The document provides an overview of key marketing concepts and tools, outlining perspectives like the marketing orientation in companies, the marketing triangle showing the relationship between a company, employees, and customers, and models of marketing systems. It also describes aspects of marketing like the marketing mix, objectives and strategies for market segmentation, and an analysis of the internal and external environment through tools such as SWOT analysis.

1. Marketing Toolbox
Subtitle, Autor or Date

2. Basics
Definitions / Explanations

3. Marketing Orientation
Orientation in companies which strongly influenced the development of
marketing
Technological 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 Triangle
Company, employees and customer
Company
Marketing
Triangle
Employee Customer
interactive marketing

5. Marketing - Simple Model
Model of a simplified marketing system and connection between provider
and 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 - Perspectives
Differentiation 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 Marketing
Development 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 Marketing
Steps 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 Pyramid
Pyramid 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 marketing
Radio / TV / Movies
Sales promotion
Print media Product placement
Fairs / Exhibitions
Classical advertisement
Event marketing
Sponsoring

11. Marketing Objects
Differentiation 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 Trade
4 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 Markets
Differentiation 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 Goods
Types 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 Segmentation
Scientific 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 Segmentation
Objectives, methods, strategies of market segmentation
Lead Structure Approaches of
Market Segmentation
behavior-oriented
Reasons/
Meaning OBJECTIVES method-oriented STRATEGIES
management-oriented
Quantitative Qualitative

16. Market Definition
Hierarchy representation for the preparation of a market analysis of companies
with a broad range of products or services
Overall Market
Strategic
management
Definition Market 1 Market 2 Market 3
of markets (Description) (Description) (Description)
Strategic
business units SBU 1 SBU 2 SBU 3
Marketing
Segment A Segment B Segment C
Sub Market A
Sub Market B
Sub Market C

17. Market Analysis/
Competition
Situation analysis

18. Situation Analysis - Search Fields
Search 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 Analysis
Analysis 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 Analysis
Check 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 Analysis
Corporate philosophy (1/6)
Corporate policy Corporate vision Corporate idea
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key words. key words. key words.

22. Market Analysis - Company Analysis
Corporate 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 Analysis
Corporate 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 Analysis
Corporate 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 Analysis
Corporate 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 Analysis
Company 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
replicates
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notes 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 Weakness
Strengths and weaknesses profile
Own company Other Company
Weakness Strength
Criteria
-3 -2 -1 +1 +2 +3
Product range (quantity)
Product range (quality)
Price
Service (general)
Availability by phone
Customer satisfaction
Supplier satisfaction
…

29. Competition Analysis
Example
Characteristic
high low
1 2 3 4 5 6 7 8 9
Quality
Price
Performance
Usage
Image
Environment-friendliness
Design
Additional functions
Your product Competitor’s product

30. Marketing - Representation of Market Volume
Representation 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 - Sizes
Relationship between market potential, market volume and market share
to assess the market attractiveness
Relative Market Share A
Market Share =
Market Volume Company A Market Share B Market Share
Total sales or a turnover Market share of a company and the ratio
of an industry including of sales / turnover of the company to the
all 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 Definition
Terms 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 Analysis
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Design /0 Quality of connection
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34. Opportunities - Threats-Analysis
Analysis about the company’s opinion on environmental changes and where
adjustments need to be done
Criteria Opportunities Threats
Marktsituation
Market structure x
Market potential/ market volume x
Customer structure x
Competitor x
Environment / Frame conditions
Laws / Taxes x
Society x
Ecology x
Technological Development x
Strength
Product range x
Prices x
Organization / Management x
Cash Flow x
Weaknesses
Locations x
Marketing performance x
Innovation ability x
Financial resources x

35. Chance-Risk-Analysis
Chances and Risks with possible development outside the company and their
influence on marketing strategy and business planning
Opportunities Threats
new product development in own company development of a new product by the competitor
own innovations innovations of the competitor
new target groups and buyer levels development of new competitors
opening new markets in other countries development of new competitive suppliers in other countries
increasing demand development of over-production
recovery of the overall economy weakening of the overall economy
loosening or changing of relevant laws limited measures and legislative processes
currency exchange revenues on foreign markets through exchange rate losses on foreign markets through negative changes
positive change of exchange rates of the exchange rate
technological development / change of base technologies

36. Strength and Weaknesses Analysis
Analysis of internal Company Resources
Relevance
Sector Success Factor Notes
1 2 3 4 5
Range of service
Pricing
Image
Market share
Market growth
Sales development
Distribution
Sales network
Advertising
Marketing and Complaint management
Sales 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-Analysis
Enter your subheadline here
Strength Weaknesses
External Analysis
Opportunities Threats

38. Gap Analysis
Revenue 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-Analysis
ABC Analysis is methodology that gives a quickly and simple review of
assortments of products in retail, wholesale or manufacturing businesses
Turnover / Value in %
100%
80%
60% A B C
40%
20%
Range of Products / Quantity in %
0%
0% 20% 40% 60% 80% 100%

40. ABC-Analysis
Placeholder 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 Positioning
Relative positioning of different product categories
high
Brand article
Relative quality
No-names Trademarks
low
low Relative price high

42. Seller / Buyer's Market - Features
Comparison and limits of the characteristics of the seller and buyer's 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 Advantage
Portfolio 1/3
Analysis of portfolio categories according to the criteria lists
Evaluation of market attractiveness
Coefficients Coefficients
Criteria Weigh. 0 0,1 0,2…0,8 0,9 Index Criteria Weigh. 0 0,1 0,2…0,8 0,9 Index
1 1
1. Market growth 3. Energy / Accommodation
2. 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 potential
consumer - Dependency on legislation
- Entry barriers - Dependency on public
- Distribution requirements - Risk of public interference
- Variability of competition
conditions - Pollution of nature
- Substitution possibilities TOTAL 1,0

44. Market Attractiveness - Competition Advantage
Portfolio 2/3
Analysis of portfolio categories according to the criteria lists
Evaluation of market attractiveness
Coefficients Coefficients
Criteria Weigh. 0 0,1 0,2…0,8 0,9 Index Criteria Weigh. 0 0,1 0,2…0,8 0,9 Index
1 1
1. 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 potential
2. 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 with
capacity - Quality of management systems
- Location advantage TOTAL 1,0

45. Market Attractiveness - Competition Advantage
Portfolio 3/3
Display 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 Segmentation
Different 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 marketing
Products, distribution and Prices, distribution and High degree of market High specialization and It’s the highest degree of
advertisements are advertisement measures coverage serves multiple or concentration on special segmentation and external
designed the same for all are developed for different many different sub sub markets or clearly opposite to mass
customers. target groups. markets. defined customer groups. marketing.
Difference between Orientation according to Further sub divisions: Niche providers are highly Segmentation of market
separate segments are target groups creates specialized and pursuit a down to the individual
being ignored and the better approaches for the 1. Concentration to only secure market position in customer by increasing
market is served with one determination of market one segment procurement. individualization tendency
offer. 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 lasting
1 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 Segmentation
Differentiation and description of target groups
Customer segment X
Characteristics: Feature A
 …
 …
 …
Core motive:
Customer segment Y
Characteristics :
 …
 … Feature B
 …
Core motive:
Individual
Customer segment Z
Characteristics :
 …
 …
 …
Core motive:

