolio Analysis(BCG) Competition Strength Learning Curve Analysis Portfolio Analysis(McKinsey) Cost Structure Analysis Further Portfolio Analysis Customer Satisfaction Analysis Strength and Weaknesses Analysis Company Structure Analysis Core Competence Analysis
  • 434. 7-S-Model (McKinsey Seven-S-Framework)The seven Success Factors for a Company  This is a placeholder text. Structure  This text can be replaced with„Hard“ factors your own text. Strategy Systems Shared Values  This is a placeholder text. Skills Style  This text can be replaced with your own text.„Soft“ factors Staff
  • 435. 7-S-ModelThe seven Success Factors for a Company Structure Structure What affects the structures of the company? Does the necessary complexity or simplicity suit the actual structure? Is there a clear organization chart? Strategy Systems Is the corporate structure helpful or a hindrance for the job? Are the competencies of the organization areas adequately defined? Shared Values What structural changes are planned? Who is involved in the change process? Skills Style Staff
  • 436. 7-S-ModelThe seven Success Factors for a Company Systems Structure What processes have high importance in the company? How is the quality of these processes assessing? How are the processes organized? Strategy Systems Are they transparent enough? Which interfaces have frequently occurring conflicts? What formal and informal processes are in Shared place to implement the overall strategy? Values Where do you see development needs in the processes? Skills Style Staff
  • 437. 7-S-ModelThe seven Success Factors for a Company Style / Culture Structure Which rules and standards are enforced with the staff? What kind of reward and punishment mechanism exists? What affect have collaboration and cooperation on the company? Strategy Systems How are errors treated? How is the relationship among the staff? Shared What are the qualities of leadership? Values Does the leadership style concur with the targeted company culture? Skills Style Staff
  • 438. 7-S-ModelThe seven Success Factors for a Company Staff Structure Is the actual staffing structure suitable for the formulated guidelines? Is the staff vital capital or simply a means to an end? Are the strengths of the staff providing a competitive Strategy Systems advantage over the competitors? How does the company promote and encourage the employees and what are the development possibilities? Shared How high is the fluctuation? Values What areas concerning the staff need development? Skills Style Staff
  • 439. 7-S-ModelThe seven Success Factors for a Company Skills Structure Which outstanding abilities does the company have? Are there any competitive advantages resulting from these abilities? What do you know about the core capabilities in the Strategy Systems company? Is it tied to specific people? How is knowledge shared within the company? What happens with new knowledge and expertise? Shared Are there incentive systems for knowledge processing Values and distribution of knowledge? Which knowledge management systems exist in the company? Skills Style Staff
  • 440. 7-S-ModelThe seven Success Factors for a Company Strategy Structure How are vision and strategy of the company designed? To what extent are the intended strategy and the secondary targets known Strategy Systems to the employees? How big is the opportunity to implement the desired short-term strategy? Shared Are there opposing goals? Values Is the strategy likely to overcome challenges in the future? Is the company clearly enough defined? Skills Style Staff
  • 441. 7-S-ModelThe seven Success Factors for a Company Checklist for hard factorsStrategy 1 Structure 2 Systems 3 How are vision and strategy  What affects the structures of the company?  What processes have high importance in of the company designed? the company?  Does the necessary complexity or simplicity To what extent are the intended strategy suit the actual structure?  How is the quality of these processes and the secondary targets known assessing? to the employees?  Is there a clear organization chart?  How are the processes organized? How big is the opportunity to implement  Is the corporate structure helpful or a Are they transparent enough? the desired short-term strategy? hindrance for the job?  Which interfaces have frequently occurring Are there opposing goals?  Are the competencies of the organization conflicts? areas adequately defined? Is the strategy likely to overcome  What formal and informal processes are in challenges in the future?  What structural changes are planned? place to implement the overall strategy? Who is involved in the change process? Is the company clearly enough defined?  Where do you see development needs in the processes? Who develops the strategies in the company? Which people and departments are the drivers of development?
  • 442. 7-S-ModelThe seven Success Factors for a Company Checklist for soft factorsSkills 4 Staff 5 Style and Culture 6 Shared Values 7 Which outstanding abilities does  Is the actual staffing structure  Which rules and standards are  What are the common values the company have? suitable for the formulated enforced with the staff? of the company? guidelines? Are there any competitive  What kind of reward and  Which company philosophy advantages resulting from these  Is the staff vital capital or simply punishment mechanism exists? and what self-image abilities? a means to an end? characterizes the company?  What affect have collaboration What do you know about the  Are the strengths of the staff and cooperation on the  Do the employees share the core capabilities in the providing a competitive company? understanding of these company? Is it tied to specific advantage over the values? people? competitors?  How are errors treated?  Is the development of values How is knowledge shared within  How does the company  How is the relationship among in a more rigid frame or it is the company? What happens promote and encourage the the staff? dynamic and adaptable? with new knowledge and employees and what are the  What are the qualities of  Are the values suitable in order expertise? development possibilities? leadership? to promote the companies Are there incentive systems for  How high is the fluctuation? culture? knowledge processing and  Does the leadership style concur distribution of knowledge?  What areas concerning the staff with the targeted company need development? culture? Which knowledge management systems exist in the company?
