Analysis Methods - IAFIE 2013 - Pierre Memheld


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Organization, understanding, presentation, decision

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Analysis Methods - IAFIE 2013 - Pierre Memheld

  1. 1. Analysis MethodsOrganization, understanding, presentation, decision
  2. 2. Pierre Memheld - IAFIE 2013The Plastic Cube MarketRubikscube ™
  3. 3. Case“Cube de Luxe” is willing to change its position on theemerging markets for their turnover potential;“Cube de Luxe” is heavily investing on R&D to keep hisinnovation and quality leadership;“Cube de Luxe” has also to adapt its offers in front ofthe usage evolutions on the Cube market; Objective: using various methods, analyze theabove issues in order to help “Cube de Luxe” toanticipate and take decision in front of itscompetitors.Pierre Memheld - IAFIE 2013
  4. 4. Issues to analyze“Pudong Cube” has announced the construction of anew production chain;“Indian Cube” creates a partnership with Cubes’nShops (UK) to distribute its cubes in Europe and USA;“Klein Cube” and “Matrix Cube” creates a commonproduction platform and should lower their price by 40%;“Cubos da Brazil” acquires the “Nihon Cube” (JP)patents, technological leader but commercial outsider. Identified threats: competition on prices with “KleinCube” / “Matric Cube” and Pudong Cube.Pierre Memheld - IAFIE 2013
  5. 5. « La plus grande erreur de l’esprit est de croire en quelque chose carquelqu’un veut qu’il en soit ainsi » Louis PasteurAnalysis ProcessPierre Memheld - IAFIE 2013
  6. 6. CyclePierre Memheld - IAFIE 2013CustomerNeedsPlanningCollectionExploitationAnalysisProduction
  7. 7. ObjectivePierre Memheld - IAFIE 2013AnalysisNeedsSourcesCollectionNewInformationCompetitorNewNeedsCustomersIssuesActionableAnalysis
  8. 8. PhasisMarketObjectivesContext MeansCompetitorsEnvironmentConstraintsAnalysisPlansReturnOn Exp.AnalysisDecisionDecision Concepts Scenarii Synthesis ExecutionPierre Memheld - IAFIE 2013
  9. 9. MethodPierre Memheld - IAFIE 2013DecisionContextEnvironmentCompetitorsConceptionText MiningMappingSocial NetworksDistributionBenchmarkingTendancies AnalysisPEST-ELExperts, PatentsOrganizationalBehaviourValue ChainFinancial AnalysisSWOTBrainstormingWar GamesRisks MitigationSectorial ModelsScenarii AnalysisStrategic PlanningACHDecision Profiles
  10. 10. « Savoir pour prévoir, prévoir pour pouvoir » Auguste ComteImplementationPierre Memheld - IAFIE 2013
  11. 11. Context: Text MiningPierre Memheld - IAFIE 2013
  12. 12. Context: Text MiningWho are the key competitors of “Cube de Luxe”By analyzing press releases and articles we havebeen able to see that “Matrix Cube” and “KleinCube” was investing on R&D while “Cubos daBrazil” was financing its development by loans.Pierre Memheld - IAFIE 2013
  13. 13. Context: MappingPierre Memheld - IAFIE 2013
  14. 14. Context: Mapping What are the key competitors’ market’s shares,evolutions and strategic moves?We identified two opposite strategic moves,emerging markets’ players towards Europe andSouth America, and European/USA’s playerstowards emerging markets.Pierre Memheld - IAFIE 2013
  15. 15. Context: Social NetworkPierre Memheld - IAFIE 2013
  16. 16. Context: Social Networks Who are the key decision makers, andresearchers, of the competitors?We have been able to identify three differentresearchers groups for the cube technology,linked between them by the R&D executives ofcompanies and public research centers.Pierre Memheld - IAFIE 2013
  17. 17. Context: Geographical AnalysisPierre Memheld - IAFIE 2013
  18. 18. Context: Geographical Analysis How are organized manufacturing anddistribution of “Pudong Cube”This approach has allowed us to understand thatPudong was dependent of severaldistribution/retail networks and was nottargeting primarily the European market.Pierre Memheld - IAFIE 2013
  19. 19. Environment: BenchmarkingPierre Memheld - IAFIE 2013