50. Market Entry Barriers
Institutional 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 Advantage
Representation of the thre influencial factors customers, organization
and competition
Expectation on the
product and benefit
Competitive
advantage

53. Market Research - Process Scheme
Separation of market research process in five phases
Definition Phase Data Collection Phase Documentation Phase
Dokumentations-
Problem definition and Presentation of results
phase
development of survey Research report distributer
Präsentation der Ergebnisse
targets 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 Orientation
Comparison
The sales orientation
Initial point Main focus on Measure Target
existing existing advertisement, profit through
production products sales promotions high revenue
The 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 Strategies
Differentiation 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 Principles
A competitive advantage over the competition is a superior performance
or 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 strategic
competition 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 Matrix
Representation 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
(PC's, IC's)
possible paper)

58. Competition Strategies
Representation 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 Models
Established models

60. Competition - Driving Forces
The 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-Model
Product, Price, Place, Promotion
PRODUCT
PRICE PLACE
PROMOTION

62. Marketing - 4P-Model
Product, Price, Place, Promotion

63. 5P-Model
Expansion of the 4P model with the aspect of “Personnel”
PRODUCT
PRICE PLACE
PROMOTION PERSONNEL

64. 5P- Model
Expansion of the 4P model with the aspect of “Personnel”

65. Marketing 4P‘s
Enter 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 instruments
Classical 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 Mix
Example with individual factors
Brand name
Slogan Logo
Product design /
ad campaign packaging
Brochure /
Corporate design
Sales Training
Brochures / Product
Press 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- Model
Step 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 Principle
The stage model includes four phases the Customer goes through in order to
make the purchase decision
Physical 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 Triangle
Enter your subheadline here
Customer
Distributors
Clients Competitors
Suppliers

73. Diamond-Model - National Competitive Advantages
Thesis 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 Analysis
Enter 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 Forces
Five (+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 Cycle
Representation 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 /
Concept
Strategic marketing / concepts

78. Differentiation - Strategic Marketing
Position of the strategic marketing between strategic management and marketing
management

79. Conception Phases of Marketing
Enter 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 Policy
Ten-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 corrections
Budgeting 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 Communication
Communication model that implies that there are three more codes next to
language 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 Pyramid
Core competences as a base of the product pyramid, which are not easily adapted
by 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 Factors
Influencial factors
Organizational Attitude to
objectives and change and risk
resources
Marketing
Strategy
Competitor Market structure
strategies and opportunities

84. Marketing Strategy
Marketing 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 Concept
Connection 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 Strategy
Determination 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 Triangle
Integrated marketing strategies include the strategic triangle of company,
customer and competitor
Customer
Competitve advantage
Own
Competition
Company

89. Marketing Strategy - Strategic Pentagon
According to Ohmae 1992
Customer
Government Currency
Company Competitor

90. Innovation - Demand Pull and Technology Push
Interplay between both strategies
Company Market

91. Media Strategy - Dimensions
Analysis 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 Strategies
Strategies 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 Marketing
Questions 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 company's 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 Orientations
Orientation 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 Leadership
The strategy of a company to reach sustainable competitive advantage be low
costs 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 Strategy
The strategy of a company to differentiate themselves positively from the
competition 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 Ansoff
Ansoff-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 Strategies
Basic 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-Strategies
Strategies 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/costs
Degree 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 leadership
Degree of competition
Strategy of selective Strategy of selective
Quality leadership Cost leadership
Sub-market
Performance advantage Cost advantage
Competitive advantage

102. Competition Strategies
Matrix 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 Ansoff
Ansoff-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/GE
Enter 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/GE
Matrix of norm strategies (threefold division of axis )
Keep
High Investment or retreat Investment
market leadership
Market attractiveness
Absorption and
Medium Transition Growth
gradual divestment
Absorption and gradual
Low Divestment Absorption
divestment
Low Medium High
Relative competitive advantages

106. Market Growth
Representation of market sizes, like market potential, market volume and market
growth in the course of time
Amount / 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-Strategie
Increase in profitability by maximizing quality (high customer benefit) and cost
reduction
high
Cost reduction
Target of
Offer differentiation
outpacing
Quality/
Customer benefit
Innovator
Follower
low
expensive cheap
Price / Costs

108. Innovation Strategies - Innovation Pentagram
A 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 - Dimensions
Platzhalter für Ihre eigene Subheadline

110. Internationalization Strategies
Placeholder for own Subheadline
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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 - Process
Representation 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 Process
Marketing as a process devided in the five steps of market analysis, marketing
objective, 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 Targets
Economic 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 − SMART
The 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 Pyramid
Placeholder 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 objectives
Objective 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 Hierarchy
Operative 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 Targets
Targets 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 Plan
Process 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. Target
Strategic 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. Marketing
Management

122. Marketing Management Cycle
Display 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 Cycle
Display 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 Marketing
Preparation of employees about the interaction with customers by internal
marketing
Customer
Optimal supplier
Marketing-Mix
buyer interaction
Service
Culture
Skills
Know-How Internal Marketing
Motivation Employees Company
Setting
Competencies Internal training and interactive
communication Recruitment advertisement
and Internal market research

125. Integrated Marketing
Integration 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 Management
Design 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 Structure
Enter your subheadline here
Fundamentals
Marketing Planning Marketing Strategy
Marketing Research
Communications
Product Policy Pricing Policy Sales Policy
Policy
Marketing Organization Marketing Controlling

128. Marketing Organization - Function-oriented
Function-oriented marketing organization
Management
Procurement Production Marketing Finance
Marketing-Informations Marketing-Operations
Marketing Marketing Physical
Communication Sales
Research Planning Distribution

129. Marketing Organization - Product-oriented
Enter 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-oriented
Enter 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 Marketing
Enter 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 Marketing
Enter 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-Organization
Enter 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 - Tasks
Differentiation between three important task areas in marketing management
Market related Company related
tasks tasks
to control the for the coordination and
demand, fulfillment of avoidance of possible
demand, demand Tasks interest conflicts
development and activation of marketing through integration of
and 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 Management
Four central parameter of company management that need to be aligned to
market and customer requirements
Which objectives How should the
need to be achieved? objective be
Strategy Process accomplished?
Market
Customer
Which organisatorial
Culture Structure structures secure the
What values and norms acomplishment of
are lead by our actions? the objectives?