  • 443. 7-S-ModelThe seven Success Factors for a Company Staff Skills Style Shared Values Systems Structure Strategy Strategy … … … … … … … Structure … … … … … … Systems … … … … …Shared Values … … … … Style … … … Skills … … Staff …
  • 444. Value Chain AnalysisAnalysis of internal Company Resources ABC-Analysis 7-S-Model XYZ-Analysis Value Chain Analysis Market Growth / Market Share Life Cycle Analysis Portfolio Analysis(BCG) Competition Strength Learning Curve Analysis Portfolio Analysis(McKinsey) Cost Structure Analysis Further Portfolio Analysis Customer Satisfaction Analysis Strength and Weaknesses Analysis Company Structure Analysis Core Competence Analysis
  • 445. Value Chain AnalysisAnalysis of internal Company Resources 1 Image of business model of value chain 2 Analysis of cost position and value creation 3 Identification of differentiation possibilities of value chain activity 4 Analysis of technology level of value chain activities 5 Determination of success-critical value chain activities 6 Derivation of concrete recommendations of action
  • 446. Value Chain AnalysisAnalysis of internal Company Resources Company Infrastructure (Leadership, Financial Management, etc.) Secondary Activities Human Resources (Staff planning, -acquiring, -development, etc.) Technology development (Research & Development, IT-Systems, etc.) Procurement (Raw Materials, Equipment, Facilities, etc.) Inbound Logistics Production Marketing & Sales Outbound Service Logistics Primarily Activities  Incoming goods  Production  Prices  Installation/  Storage  Packaging  Distribution  Warehouse Configuration  etc.  etc.  Advertising management  Maintenance  Process Delivery  Supplies  etc.  etc.  Aftersales  etc.
  • 447. Value Chain AnalysisAnalysis of internal Company Resources Company Infrastructure Secondary Activities Human Resources Technology development Procurement Primarily Activities Outbound Marketing & Inbound Logistics Production Logistics Service Sales Warehouse Transportation Commis Outgoing good Delivery to Shipping management order sioning control customer
  • 448. Value Chain AnalysisAnalysis of internal Company ResourcesPhases Placeholder Placeholder Placeholder Placeholder Placeholder  This is a placeholder  This is a placeholder  This is a placeholder  This is a placeholder  This is a placeholder text. This text can be text. This text can be text. This text can be text. This text can be text. This text can be replaced with your replaced with your replaced with your replaced with your replaced with your own text. own text. own text. own text. own text.  The text demonstrates  The text demonstrates  The text demonstrates  The text demonstrates  The text demonstrates how your own text will how your own text will how your own text will how your own text will how your own text will look when you replace look when you replace look when you replace look when you replace look when you replace the placeholder the placeholder the placeholder the placeholder the placeholder Specification with your own text. with your own text. with your own text. with your own text. with your own text.  If you don’t want to  If you don’t want to  If you don’t want to  If you don’t want to  If you don’t want to use the style and size use the style and size use the style and size use the style and size use the style and size of the fonts as used in of the fonts as used in of the fonts as used in of the fonts as used in of the fonts as used in this placeholder it’s this placeholder it’s this placeholder it’s this placeholder it’s this placeholder it’s possible to replace it possible to replace it possible to replace it possible to replace it possible to replace it by selecting different by selecting different by selecting different by selecting different by selecting different options. options options options options
  • 449. Value Chain AnalysisAnalysis of internal Company ResourcesSecondaryActivity 1 This is a Placeholder textSecondary This is a Placeholder textActivity 2Secondary This is a Placeholder textActivity 3Secondary This is a Placeholder textActivity 4 … … … … … … … … … … … … … … … Primarily Primarily Primarily Primarily Primarily Activity 1 Activity 2 Activity 3 Activity 4 Activity 5
  • 450. Value Chain AnalysisAnalysis of internal Company Resources Activities Activity Value Activity 1 Value Activity 2 Value Activity 3 Value Activity 4 Value Activity 5 Competitor 1 Competitor 2 Competitor 3 Competitor 4 Competitor 5 Competitor 6