  20. 20. Environment: Benchmarking How to compare different competitors withcommon criteria/keys?It’s possible to have a synthetic view of eachcompany and compare them from a commercialor innovation focus: “Cubos da Brazil”.Pierre Memheld - IAFIE 2013
  21. 21. Environment: Time LinesPierre Memheld - IAFIE 2013
  22. 22. Environment: Time Lines Is it possible to visualize competitor’s moves ona five years period?It allowed us to visualize that competitors fromemerging countries were more agressive sincetwo years while american’s or german’smaintened their position.Pierre Memheld - IAFIE 2013
  23. 23. Environment: PEST-ELPierre Memheld - IAFIE 2013
  24. 24. Environment: PEST-EL Is it possible to anticipate trends andconsumption potentials?If “emerging” markets have a better growthpotential, their buying power is still lower than inEurope, so as of today the europeans marketsremain interesting with high buying powers.Pierre Memheld - IAFIE 2013
  25. 25. Environment: Experts, Patents, …Pierre Memheld - IAFIE 2013
  26. 26. Environment: Experts, Patents, …What are the research axis of the competitors?Some competitors create partnerships toproduce parts in common or even develop aspecific price’s strategy as the “Cube de Luxe”’ssales network reported in the USA.Pierre Memheld - IAFIE 2013
  27. 27. Competitors: Organizational BehaviorsPierre Memheld - IAFIE 2013
  28. 28. Competitors: Organizational BehaviorsWhat is the internal decision process of eachcompetitor?It has been possible to identify the exportmanager of “Indian Cube” as the key person ofthe partnership with “Cubes’n Shops”, due to hisfamily ties in England within the indian diaspora.Pierre Memheld - IAFIE 2013
  29. 29. Competitors: Value ChainPierre Memheld - IAFIE 2013
  30. 30. Competitors: Value ChainHow the competitors are organized to lower thesale’s prices?In this case, competitors from emergingcountries don’t support some social and fiscalcosts which is for them a clear competitiveadvantage.But in our case the best sale’s price was notoffered by such a competitor.Pierre Memheld - IAFIE 2013
  31. 31. Competitors: Financial AnalysisPierre Memheld - IAFIE 2013
  32. 32. Competitors: Financial AnalysisWhat are the investments capacities of eachcompetitor?We have been able to identify the group of bankswhich was funding the “Matrix Cube”’scommercial network expansion.Pierre Memheld - IAFIE 2013
  33. 33. Competitors: SWOTPierre Memheld - IAFIE 2013
  34. 34. Competitors: SWOTWhat are the SWOT’s of competitors?This global view has permitted to have a fastcomparison of each player strategy, including“Cube de Luxe”, in order to position thecompany.Pierre Memheld - IAFIE 2013
  35. 35. Conception: « Brainstorming »Pierre Memheld - IAFIE 2013
  36. 36. Conception: « Brainstorming »How to position “Cube de Luxe” in front of hiscompetitors?“Cube de Luxe” has been able to anticipate andreact to the main evolutions of its market, whichwere not the ones the company was thinkingabout.Pierre Memheld - IAFIE 2013
  37. 37. Conception: Risks’ MitigationPierre Memheld - IAFIE 2013
  38. 38. Conception: Risks’ MitigationWhere to invest and with which economic andsecurity risks?This approach has permitted to conduct duediligence with future potential partners of “Cubede Luxe” as some were connected with localorganized crime organizations for moneylaundering.Pierre Memheld - IAFIE 2013
  39. 39. Conception: Sectorial ModelsIndicatorsMeansAction ModesDecisionObjectivesMarketsSector CubesNewPartnershipsDistributionNetworkChoiceBenchmarkBusinessLawyersProductsNewFactoryInvestmentsBanksLoansSalesNetworkImportsLogisticContractsExistingProductsChangeNewInnovationPatentsExternalR&DExistingServicesMarketingResearchPierre Memheld - IAFIE 2013
  40. 40. Conception: Sectorial ModelsPierre Memheld - IAFIE 2013What are the strategic options competitors canadopt in order to develop their market shares?It appeared that due to their commercialorganization, “Pudong Cube” and “Indian Cube”were obliged to be distributed by networkswhere their competitors are already present.