136. Marketing Management - Task Areas
Task 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 Company
Representation 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 processes
Note: Commercial companies have mainly just the two core processes Procurement and Marketing (Sales). In service companies no one speaks of
production but of service performance; in technology-intensive companies is research and development usually the core process (in terms of
contribution to value creation ).

138. Marketing control - Basic Scheme
Marketing 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 Communication
The 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-Marketing
Display 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 - Overview
Placeholder for own Subheadline
Innovation strategy Innovation organization
Customer
Environment
Innovation ideas Innovation processes

142. Product Planning

143. Value Chain (Supply Chain)
Supply chain that shows the way of all components of a product from commodity
to supplier, manufacturer till customer
Supplier Customer
Procurement Production Sales

144. Cash Flow - Product
Typical 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 Demand
Course 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 cycle
Theoretical course of life cycle of a product when revenue is increased by product
variation
Revenue
Variant 3
Variant 2
Variant 1
t

147. Product Life Cycle
Life cycle with the representation of sales, profit and loss zones in the course of
time in separate phases
Development Introduction Growth Maturity Saturation Degeneration Elimination
Sales and Profit

148. Revenue Profile of an Assortment
Revenue profile analysis with defense of production capacities
Revenue in % I - III = Product programs
100%
90%
80%
70%
60%
50%
40% III
30%
20% II
10%
I
0%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Production capacity in %

149. Revenue and Profit according to products
Contributions 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 / Cost
Management

151. Composition of Profit
The price is the only component of the marketing mix, which directly affects sales
and 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 Strategies
Matrix 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 Curve
Every doubling of the cumulated Revenue of a product results in a cost lowering
potential between 10 and 30%
Unit costs
Market price
20% Decline
30% Decline
Cumulated volume and market share

154. Break-Even Analysis
Evaluation model to determine the sales volume required to achieve
the break-even point
Revenues
Cost of sales €
Total
cost
Break-even sales
Variable
Break-even-Point costs
Fixed
costs
0 Break-even quantity Quantity

155. Marketing / Controlling - Experience
Volume 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 Factors
Cost factors that should be considered in a marketing strategy
Placeholder 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 Potential
Exhaustion the profit potential through price differentiation
Sales
Lost profits
B
Your sales
Your profits
A C
Unit cost Your price Price

158. Types of price differentiation
4 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 Instruments
Comparisson 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 Measures
Advertising 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 Instruments
Comparisson of the classical (above the line) and the “non-classical”
(below the line) communication instruments
Classical advertisement
Above The Line (ATL) Print media
Radio / TV / Movies
Classical marketing-
recognizable for everybody Outdoor advertisement / Billboard advertisement
Public relations
Sponsoring
Below The Line (BTL)
Event marketing
Alternative marketing- Exhibitions / Trade fair
mainly visible only for
targeted groups Product placement
Promotions
Direct marketing
Mobile marketing
Online marketing / Search engines
Viral marketing / Guerilla marketing

163. Purchase Decision Process Phases
Graphical representation of the five phases of an extensive buying decision
process (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 Rogers
Distinction of customers for their willingness to adopt a new product
Adopter
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 Maslow
Representation 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 & Sheth
Stimulus-response scheme with assumptions about perception and information
processing (learning effects)
S O (organism) R
(stimulus) (response)
Hypothetical constructs
Input variables Perception constructs Learning constructs Output variablen
Information from purchase
commercial sources
intention to
buy intention to buy
 quality
 price
 peculiarity attitude
search behavior security
 service
 availability brand knowledge
stimulus
Einstellung
ambiguity
Information from attention
social sources electoral brand
attention motives
criteria knowledge
 family
 friends and perceptive
acquaintances satisfaction
distortion
 colleagues

167. Procurement Center Model
Roles 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 possible
Distribution
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 Strategy
Model to develop an advertising argumentation
tone, Promise of usage
kind of approach
Justification of performance
of product or company

171. Win- Win- Situation
Six different options of interpersonal interaction
Customer 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 Strategies
Offensive or defensive organization of a company's 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 Model
Model 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 Model
Model 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 Model
Model 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 - Graphic
Graphic of customer satisfaction as a result between expectation and perceived
performance quality (Customer satisfaction = B / A)
Individual
(subjective)
expectation of
Customer
Perceived product- /
service quality
Process of comparison

177. Customer Satisfaction
A product leads to customer satisfaction if it is capable to satisfy customer‘s
requirements (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 Variables
Representation 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 Customer
Placeholder 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 - Circle
Interaction 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 Customers
Representation of the different stages of customers with increased customer
satisfaction 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 Customers
Representation of the different stages of customers with increased customer
satisfaction and customer loyalty
Suspected / First-time Repeated Exclusive Active Integrated
Promising customern customer customer intercessory partners
New customer customer
(prospective)
Increasing customer satisfaction

183. The Value Chain
Value that the customer is prepared to pay for the services of a company
Infrastructure management
Personal management
Technology development
Support Activities
Procurement
Input Output Marketing
Operation Service
logistics logistics and Sales
Main Activities

184. DAGMAR-Formula
Step model of advertising effectiveness and advertising success
Theory based on the assumption that advertisement doesn’t only have economic
objectives 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 Action
Is the Is the Is the advertising Is the core Is the advertising Purchase due
advertising message instantly message easily message to the positive
promotional
recognized? understood by the absorbed? credible, perception of
information
target group? likeable, prestigious the consumer.
recognized
?
quickly?

185. Core Competences
Visualize core competences as a matrix with evaluations according to increase in
value for the company and customer satisfaction
R&D Core competences
high
Production
Logistics
Sales
Increase in value
Service
Potential key skills (ressources)
medium
Procurement
low
Customer not satisfied satisfied amazed

186. Customer Lifetime Circle
Timing and phases of the customer life cycle (customer relationship)
strength /
Intensity stability
(Quality)
the customers
relationship extension
development termination
duration of
customer
relationship
initiation
Customer acquisition Customer loyalty Customer recovery
- Initiation Phase - Growth Phase - Exposure Period
- Socialization Phase - Maturity Stage - Resolution Phase
- Abstinence Phase

187. Customer Profile
Customer profile analysis according to sales and number of customers
Sales in %
100%
90%
80%
10 Customers make
70% 50% of the sales
60% The majority of the
customer accounts
50%
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 Chain
A CRM- busines model should relate to a functional chain
Customern- Customern- Customern-
Orientation zufriedenheit wert
Qualitäts- Customern- Unternehmens-
Orientation bindung erfolg

189. CRM - Contact Chain
Company's 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 - Phases
Customer Relationship Marketing (CRM) is a management approach that focuses
on the systematic development and the maintenance of customer relationships
This process runs through the following 5 phases:
Accost Win Inform Handle Maintain

191. Brand / Corporate
Identity

192. Corporate Identity vs. Image
Differentiation of two perspectives
Company
Corporate
Image
Identity
Image from inside Image from Outside

193. Branding policy - Requirements for a Brand
Major 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 Trademarks
Examples according to trademark types
Word signs Graphic trademark Word-Image Trademark
Recognition by self- Only work if you about to be Highest conciseness by
developed script. Easily published across years logo and illustration of the
represented in all media. (through advertising) peculiarity of the offer.