  • 451. Value Chain AnalysisAnalysis of internal Company Resources Allocation Cost Position to Comparison toActivities Cost Driver Trends of Costs Business Size Competitor… … …… … …… … …… … …… … …
  • 452. Value Chain AnalysisAnalysis of internal Company ResourcesTarget Groups Target Group 1 Target Group 2 Target Group 3 Target Group 4  Criteria 1  Criteria 1  Criteria 1  Criteria 1  Criteria 2  Criteria 2  Criteria 2  Criteria 2  …  …  …  …  …  …  …  …  …  …  …  …Purchase CriteriaFilterPurchase Criteria Criteria 1: Criteria 2: Criteria 3: Criteria 4:(prioritized) brief Explanation brief Explanation brief Explanation brief Explanation
  • 453. Value Chain AnalysisAnalysis of internal Company ResourcesDifferentiation possibilities Purchase Criteria (prioritized)for each value activity Criteria 1 Criteria 2 Criteria 3 … Criteria x  …  …  …  …  … Activity 1  …  …  …  …  … Activity 2 Value Activity  …  …  …  …  … Activity 3  …  …  …  …  … …  …  …  …  …  … Activity n
  • 454. Value Chain AnalysisAnalysis of internal Company Resources Differentiation CompetitionValue Activity Relative Cost Position Innovation Potential Possibilities advantageousnessActivity 1Activity 2Activity 3Activity 4Activity 5
  • 455. Market Growth / Market Share Portfolio AnalysisAnalysis of internal Company Resources ABC-Analysis 7-S-Model XYZ-Analysis Value Chain Analysis Market Growth / Market Share Life Cycle Analysis Portfolio Analysis(BCG) Competition Strength Learning Curve Analysis Portfolio Analysis(McKinsey) Cost Structure Analysis Further Portfolio Analysis Customer Satisfaction Analysis Strength and Weaknesses Analysis Company Structure Analysis Core Competence Analysis
  • 456. Market Growth / Market Share Portfolio AnalysisAnalysis of internal Company Resources 1 Definition of business unit Evaluation according to market activity 2 Analysis Phase (environment axis) Evaluation of the position of the business unit 3 (company axis) 4 Evaluation of the performance of the business unit 5 Analysis according to four field-matrix 6 Derivation of norm strategies
  • 457. Market Growth / Market Share Portfolio AnalysisAnalysis of internal Company Resources Market - /Sales Volume - Relative Market Share + Question Marks Stars + Market Growth Business Field Life Cycle Time Poor Dogs Cash Cows - Costs/Piece 1 Accumulated Units
  • 458. Market Growth / Market Share Portfolio AnalysisAnalysis of internal Company Resources - Relative Market Share + Question Marks Stars + Market Growth Poor Dogs Cash Cows - 1 1,5
  • 459. Market Growth / Market Share Portfolio AnalysisAnalysis of internal Company Resources Evaluation of the position of the Business Unit Revenue of Business Unit Relative Market Share = Revenue of strongest Competitor Evaluation of Market Attractiveness through Market Growth Market volume – Market volume previous year Market Growth = x100 Market volume previous year
  • 460. Competition Strength Portfolio AnalysisAnalysis of internal Company Resources ABC-Analysis 7-S-Model XYZ-Analysis Value Chain Analysis Market Growth / Market Share Life Cycle Analysis Portfolio Analysis(BCG) Competition Strength Learning Curve Analysis Portfolio Analysis(McKinsey) Cost Structure Analysis Further Portfolio Analysis Customer Satisfaction Analysis Strength and Weaknesses Analysis Company Structure Analysis Core Competence Analysis
  • 461. Competition Strength Portfolio AnalysisAnalysis of internal Company Resources Weighting EvaluationSuccess Factors poor neutral good Notes low medium high 9 8 7 6 5 4 3 2 1 0 1 2 3 4 5 6 7 8 9………………………… Just move spheres Just move spheres depending on depending on characteristics to left/right characteristics to left/right
  • 462. Competition Strength Portfolio AnalysisAnalysis of internal Company Resources Attractively of Market CriteriaNo. Estimation of Market Attractiveness unattractive neutral attractive (Observation Range) 1 2 3 4 5 6 7 8 9 1 Market volume … 2 Market growth … 3 Profit potential of market … 4 Innovation potential of market … 5 Competition behavior … 6 Sensitivity to economic activity … 7 Substitution possibilities … 8 Customer behavior … 9 Supply security … 10 Government influences …Overall Evaluation …
  • 463. Competition Strength Portfolio AnalysisAnalysis of internal Company Resources Comparison to Competitor Criteria Comments to the Strength and WeaknessesNo. worse same better (Observation Range) of examined units 1 2 3 4 5 6 7 8 9 1 Relative market share … 2 Investment intensity … 3 Value creation … 4 Quality … 5 Cost structure/ cost advantage … 6 Professional competence … 7 Marketing-know-how … 8 Financial potency … 9 Location and other advantages … 10 Efficiency of management …Overall Evaluation …