  41. 41. Conception: War GamesPierre Memheld - IAFIE 2013
  42. 42. Conception: War GamesHow my competitors are going to react to myown decisions?War Games have permitted to refine the future“Cube de Luxe” strategies based on collectedinformation/intelligence in order to gainadvantage on competitors in selected markets.Pierre Memheld - IAFIE 2013
  43. 43. Decision: « Analysis of Competing Hypotheses »Pierre Memheld - IAFIE 2013
  44. 44. Decision: « Analysis of Competing Hypotheses »How to asses options a competitor will choose?ACH gave us the ability to see the more“threatening” competitors where not the onesfrom emerging countries but “Matrix Cube” and“Klein Cube” due to their commercial offensiveson commercial services.Pierre Memheld - IAFIE 2013
  45. 45. Decision: Decision ProfilesPierre Memheld - IAFIE 2013
  46. 46. Decision: Decision ProfilesHow the Indian minister of trade take hisdecisions?“Cube de Luxe”, in coordination with “KleinCube”, has conducted a negotiation with India tolower the import taxes as “Indian Cube” has anadvantage when importing in Europe.Pierre Memheld - IAFIE 2013
  47. 47. Decision: Scenarii AnalysisPierre Memheld - IAFIE 2013
  48. 48. Decision: Scenarii AnalysisWhich decision to take for an investment or amarket entry?“Cube de Luxe” has taken the decision toconcentrate its efforts on mature markets then toinvest in manufacturing facilities based inemerging countries.Pierre Memheld - IAFIE 2013
  49. 49. Decision: Strategic PlanningPierre Memheld - IAFIE 2013
  50. 50. Decision: Strategic PlanningHow to visualize, in terms of “space” and “time”,a strategy?“Cube de Luxe has built its own “strategicdashboard” to follow the implementation of itsstrategy, including its competitors’ moves.Pierre Memheld - IAFIE 2013
  51. 51. « La connaissance est un moyen de survivre en comprenant »Michel FoucaultConstraints & LimitsPierre Memheld - IAFIE 2013
  52. 52. De l’information à la décisionDecisions InformationsPierre Memheld - IAFIE 2013
  53. 53. From information to decision“Cube de Luxe” must take strategic andcommercial decisions …… while the time necessary to collect andanalyzed the information required to do so islonger than the “market time” or financial andcommercial imperatives.Pierre Memheld - IAFIE 2013
  54. 54. Known limits and solutionsPierre Memheld - IAFIE 2013Limits SolutionsMethodsExpertiseAnalysis MeansMonitori,gProcessBiasesInformation OverloadAvailability
  55. 55. Known limits and solutionsAnalysis mistakes of this case despite masteredmethods:- Needs expression- Analysis biases- Customer focus- …Pierre Memheld - IAFIE 2013
  56. 56. « La connaissance c’est l’expérience, tout le reste n’est que del’information » A. EinsteinConclusionPierre Memheld - IAFIE 2013
  57. 57. Which method to use and when?Pierre Memheld - IAFIE 2013
  58. 58. Which method to use and when?Can we use all or one method for everycase/situation?Can we adapt an analysis method to be used outof its original context creation?Shall we create “new” analysis methods for newsituations?Methods are first of all a way of seeing … and areference to process an information and thenlearn.Pierre Memheld - IAFIE 2013
  59. 59. Which method to use and when?Pierre Memheld - IAFIE 2013