195. Corporate Identity
The total of all communication political measures, the behavior, appearance and
market communication of a company
Corporate
Identity

196. Corporate Identity
Detailed presentation of the three activities of a company, aligned upon a
corporate 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 - Graphic
Enter your subheadline here
Own
Company
C4 C5
C3
C2
C1
Customer

199. Graphic - Marketing vs. Strategy Signs
Enter your subheadline here

200. Marketing - Buzzword Cubes
Enter your subheadline here

201. Marketing - Buzzword
Enter your subheadline here

202. Graphic - Mouse Cursor „Marketing“
Enter your subheadline here

203. Graphic - Flowchart Sale Options
Enter your subheadline here

204. Puzzle - Marketing 4P‘s
Enter your subheadline here
 This is a placeholder text. This text can be
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205. Animated Images & Pictures – 3D
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206. Animated Images & Pictures – 3D
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207. Animated Images & Pictures – 3D
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208. Animated Images & Pictures – 3D
Placeholder for your own sub headline

209. Animated Images & Pictures – 3D
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 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.
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210. Animated Images & Pictures – 3D
Placeholder for your own sub headline
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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.

211. Animated Images & Pictures – 3D
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212. Animated Images & Pictures – 3D
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213. Animated Images & Pictures – 3D
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214. Animated Images & Pictures – 3D
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215. Animated Images & Pictures – 3D
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216. Animated Images & Pictures – 3D
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217. Animated Images & Pictures – 3D
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218. Animated Images & Pictures – 3D
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219. Animated Images & Pictures – 3D
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220. Animated Images & Pictures – 3D
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221. Animated Images & Pictures – 3D
Placeholder for your own sub headline
 This is a placeholder text.
This text can be replaced
with your own text.
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your own text will look when
you replace the placeholder
with your own text.
 This is a placeholder text.

222. Animated Images & Pictures – 3D
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223. Animated Images & Pictures – 3D
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224. Animated Images & Pictures – 3D
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225. Animated Images & Pictures – 3D
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226. Animated Images & Pictures – 3D
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227. Animated Images & Pictures – 3D
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228. Animated Images & Pictures – 3D
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229. Animated Images & Pictures – 3D
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230. Animated Images & Pictures – 3D
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231. Animated Images & Pictures – 3D
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232. Animated Images & Pictures – 3D
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233. Animated Images & Pictures – 3D
Placeholder for your own sub headline
 This is a placeholder text.
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with your own text.
 The text demonstrates how
your own text will look when
you replace the placeholder
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234. Animated Images & Pictures – 3D
Placeholder 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.
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235. Animated Images & Pictures – 3D
Placeholder for your own sub headline
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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.

236. Animated Images & Pictures – 3D
Placeholder 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.

237. Animated Images & Pictures – 3D
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238. Animated Images & Pictures – 3D
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239. Animated Images & Pictures – 3D
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240. Animated Images & Pictures – 3D
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241. Animated Images & Pictures – 3D
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242. Animated Images & Pictures – 3D
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This text can be replaced
with your own text.
 The text demonstrates how
your own text will look when
you replace the placeholder
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243. Animated Images & Pictures – 3D
Placeholder for your own sub headline
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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.

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 – 3D
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246. Animated Images & Pictures – 3D
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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 – 3D
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248. Animated Images & Pictures – 3D
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249. Animated Images & Pictures – 3D

250. Animated Images & Pictures – 3D

251. Animated Images & Pictures – 3D

252. Animated Images & Pictures – 3D

253. Animated Images & Pictures – 3D
Placeholder for your own sub headline

254. Animated Images & Pictures – 3D
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255. Animated Images & Pictures – 3D
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256. Animated Images & Pictures – 3D
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257. Animated Images & Pictures – 3D
Placeholder for your own sub headline

258. Animated Images & Pictures – 3D
Placeholder 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 & Pictures
Placeholder 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.
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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 & Pictures
Placeholder 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 einfügen
Bild austauschen: Exchange image:
Klicken Sie mit der rechten Maustaste auf das Right mouse click on the image you wish
auszutauschende 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 Collection
Placeholder for your own sub headline
This is placeholder text. This is placeholder text.
All phrases can be replaced All phrases can be replaced
with your own text. with your own text.
Your Logo
The text demonstrates how The text demonstrates how
your own text will look when your own text will look when
you replace the placeholder you replace the placeholder
with your own text. with your own text.

263. Animated Charts Collection
3D Spheres / Network
Placeholder Placeholder
Placeholder
Placeholder Placeholder

264. Animated Charts Collection
Sphere, 1/4 Slices
This is a placeholder
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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 Collection
Stones
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 Collection
Stones
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 top
Mountain track of the montain
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268. Animated Charts Collection
Clocks / Stopwatches
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269. Animated Charts Collection
Compass
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270. Animated Charts Collection
Running Track Timeline
Placeholder Placeholder Placeholder Placeholder
Start Finish
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271. Animated Charts Collection
Project Timelines
2012 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

272. Animated Charts Collection
Project Timelines
January October
Placeholder Placeholder
Placeholder. Insert Placeholder. Insert
August
your own text here Placeholder your own text here
Placeholder. Insert
your own text here
2012 2013 2014 2015
March
Placeholder
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your own text here
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your own text here

273. 3D Chrome Spheres
3D Chrome Spheres
Step 5
Step 4
Step 3
Step 2
Step 1
YOUR LOGO

274. Animated Charts Collection
Thermometer
Placeholder Placeholder Placeholder Placeholder
100%
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26% 52% 84% 60%

275. Animated Charts Collection 2012
Thermometer We reached
our goal
100%
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90%
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fonts as used in this placeholder it is possible to
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own text. 40%
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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 Collection
Pills 3D
Description
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277. Animated Charts Collection
Pills 3D
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278. Animated Charts Collection
Flow 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 Collection
Pyramids – 2D
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Placeholder
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Placeholder All phrases can be
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280. Animated Charts Collection
Pyramids – 3D
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281. Animated Charts Collection
Pyramids – 3D
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282. Animated Charts Collection
Cones - 3D
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283. Animated Charts Collection
Cones - 3D
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284. Animated Charts Collection
Cones - 3D
Description
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285. Animated Charts Collection
3D Arrows
If you don't 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
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text
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286. Animated Charts Collection
Org Charts with Lists (1+3)
Headline
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Product A Product B Product C
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287. Animated Charts Collection
Checklist
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288. Animated Charts Collection
Nature & Energy Icons
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289. Animated Charts Collection
Org Chart − 3D Cubes (3 Rows)
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290. Animated Charts Collection
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291. Animated Charts Collection
Org Chart − 3D Cubes
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292. Animated Charts Collection
Data-driven Diagrams Column diagram
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293. Animated Charts Collection
Data-driven Diagrams Bar diagram
Product A 91
Product B 86
Product C 81
Product D 73
Product E 65
Product F 43