  • 464. Competition Strength Portfolio AnalysisAnalysis of internal Company Resources low medium high 5 high 56% Branch Attractiveness 32,5% 20 medium 16% 8 14 62% 41% 21% 8 16 low Competition Strength
  • 465. Competition Strength Portfolio AnalysisAnalysis of internal Company Resources low medium high high Branch Attractiveness medium low 0,00% 0,00% 0,00% Competition Strength
  • 466. Further Portfolio AnalysisAnalysis of internal Company Resources ABC-Analysis 7-S-Model XYZ-Analysis Value Chain Analysis Market Growth / Market Share Life Cycle Analysis Portfolio Analysis(BCG) Competition Strength Learning Curve Analysis Portfolio Analysis(McKinsey) Cost Structure Analysis Further Portfolio Analysis Customer Satisfaction Analysis Strength and Weaknesses Analysis Company Structure Analysis Core Competence Analysis
  • 467. Further Portfolio AnalysisAnalysis of internal Company Resources 1 Definition of object of consideration 2 Evaluation of first axis 3 Evaluation of second axis 4 Aggregation of matrix 5 Interpretation of allocation
  • 468. Further Portfolio AnalysisAnalysis of internal Company ResourcesTechnology-Portfolio-Matrix low medium high Selection high Technology Attractiveness (closing technological Investment Investment gap or retreat) medium Divestment Selection Investment low Divestment Divestment Selection Strength in Resources
  • 469. Further Portfolio AnalysisAnalysis of internal Company ResourcesBusiness Field- Resources- Portfolio low medium high high Technology Attractiveness open safe safe medium threatened open safe low threatened threatened open Strength in Resources
  • 470. Further Portfolio AnalysisAnalysis of internal Company ResourcesHuman Resources-Portfolio low high Performance and Development Potential Wild Cats Stars high Integration to improve Special promotion of these performance and "guarantees to secure the motivation will remain future” Possible transfer to less Intensive, personal important or demanding guidance and assistance to positions prevent fall low Dead Wood Work Horses Current Performance Behavior
  • 471. Further Portfolio AnalysisAnalysis of internal Company ResourcesEisenhower-Principal (for Time Management) Not urgent urgent important Include in schedule Start immediately Importance unimportant Trash Delegate Urgency
  • 472. Further Portfolio AnalysisPractical Examples of Combined Tools Strategic Competence high Competence in the Future Core Competence Gaps Relevance /Meaning of Standard Competence low Competences Potentials low high Performance of Competence
  • 473. Strength and Weaknesses AnalysisAnalysis of internal Company Resources ABC-Analysis 7-S-Model XYZ-Analysis Value Chain Analysis Market Growth / Market Share Life Cycle Analysis Portfolio Analysis(BCG) Competition Strength Learning Curve Analysis Portfolio Analysis(McKinsey) Cost Structure Analysis Further Portfolio Analysis Customer Satisfaction Analysis Strength and Weaknesses Analysis Company Structure Analysis Core Competence Analysis
  • 474. Strength and Weaknesses AnalysisAnalysis of internal Company Resources 1 2 3 4 Evaluation Criteria Evaluation Process Rating Evaluation  Identification of companies  Weighting of evaluation  Identification of all  Discussion about positive specific success factors criteria (optional) participants and negative outlier values  Derivation of evaluation  Determination of evaluation  Evaluation of criteria criteria scale in relation to competitors  Derivation of significant strength and weaknesses  Creating improvement suggestions  Creating measures catalogue
  • 475. Strength and Weaknesses AnalysisAnalysis of internal Company Resources Weighting EvaluationSuccess Factors poor neutral good Notes low medium high 9 8 7 6 5 4 3 2 1 0 1 2 3 4 5 6 7 8 9………………………… Just move spheres Just move spheres depending on depending on characteristics to left/right characteristics to left/right
  • 476. Strength and Weaknesses AnalysisAnalysis of internal Company Resources RelevanceSector Success Factor Notes 1 2 3 4 5 Range of service Pricing Image Market share Market growth Sales development Distribution Sales network AdvertisingMarketing and Complaint managementSales Adherence to schedules Customer structure Order processing sensitivity to economic situations Customer service Market cultivation Sales representatives Market research Sales planning Customer loyalty
  • 477. Strength and Weaknesses AnalysisAnalysis of internal Company Resources RelevanceSector Success Factor Notes 1 2 3 4 5 Product portfolio Quality Product image Products live cycle Price-Performance ratio Design …Marketing andSales