294. Mindmapping
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295. Mindmapping
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what
when why
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who

296. Mindmapping
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297. Mindmapping
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298. Mindmapping
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299. Mindmapping
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300. Mindmapping
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301. Mindmapping
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302. Mindmapping
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303. Mindmapping
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304. Mindmapping
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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
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Placeholder Placeholder
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Placeholder Placeholder

305. Mindmapping
Placeholder for your own sub headline
Placeholder text
Placeholder
 This is a placeholder text. Placeholder text
 This text can be replaced
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with your own text.
 The text demonstrates how Placeholder
your own text will look when
you replace the placeholder Placeholder text
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 The text that you insert will Placeholder text
retain the same style and
format as the placeholder Placeholder
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306. Mindmapping
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 This is a placeholder text. Placeholder text Placeholder text
 This text can be replaced
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 The text demonstrates how Placeholder Placeholder
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 The text that you insert will
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307. Mindmapping
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 This is a placeholder text. Placeholder text
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with your own text.
 The text demonstrates how Placeholder
your own text will look when
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 The text that you insert will
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format as the placeholder Placeholder
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308. Mindmapping
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with your own text.
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retain the same style and
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309. Mindmapping
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Placeholder
 This is a placeholder text. Text
 This text can be replaced with Text Text
your own text.
Text Text
 The text demonstrates how
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310. Mindmapping
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own text. Text
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311. Mindmapping
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Text
 This is a
placeholder text. Subtopic A
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 This text can be Text
replaced with
your own text.
 The text
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replace the
placeholder text. Subtopic C
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same style and
format as the This is a Placeholder Text
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312. Mindmapping
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Placeholder
 This is a placeholder text.
 This text can be replaced
with your own text. Text
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your own text will look when
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313. Mindmapping
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Placeholder
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314. Mindmapping
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315. Mindmapping
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316. Mindmapping
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317. Mindmapping
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318. Mindmapping
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Subtopic A
Placeholder Placeholder
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319. Mindmapping
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320. Mindmapping
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321. Mindmapping
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322. Mindmapping
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323. Mindmapping
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324. Mindmapping
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325. Mindmapping
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E PLACEHOLDER
PLACEHOLDER C
G PLACEHOLDER
A
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D PLACEHOLDER
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326. Mindmapping
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330. Mindmapping
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332. Mindmapping
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334. Mindmapping
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how your own text will
look when you replace
the placeholder with
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335. Mindmapping
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Idea 3
Idea 2 Topic
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336. Mindmapping
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Idea 2 Placeholder
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337. Mindmapping
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Idea 2

342. KEY ACCOUNT MANAGEMENT
Plans and Worksheets

343. Version: Jan-01-2020
Last review: Jul-01-2020
KEY ACCOUNT PLAN Next review: Jul-01-2021
Customer: Name of customer
Key Account Manager: Name of the KAM
Participants of the Name, position / department Name, position / department
Key Account Plan: Name, position / department Name, position / department

344. Key Account Plan
History of changes / updates
Customer
Date Updates Editor
Jan-01-2020 This is a placeholder text. John Doe
Feb-15-2020 This text can be replaced with your own text. Maggie Smith
Mar-19-2020 Insert your own text here. Team 2
Jul-06-2020 The text demonstrates how your own text will look like. Joe Average
Sep-22-2020 Replace this placeholder text with your own text. Team 12-A
Nov-01-2020 This is a placeholder text. Bill Stiles
Mar-20-2021 This text can be replaced with your own text. Maria Roe
Apr-15-021 Insert your own text here. Team 2
Apr-17-2021 The text demonstrates how your own text will look like. John Reid
Apr-20-2021 Replace this placeholder text with your own text. Richard Miles
8/26/2012 Footer - Key Account Management Plan 344

345. Management Summary
Brief 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

346. Content
Key Account Management
1 Customer analysis
2 Company position
3 Business development
4 Action plan

347. Key Account Plan - Customer Analysis
Profile and personal characteristics
Customer Profile
Insert here a brief and concise description of your customer. Pay special Business
attention to the issues that are relevant to your sales and customer
development strategies. Industrial sector or line of business
of your customer.
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ipsum dolor sit amet, consetetur Lorem ipsum dolor sit amet, Contact
sadipscing elitr, sed diam nonumy consetetur sadipscing elitr, sed diam
eirmod tempor invidunt ut labore et nonumy eirmod tempor invidunt ut Name
dolore magna aliquyam erat, sed labore et dolore magna aliquyam Position
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accusam et justo duo dolorerebum. et accusam et justo duo dolores et ea Tel.: 55 555 - 12 34 555
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umy eirmod tempor invidunt ut
labore et dolore magna aliquyam
erat, sed diam voluptua.
8/26/2012 Footer - Key Account Management Plan 347

348. Key Account Plan - Customer Analysis
Profile 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) contribution
8/26/2012 Footer - Key Account Management Plan 348

349. Key Account Plan - Customer Analysis
Key performance indicators (examples)
Number of locations Number of employees Solvency of the company
12 50 500,000
Investment volume Production Numbers Annual sales
750,000 50,000 1.2 mn
Further indicators Further indicators Further indicators
? ? ?
8/26/2012 Footer - Key Account Management Plan 349

350. Key Account Plan - Customer Analysis
Key figures (alternative representation with Review & Preview)
Customer
Key performance 2020 2021 2022 Competition or
…
indicators (prior year 2) (prior year 1) (current) Market average
Number of locations xx xx xx xx xx
Number of employees xx xx xx xx xx
Number of employees xx xx xx xx xx
Annual sales xx xx xx xx xx
Further indicators xx xx xx xx xx
Further indicators xx xx xx xx xx
Further indicators xx xx xx xx xx
Further indicators xx xx xx xx xx
Further indicators xx xx xx xx xx
Further indicators xx xx xx xx xx
8/26/2012 Footer - Key Account Management Plan 350

351. Key Account Plan - Customer Analysis
Ownership structures
Customer
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

352. Key Account Plan - Customer Analysis
Investments, subsidiaries and third party companies of Customer
Customer
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

353. Key Account Plan - Customer Analysis
Important 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 timing
Possible sources: customer website,
publications such as annual reports
and press releases
8/26/2012 Footer - Key Account Management Plan 353

354. Key Account Plan - Customer Analysis
Value chain according to M. Porter
Input Value Output
Primary activities
Inbound Marketing & Outbound Customer
Production
Logistics Sales logistics service
Profit
Profitability of the
company's activities
Company Human Technology
Procurement
infrastructure Resources development
Secondary activities
8/26/2012 Footer - Key Account Management Plan 354