  • 478. Strength and Weaknesses AnalysisAnalysis of internal Company Resources RelevanceSector Success Factor Notes 1 2 3 4 5 Supplier Dependencies Purchase costs Quality control Warehousing Stock control Cycles of order and delivery Logistics Capital commitmentMarketing and Storage systemSales …
  • 479. Strength and Weaknesses AnalysisAnalysis of internal Company Resources RelevanceSector Success Factor Notes 1 2 3 4 5 Processes Know-how Innovations Research effort/ -budget Cooperation Licenses Development potential …Marketing andSales
  • 480. Strength and Weaknesses AnalysisAnalysis of internal Company Resources RelevanceSector Success Factor Notes 1 2 3 4 5 Professional qualification Professionalism Education and further training Age structure Incentive structure Payment Motivation Willingness to learn Staff turnoverMarketing and Work atmosphereSales Image as employer …
  • 481. Strength and Weaknesses AnalysisAnalysis of internal Company Resources RelevanceSector Success Factor Notes 1 2 3 4 5 Structural organization Process organization Adaptability Strategy conform Information management IT- Application Project management Information management …Organization
  • 482. Strength and Weaknesses AnalysisAnalysis of internal Company Resources RelevanceSector Success Factor Notes 1 2 3 4 5 Quality of decisions Style of leadership Ability to work in a team Objectives Dynamics Motivation of employees Market orientation Transparency Delegation Future leadershipLeadership Age structure of leadership …
  • 483. Strength and Weaknesses AnalysisAnalysis of internal Company Resources RelevanceSector Success Factor Notes 1 2 3 4 5 Equity base Debt equity ratio Financial strength Liquidity Profit development Profit use Profitability Cash flow Financial planning Investment planningFinancial …
  • 484. Strength and Weaknesses AnalysisAnalysis of internal Company Resources RelevanceSector Success Factor Notes 1 2 3 4 5 Cost allocation Cost control Cost planning Profit planning Revenue planning Early warning systems …Accounting
  • 485. Environmental AnalysisAnalysis of external Market Forces Environmental Analysis Target Group Analysis Competition Analysis Substitution Analysis Stakeholder Analysis Benchmarking Structural Analysis
  • 486. Environmental AnalysisAnalysis of external Market Forces 1 Reviewing the environment for possible effects on the business 2 Selection of the most important influence factors for the business in the future 3 Documentation and evaluation of influence factors
  • 487. Environmental AnalysisAnalysis of external Market ForcesEconomic Factors Socio-cultural Factors Global Factors Overall performance of the economy: gross  Changing the basic human needs: food, clothing,  Attractive foreign markets domestic product, available income housing, climate, health, environment  New industrialized countries Monetary value: consumer prices, wholesale prices,  Societal values  Important political events commodity and producer prices  Consumption habits  Significant global cross-border markets Public finances: government spending, debt,  Attitude to education and research subsidies  Different cultural attributes International monetary and interest rate  Leisure behavior: The importance of developments entertainment, sports and recreation International debt  Entrepreneurial attitudes: in safety standards, risk Seasonal fluctuations attitudesTechnological Factors Political and legal Factors Demographic Factors Product innovations  Global political trends: local or international  Demographics Development of energy and feedstock technologies conflicts  Demographics: family formation, mortality rate Availability of environmental resources: land,  Stability of the social and political system  Age structure water, air, light  Form of government in relevant countries Availability of energy: oil, gas, electricity, coal and  Number and size of households other energy sources  Trends in economic policy  Structure of households: One-vs. Multi-person Public and private development investments  Economic legislation (patent law, product liability, households Production technologies: automation, process employment law)  Education degree technologies  Regulation / Deregulation Development of key technologies  Regional distribution of population  Legal certainty  Income distribution
  • 488. Environmental AnalysisAnalysis of external Market Forces Environmental Factors Meaning for the Company Effects on our Future 1. 2. 3. 4. 5. 6. 7. 8. 9.10.
  • 489. Environmental AnalysisAnalysis of external Market Forces Environmental Factors Meaning for the Company Effects on our FutureDevelopment of legislationDevelopment of consumer spendingEuropeanizing and globalizingPrice sensitivityIncrease of seniorsIncrease of singlesDevelopment of birth-rateDevelopment of unemploymentReforms3-Class- societyDevelopment of IT/CommunicationDependency of ecological resourcesProduct innovations
  • 490. Environmental AnalysisAnalysis of external Market Forces Environmental Factors Meaning for the Company Effects on our FutureUnpredictability of consumerFulfill wishes instead of needsTrend to lifestyle or wellnessMeaning of familyImportance of relationshipRole of ethical developmentWho is the decision maker?Need for security/riskDemand for good serviceSubjective additional usage on purchasePerceived valueTrend to conservative values…
  • 491. Environmental AnalysisAnalysis of external Market Forces Main Chances Main Risks … … … … First possible strategic approaches to use chances or avoid risks … … Operative measures for immediate implementation … …
  • 492. Target Group AnalysisAnalysis of external Market Forces Environmental Analysis Target Group Analysis Competition Analysis Substitution Analysis Stakeholder Analysis Benchmarking Structural Analysis
  • 493. Target Group AnalysisAnalysis of external Market Forces 1 2 3 4 Segment Market Actual Analysis Target-Analysis Derived Measures  Select segment variable  Analyze discussed target  Select target group  Customer contact (address, groups order, purchase process,  Examine market  Analyze target group you after-sales) adjustment  Analyze actual target group wish to reach  possibly adjust pricing
  • 494. Target Group AnalysisAnalysis of external Market Forces Socio-economic features (e.g Income, job, Posession and education) Demographic consumtion features features (e.g. brand loyalty, (e.g Age, Sex, choice of shopping size of household, location, product religion) choice) Segment variables Media oriented Behavior oriented features features (e.g internet user, (e.g first time buyer, newspaper reader, repeated purchaser, radio listener) intensive user) Psychographic features (e.g life style, habits, striving for safety, enjoying innovation)
  • 495. Target Group AnalysisAnalysis of external Market ForcesThe text demonstrates how The text demonstrates howyour own text will look when your own text will look whenyou replace the placeholder you replace the placeholderwith your own text. with your own text. PlaceholderThe text demonstrates how The text demonstrates howyour own text will look when your own text will look whenyou replace the placeholder you replace the placeholderwith your own text. with your own text.
  • 496. Competition AnalysisAnalysis of external Market Forces Environmental Analysis Target Group Analysis Competition Analysis Substitution Analysis Stakeholder Analysis Benchmarking Structural Analysis
  • 497. Competition AnalysisAnalysis of external Market Forces Future Objectives  How are our objectives compared to the competitors?  Which sectors will be important?  How is the attitude towards risk? Assumption Reaction Actual Strategy Will the future be unstable?  What will our competitors do in the future?  In what manner do we compete? What did our competitors assume?  In which sectors do we have advantage?  Does our strategy support changes in the  How is this going to change the relation? competition structure? Capabilities  Which are our strength and weaknesses?  How are we represented compared to our competitors?
  • 498. Competition AnalysisAnalysis of external Market ForcesCompany , Legal Form, MainLocationCore ActivityProduct PortfolioAnnual Revenue Previous YearNumber of EmployeesBusiness LocationsMain Client SegmentDistribution Possibilities/ WaysMarketing ChannelsStrategy Strength WeaknessStrength- Weakness  ...  ...
  • 499. Substitution AnalysisAnalysis of external Market Forces Environmental Analysis Target Group Analysis Competition Analysis Substitution Analysis Stakeholder Analysis Benchmarking Structural Analysis
  • 500. Substitution AnalysisAnalysis of external Market Forces 1 2 3 4 Qualitative and quantitative analysis Analysis of special customer benefit Management of Analysis of special Inspect Countercheck customer benefit identified Core Expandability by Negation Competences Analysis of Analysisder Geschäftsprozesse business processes Analysis of relationship to most important competitor
  • 501. Substitution AnalysisAnalysis of external Market Forces 1 2 3 4 Search for market existing solution techniques Search for potentially new solution or Understanding of Evaluate Analyze Dynamic technology/ observe Customer Problem research tendencies Substitution risk and derive Strategy Search for company existing solution techniques
  • 502. Substitution AnalysisAnalysis of external Market Forces Which solution techniques already exist in the company?  How does our assortment range and assortment center look? And how do they look at our most important competitors?  How will the markets, relevant for our solutions, grow in relation to the overall market?  How will the markets develop for the solutions that we don‘t have?  Which consequences will this development have on our assortment policy? What is the customer’s problem? How is his requirement defined? In which initial characteristic does it appear?  Is the problem differently characterized in different user groups?  Is the problem a constant („invariant“), or does it only appear temporarily?  Which solution does the market offer?  Which techniques exist?  Are some solutions more relevant for regional or customer specific markets?