355. Key Account Plan - Customer Analysis Primary activities
Profit
Secondary activities
Sub-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

356. Key Account Plan - Customer Analysis Primary activities
Profit
Secondary activities
Sub-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

357. Key Account Plan - Customer Analysis
Purchasing 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

358. Key Account Plan - Customer Analysis
Market condition analysis and changes in the market of customer
Market
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 frame
Legal
Possible consequences,
conditions that could influence
risks and opportunities for the customer
the business
Customer
Customer requirements Possible consequences,
(e.g. Quality, price, etc.) risks and opportunities for the customer
8/26/2012 Footer - Key Account Management Plan 358

359. Key Account Plan - Customer Analysis
Competitive environment / most important competitor
Name Indicators Strategy Strengths Weaknesses
Competitor 1  Market share: xx% Focus on premium … …
 Employees: xxx segment and British
 Revenue: xxx market
Consequences for The text demonstrates how your own text will look like.
Replace this placeholder text with your own text.
our customer
Competitor 2  Market share: xx% Aggressive price … …
 Employees: xxx strategy with focus
 Revenue: xxx on world market
Consequences for The text demonstrates how your own text will look like.
Replace this placeholder text with your own text.
our customer
8/26/2012 Footer - Key Account Management Plan 359

360. Key Account Plan - Customer Analysis
Decisions processes and market structures of customer as PowerMap
Name
CEO Competitor 2
Name Name Name Name Name
R&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 association
Quality of the relationships Positive Neutral Poor Unknown
Decision Power 3 High 2 Medium 1 Low Non-hierarchical influence O Owner of relationship
8/26/2012 Footer - Key Account Management Plan 360

361. Key Account Plan - Customer Analysis
SWOT analysis
STRENGTHS S WEAKNESSES W
Source: Profile / Customer Analysis / Top Objectives
INTERNAL
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 analysis
EXTERNAL
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

362. Content
Key Account Management
1 Customer analysis
2 Company position
3 Business development
4 Action plan

363. Key Account Plan - Own Company Position
Key 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

364. Key Account Plan - Own Company Position
Key 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 Partner
8/26/2012 Footer - Key Account Management Plan 364

365. Key Account Plan - Own Company Position
Key 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 mn
8/26/2012 Footer - Key Account Management Plan 365

366. Key Account Plan - Own Company Position
Portfolio analysis to identify current and potential key accounts
Size of sphere
High
represents KAM area
Customer C KAM potential
Customer A
Positive = existing
Potential (revenue)
business contact
Negative = no business contact
Customer D or existing relationship is disturbed
Customer B
Low
Positive Attitude Negative
8/26/2012 Footer - Key Account Management Plan 366

367. Key Account Plan - Own Company Position
Perception 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

368. Key Account Plan - Own Company Position
Market condition analysis and changes in the market of customer
Market
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 frame
Legal
Possible consequences,
conditions that could influence
risks and opportunities for the customer
the business
8/26/2012 Footer - Key Account Management Plan 368

369. Key Account Plan - Own Company Position
PEST 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 products
8/26/2012 Footer - Key Account Management Plan 369

370. Key Account Plan - Own Company Position
PEST 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 factor
Meaning
Essential factors
relevant for further analysis
Factor 2
Less essential factors
Factor 4
less relevant for further analysis
Low
about quality, dimension and probability of factor
Low Insecurity High
8/26/2012 Footer - Key Account Management Plan 370

371. Key Account Plan - Own Company Position
Porter 5 Forces
New market
entrants
Threat
Competition
Bargaining Bargaining
Suppliers power power
Buyer
Competition
Threat
Substitution
products
8/26/2012 Footer - Key Account Management Plan 371

372. Key Account Plan - Own Company Position
Competitive 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.
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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.
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our customer
8/26/2012 Footer - Key Account Management Plan 372

373. Key Account Plan - Own Company Position
SWOT analysis (customer’s perspective)
Strengths Weaknesses
INTERNAL
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 Risks
EXTERNAL
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

374. Content
Key Account Management
1 Customer analysis
2 Company position
3 Business development
4 Action plan

375. Key Account Plan - Business Development
Mission / Account strategy - M.O.S.T. analysis
M O S T
Mission Objectives Strategy Tactics
Long-term Specific performance Specific plans to Implementing your
visions, objectives and related objectives achieve Mission and strategies.
business basics. Objective.
How do you want Which quantitative Which strategy do you Which actions and
to be seen by your and qualitative follow to achieve your measures are necessary
customer? objectives do you goals? to implement your
wish to achieve? strategies?
8/26/2012 Footer - Key Account Management Plan 375

376. Key Account Plan - Business Development
Mission / 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

377. Key Account Plan - Business Development
Top 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 2022
Strategy: Strategy: Strategy:
Description of the strategy Description of the strategy Description of the strategy
that you follow to achieve that you follow to achieve that you follow to achieve
this 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

378. Key Account Plan - Business Development
Finance 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.xx
Incoming order xx.xx xx.xx +xx.xx xx.xx xx.xx +xx.xx xx.xx xx.xx -xx.xx xx.xx xx.xx +xx.xx
Revenue xx.xx xx.xx +xx.xx xx.xx xx.xx +xx.xx xx.xx xx.xx -xx.xx xx.xx xx.xx -xx.xx
Result xx.xx xx.xx -xx.xx xx.xx xx.xx +xx.xx xx.xx xx.xx +xx.xx xx.xx xx.xx -xx.xx
Sales / amount xx.xx xx.xx +xx.xx xx.xx xx.xx -xx.xx xx.xx xx.xx +xx.xx xx.xx xx.xx -xx.xx
Market share xx.xx xx.xx +xx.xx xx.xx xx.xx -xx.xx xx.xx xx.xx +xx.xx xx.xx xx.xx -xx.xx
8/26/2012 Footer - Key Account Management Plan 378

379. Key Account Plan - Business Development
Key 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 Name
8/26/2012 Footer - Key Account Management Plan 379

380. Key Account Plan - Business Development
Account 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 guidance
8/26/2012 Footer - Key Account Management Plan 380

381. Key Account Plan - Business Development
Account 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 guidance
8/26/2012 Footer - Key Account Management Plan 381

382. Key Account Plan - Business Development
Account 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 guidance
8/26/2012 Footer - Key Account Management Plan 382

383. Key Account Plan - Business Development
Account 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 guidance
8/26/2012 Footer - Key Account Management Plan 383

384. Key Account Plan - Business Development
Key Account Team
Account team: customer name
Key Account Manager Name
Core team
Name Function Contact Contact person
To replace this text, click on Business location XYZ Name
Name
the placeholder text and name@company.com Function
Function
insert your own text. Phone. 01234 - 56789-10 Phone. 01234 - 56789-10
To replace this text, click on Business location XYZ Name
Name
the placeholder text and name@company.om Function
Function
insert your own text. Phone. 01234 - 56789-10 Phone. 01234 - 56789-10
… … … …
Extended account team
To replace this text, click on Business location XYZ Name
Name
the placeholder text and name@company.om Function
Function
insert your own text. Phone. 01234 - 56789-10 Phone. 01234 - 56789-10
… … … …
8/26/2012 Footer - Key Account Management Plan 384