  • 503. Substitution AnalysisAnalysis of external Market Forces What are potential solutions?  Are the solution techniques feasible, so we can solve the customer’s problems faster and cheaper– in our company or the competitors, in other branches, in other countries?  When will these possible solutions be available on the market? Which consequences would this have on our current products and existing production capacities? What trends are emerging in the research?  What do we have planned? Which of our competitions research projects are known? What are the research institutes and other branches nationally and internationally doing that could be relevant for us?  How possible is a success in their research project? What meaning could the results obtain for the market?  What effect could successful research activities have on the defense or the extension of existing market shares?
  • 504. Substitution AnalysisAnalysis of external Market ForcesPrioritized Customer Problems1 2 3 …  …  …Solutions of the Competition …  …  …Own Solutions …  …  …
  • 505. Stakeholder AnalysisAnalysis of external Market Forces Environmental Analysis Target Group Analysis Competition Analysis Substitution Analysis Stakeholder Analysis Benchmarking Structural Analysis
  • 506. Stakeholder AnalysisAnalysis of external Market Forces 1 2 3 4 Visualize the Interpret and Derive Chances Identify Stakeholders Relationship Analyze and Risks network
  • 507. Stakeholder AnalysisAnalysis of external Market Forces Stakeholder 1 Stakeholder 2 Stakeholder 3 Stakeholder 4 This is a placeholder text.Stakeholder 1 This text can be replaced This is a placeholder text. This is a placeholder text. This is a placeholder text. with your own text. This is a placeholder text.Stakeholder 2 This is a placeholder text. This text can be replaced This is a placeholder text. This is a placeholder text. with your own text. This is a placeholder text.Stakeholder 3 This is a placeholder text. This is a placeholder text. This text can be replaced This is a placeholder text. with your own text. This is a placeholder text.Stakeholder 4 This is a placeholder text. This is a placeholder text. This is a placeholder text. This text can be replaced with your own text.
  • 508. Stakeholder AnalysisAnalysis of external Market Forces Support of the Project Influence on the Project Stakeholder Expected Behavior ++ + o - -- high moderate slight
  • 509. BenchmarkingAnalysis of external Market Forces Environmental Analysis Target Group Analysis Competition Analysis Substitution Analysis Stakeholder Analysis Benchmarking Structural Analysis
  • 510. BenchmarkingAnalysis of external Market Forces 1 2 3 4 Implementation/ Planning and Selection Data Collection Data Analysis Further Development  Benchmarking objects  Method of  Analysis methods  Determination of level of goal data collection achievement  Benchmarking target figure  Obtain analysis results  Analysis of benchmarking  Selection of measures  Benchmark form objects in the own company  Reasons for superiority of benchmark partner  Implementation of steps and  Benchmarking partner  Internal and external data measures about benchmarking partner  Transfer of obtained results  Creating team in dependency to own company  Securing of a continuous to object  Operative approach on data benchmark process collection
  • 511. BenchmarkingAnalysis of external Market Forces Planning and Benchmarking object Benchmarking target Benchmarking form Team composition Selection figure and partner Internal and Operative Analysis of objects in Data Collection Method of data collection own company external data approach of data about partner aggregation Determination of Analysis of causes Transfer of obtained Data Analysis Methods of data analysis performance and cost and the vacancies results to own company gaps Determination of level of Determination of action Realization of Securing of a continuousImplementation goal achievement plans implementation steps benchmark process
  • 512. BenchmarkingAnalysis of external Market ForcesForm of Benchmarking …Objective of Benchmarking …Benchmarking Benchmarking Value of Gap in % Possible Target Figure Own Value Gap Absolute Responsible Target Date Object Partner Benchmarks of own Value Measures
  • 513. BenchmarkingAnalysis of external Market Forces Environmental Analysis Target Group Analysis Competition Analysis Substitution Analysis Stakeholder Analysis Benchmarking Structural Analysis
  • 514. Structural AnalysisAnalysis of external Market Forces 1 2 3 1.Potential new competitors Threat of new competitors Identify rules of the field 4. Supplier 2. Competitor in 5. Customer Develop measures the field and derive Bargaining power of Bargaining power and implement them supplier Rivalry among of customer chances and existing companies risks 3. Substitution Products Threat by substitution products
  • 515. Structural AnalysisAnalysis of external Market Forces 1. Potential new competitors Threat of new competitors 4. Supplier 2. Competitor in 5. Customer the field Bargaining power of Rivalry among existing Bargaining power of supplier companies customer 3. Substitution Products Threat by substitution products
  • 516. Structural AnalysisAnalysis of external Market Forces Very Moderately Moderately Very Neutral unattractive unattractive attractive attractive Company size economies Poor High Product differentiation Poor Distinct Brand identity Poor High Conversion cost Poor High Entry Barriers Access to all sales channels Poor Limited Asset demand Poor High Access to most advanced technology Substantial Limited Access to commodities Substantial Limited Protection through government Not available Strong Experience effect Unimportant Very Important Specialized activa High Poor Exit Barriers One-time exit costs High Poor Strategic inter-relation High Poor Emotional restrains High Poor Legal and social restrictions High Poor Number of competitors Small Small Branch growth Slow Fast Competitors Fixed or storage costs High Poor Rivalry of Product features Consumer goods Special Products Capacity enhancement Big Steps Continuously Diversification of competitor High Poor Strategic stakes High Poor
  • 517. Structural AnalysisAnalysis of external Market Forces Very Moderately Moderately Very Neutral unattractive unattractive attractive attractive Number of important consumer View Many Bargaining power of customer Availability of business extern substitute products Many View Conversion cost of consumer Poor High Threat of consumer with backwards integration Strong Poor Threat of industry with forward integration Poor Strong Meaning for the quality or service for consumer High Poor Overall costs of consumer through industry Large Proportion Small Share Profitability of consumer Poor High Number of important supplier Poor Many Availability of substitute products for the products Poor High Bargaining power of Supplier of supplier Differentiation or conversion cost for supplied High Poor products Threat of supplier with forward integration Strong Poor Threat of industry with backwards integration Poor Strong Meaning of supplier for the quality or service of High Poor industry By supplier caused overall costs of industry Large Proportion Small Share Meaning of industry for supplier group Poor High
  • 518. Structural AnalysisAnalysis of external Market Forces Very Moderately Moderately Very Neutral unattractive unattractive attractive attractive Availability of related to feedstock High Poor Availability of Substitute Conversion cost of consumer Poor High Products Profitability and aggressiveness of producer of High Poor feedstock Price-value-ratio producer of feedstock High Poor Industry protection Unfavorable Advantageous Industry regulations Unfavorable Advantageous Political continuity Poor High Official Measures International capital transfer Limited Unlimited Customs High Poor Foreign exchange Limited Unlimited Foreign assets Limited Unlimited Assistance for competitors Considerable None
  • 519. Structural AnalysisAnalysis of external Market ForcesCompetition Influential Factors on Short Characterization of IndustryDimensions Competition Dimensions Market entry barriers for new competitors are:  Economies of scale  Product differences, detectible in the appropriate customer loyaltyPotential  High equity requirements to enter the marketCompetition  Conversion costs for customer when changing to a different product  Unusually good and expensive sales channels  Size-independent cost advantages (patents, commodities, location, subventions, official barriers) Intensive rivalry results from:  Many similar competitors  Weak growth of industryNew  High fixed costs and high reserve capacityCompetition  Differentiation between the competition just about the price  High strategic insets (market share winnings no matter how)  High exit barriers Risk of substitution happens by:  Real or potentially attractive substitute products  Offensive marketing for substitute products and servicesRisk of Substitution  Impossible defense of substitute products e.g. with uniform standards, blocking of sales channels and so on.  New products through technology development
  • 520. Structural AnalysisAnalysis of external Market ForcesCompetition Influential Factors on Short Characterization of IndustryDimensions Competition Dimensions Factors that may raise the bargaining power of supplier:  High competition advantages of delivered products  Poor number of potential suppliersSupplier  High meaning of products for the quality of products of customer  High conversion costs when changing the supplier  Poor meaning of customer for the supplier  Believable interest on forward integration Factors that may raise the bargaining power of customer:  High market power on the side of customer  A large selection of alternative supplier for the customer (standardized exchangeable products)  Cost and market transparency for customer (example: market places)  View customers appear concentratedCustomer  Low conversion costs and risks for the customer when changing supplier  High share of industry products on overall costs of customer (strategic purchasing policy)  Earning problems on the side of customers that they want to transfer to the supplier  Believable threat of backwards integration in the value chain
  • 521. Structural AnalysisAnalysis of external Market Forces Industry Attractiveness Now Future low medium high low medium highEntry barriersExit barriersRivalry of competitionBargaining power of customerBargaining power of supplierAvailability of substitute productsPublic measuresOverall Evaluation
  • 522. Structural AnalysisAnalysis of external Market Forces Industry Attractiveness Now Future low medium high low medium high…………………Overall Evaluation