385. Key Account Plan - Business Development
Key Account Team (alternative display)
Name
Name Position Name
Position Contact Position
Contact Contact
Core Team
Extended Team Project related communication
and interaction
Name Name Name Name
Position Position Position Position
Contact Contact Contact Contact
8/26/2012 Footer - Key Account Management Plan 385

386. Key Account Plan - Business Development
Key Account Team (alternative display)
Name Name
Position Position
Name Name
Position Name Name Position
Position Position
Name Name
Position Position
8/26/2012 Footer - Key Account Management Plan 386

387. Key Account Plan - Business Development
Relationship management
Customer
Relationship management
Customer Own company
Attitude Contact
Name Function Name Function Comment
toward us intensity
Name Insert your Name Insert your Insert your
Function text here.
+++ + Function text here. text here.
Name Insert your Name Insert your Insert your
Function text here.
++ ++ Function text here. text here.
Name Insert your Name Insert your Insert your
Function text here.
+/- - Function text here. text here.
… … … … …
… … … … …
… … … … …
8/26/2012 Footer - Key Account Management Plan 387

388. Key Account Plan - Business Development
Marketing planning
Measures 2020 2021
Tasks J F M A M J J A S O N D J F M A M J J A S O N D
In-house exhibition A MM-DD – MM-DD
Exhibition B MM-DD – MM-DD
Workshop X MM-DD – MM-DD
Workshop Y Placeholder text
Customer satisfaction survey MM-DD – MM-DD
Annual financial statement MM-DD – MM-DD
In-house exhibition C MM-DD – MM-DD
…
Workshop-phase Replace this text with
Milestones concluded real information.
8/26/2012 Footer - Key Account Management Plan 388

389. Key Account Plan - Business Development
Marketing 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

390. Content
Key Account Management
1 Customer analysis
2 Company position
3 Business development
4 Action plan

391. Key Account Plan - Action Plan
Plan for actions and measures as communication base in KA team
Customer
No. 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 timeframe
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392. Key Account Plan - Action Plan
To 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 timeframe
8/26/2012 Footer - Key Account Management Plan 392

393. Key Account Plan - Action Plan
To 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 timeframe
8/26/2012 Footer - Key Account Management Plan 393

394. COMPANYLOGO

395. ABC-Analysis
Analysis 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. ABC-Analysis− Steps
Placeholder 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

397. ABC-Analysis− Calculation Scheme
Placeholder for your Sub-headline
… Quantity (%) … Value (%)
… … 0,- …
… … 0,- …
… … 0,- …
… … 0,- …
Total : 100 0,- 100
Cumulated percentage Quantity Cumulated percentage Value
… …
… …
… …
100 100

398. ABC-Analysis− Line Graph
Placeholder for your Sub-headline
Value
100%
93,3%
78,3%
50%
A B C
25% 50% 60% 100% Quantity

399. XYZ-Analysis
Analysis 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

400. XYZ-Analysis− Steps
Placeholder 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

401. XYZ-Analysis− Line Graph
Placeholder for your Sub-headline
cum. Coefficient of Variation
C
80% < z
B
40% < y < 80%
A
40< %
25% 50% 73% 100% Quantity

402. XYZ-Analysis− Evaluation as Line Graph
Placeholder for your Sub-headline
100% 0.95
0.92
90%
0.82
80% 0.75
70% 0.64
Sale 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)

403. XYZ-Analysis− Evaluation as Column Chart
Placeholder 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

404. XYZ-Analysis− Calculation Scheme
Placeholder 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

405. Life Cycle Analysis
Analysis 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

406. Life Cycle Analysis
Placeholder for your Sub-headline
Introduction Growth Maturity Decline
Revenue or. Profit
Revenue
Profit
Course of Time

407. Life Cycle Analysis− Phases
Characterization 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

408. Life Cycle Analysis
Placeholder for your Sub-headline
Introduction Growth Maturity Decline
Features
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 in
Pattern / selection among brands
convinced quality selection
Turnovers Low Fast growth Slow growth Decrease
Profits Not notable Peaks Declines Low or Zero
Cash-Flow Negative Moderate High Low
Increasingly more / entries, Many / especially price
Competition View companies Increasingly less/ exits
fusions and bankruptcies competition
Starting sensitivity to economic
Risk High Bearable
situations
Actions
Defend market share / costs and
Increase market penetration/ Secure productivity/ cost control
Main Strategy Expand market share marketing effectiveness are
marketing is the key function decisive
important
Marketing Costs High High Descending Low
Pressure on Publicity Market preferences Brand loyalty Rationalizing
Distribution Selective / specialized Intensive Intensive Selective
Price High Relatively high Descending to low point Low, rarely ascending
Products Basic model Improved Differentiated Rationalized
Over capacities/ no series /
Lack of capacities / transition to Optimal size / large series / low
Production relatively high qualification of Overcapacities / mass-production
mass-production qualification of workers
staff

409. Life Cycle Analysis
Placeholder for your Sub-headline
1 2 3 4
Placeholder Placeholder Placeholder Placeholder
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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
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selecting different options. selecting different options. selecting different options. selecting different options.

410. Learning Curve Analysis
Analysis 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

411. Learning Curve Analysis
Placeholder 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

412. Learning Curve Analysis
Placeholder for your Sub-headline
Cost per piece
Production Scope (cumulated)

413. Cost Structure Analysis
Analysis 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

414. Cost Structure Analysis
Placeholder for your Sub-headline
1 2 3 4 5 6 7
Explain reasons
for deviations
Identify deviations
Partially include
Comparison of P.& L. and differences Identify potential Create conditionds Develop and imply
current business
of the last years of cost types cost reductions for cost reduction measures
year
Compare branch
and competition
data

415. Cost Structure Analysis
Placeholder 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

416. Cost Structure Analysis
Placeholder for your Sub-headline
Our cost structure Potential Under following Estimated cost Conclusion for our
today cost reductions conditions structure of branch cost structure
100%
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25% options. options. options. options. options.

417. Cost Structure Analysis
Placeholder for your Sub-headline
Cost element, necessary for Cost element, that doesn‘t
the provision of service contribute directly to service
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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 the
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Potential cost reductions
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Immediate measures for cost reduction
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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.

418. Cost Structure Analysis
Placeholder for your Sub-headline
Business Ratios Portfolio
Definition 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
…
…

419. Cost Structure Analysis
Placeholder for your Sub-headline
Business Ratios Portfolio
Definition and calculation formula of business ratios
 Number of customer complaints
 Number of sold products
Origin of business ratios
Distribution , after-sales, complaints management
Evaluation frequency Recipient of business ratios
yearly Management
Responsibility for business ratios
Head of sales
Importance and purpose of business ratios
Situation of customer satisfaction
Target and limit value of business ratios Benchmark
100 % / 80 % Results of previous year
Risk assessment for reached limit value
 Loss of customer relations
 Bad image, word of mouth recommendation
Intervention Rules
 Expand quality management
 Increase good will services

420. Customer Satisfaction Analysis
Analysis 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

421. Customer Satisfaction Analysis
Placeholder 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

422. Customer Satisfaction Analysis
Placeholder for your Sub-headline
How satisfied are our customers?
Evaluation by Customers
Performance Criteria from Customer Point of View
1 2 3 4 5 6
 …

423. Company Structure Analysis
Analysis 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

424. Company Structure Analysis
Placeholder 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

425. Company Structure Analysis
Placeholder for your Sub-headline
External Focus
Beliefs and
Flexible Assumption
Stable
Internal Focus

426. Company Structure Analysis
Placeholder for your Sub-headline
Stronger Characteristics
External Focus
Beliefs and
Weaker
Flexible Assumption Characteristics

427. Company Structure Analysis
Practical 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

428. Company Structure Analysis
Practical 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

429. Company Structure Analysis
Practical 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

430. Core Competence Analysis
Analysis 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

431. Core Competence Analysis
Practical 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

432. Core Competence Analysis
Practical Examples of Combined Tools
Is the Resource or Skill …
Difficult to Implicational for Presumed
Of Value? Rare? Extractable? Competence Level
imitate? Competition Performance
Competition
No - - No Under Norm Value
Disadvantage Competence
1. Order
Yes No - Competition Equality Norm Value
Competence
2. Order
Temporary Competition
Yes Yes No Above Norm Value
Advantage
Core Competence
Constant Competition Clearly Above
Yes Yes Yes Yes
Advantage Norm Value

433. Core Competence Analysis
Placeholder 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

434. Core Competence Analysis
Placeholder 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

435. Core Competence Analysis
Placeholder for your Sub-headline
fulfilled not fulfilled
Creating 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?

436. Core Competence Analysis
Placeholder for your Sub-headline
Key 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?

437. 7-S-Model
Analysis 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

438. 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

439. 7-S-Model
The 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

440. 7-S-Model
The 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

441. 7-S-Model
The 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

442. 7-S-Model
The 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

443. 7-S-Model
The 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

444. 7-S-Model
The 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

445. 7-S-Model
The seven Success Factors for a Company
Checklist for hard factors
Strategy
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?

446. 7-S-Model
The seven Success Factors for a Company
Checklist for soft factors
Skills 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?

447. 7-S-Model
The seven Success Factors for a Company
Staff Skills Style Shared Values Systems Structure Strategy
Strategy … … … … … … …
Structure … … … … … …
Systems … … … … …
Shared Values … … … …
Style … … …
Skills … …
Staff …

448. Value Chain Analysis
Analysis 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

449. Value Chain Analysis
Analysis 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

450. Value Chain Analysis
Analysis 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.

451. Value Chain Analysis
Analysis 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

452. Value Chain Analysis
Analysis of internal Company Resources
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453. Value Chain Analysis
Analysis of internal Company Resources
Secondary
Activity 1
This is a Placeholder text
Secondary
This is a Placeholder text
Activity 2
Secondary
This is a Placeholder text
Activity 3
Secondary
This is a Placeholder text
Activity 4
… … … … …
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… … … … …
Primarily Primarily Primarily Primarily Primarily
Activity 1 Activity 2 Activity 3 Activity 4 Activity 5

454. Value Chain Analysis
Analysis 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

455. Value Chain Analysis
Analysis of internal Company Resources
Allocation Cost Position to Comparison to
Activities Cost Driver Trends
of Costs Business Size Competitor
… … …
… … …
… … …
… … …
… … …

456. Value Chain Analysis
Analysis of internal Company Resources
Target 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 Criteria
Filter
Purchase Criteria Criteria 1: Criteria 2: Criteria 3: Criteria 4:
(prioritized) brief Explanation brief Explanation brief Explanation brief Explanation

457. Value Chain Analysis
Analysis of internal Company Resources
Differentiation 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

458. Value Chain Analysis
Analysis of internal Company Resources
Differentiation Competition
Value Activity Relative Cost Position Innovation Potential
Possibilities advantageousness
Activity 1
Activity 2
Activity 3
Activity 4
Activity 5

459. Market Growth / Market Share Portfolio Analysis
Analysis 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

460. Market Growth / Market Share Portfolio Analysis
Analysis 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

461. Market Growth / Market Share Portfolio Analysis
Analysis 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

462. Market Growth / Market Share Portfolio Analysis
Analysis of internal Company Resources
- Relative Market Share +
Question Marks Stars +
Market Growth
Poor Dogs Cash Cows -
1 1,5

463. Market Growth / Market Share Portfolio Analysis
Analysis 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

464. Competition Strength Portfolio Analysis
Analysis 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

465. Competition Strength Portfolio Analysis
Analysis of internal Company Resources
Weighting Evaluation
Success 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

466. Competition Strength Portfolio Analysis
Analysis of internal Company Resources
Attractively of Market
Criteria
No. 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 …

467. Competition Strength Portfolio Analysis
Analysis of internal Company Resources
Comparison to Competitor
Criteria Comments to the Strength and Weaknesses
No. 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 …

468. Competition Strength Portfolio Analysis
Analysis 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

469. Competition Strength Portfolio Analysis
Analysis of internal Company Resources
low medium high
high
Branch Attractiveness
medium
low
0,00%
0,00%
0,00% Competition Strength

470. Further Portfolio Analysis
Analysis 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

471. Further Portfolio Analysis
Analysis 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

472. Further Portfolio Analysis
Analysis of internal Company Resources
Technology-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

473. Further Portfolio Analysis
Analysis of internal Company Resources
Business Field- Resources- Portfolio
low medium high
high
Technology Attractiveness open safe safe
medium
threatened open safe
low
threatened threatened open
Strength in Resources

474. Further Portfolio Analysis
Analysis of internal Company Resources
Human 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

475. Further Portfolio Analysis
Analysis of internal Company Resources
Eisenhower-Principal (for Time Management)
Not urgent urgent
important
Include in schedule Start immediately
Importance
unimportant
Trash Delegate
Urgency

476. Further Portfolio Analysis
Practical 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

477. Strength and Weaknesses Analysis
Analysis 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

478. Strength and Weaknesses Analysis
Analysis 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

479. Strength and Weaknesses Analysis
Analysis of internal Company Resources
Weighting Evaluation
Success 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

480. Strength and Weaknesses Analysis
Analysis of internal Company Resources
Relevance
Sector Success Factor Notes
1 2 3 4 5
Range of service
Pricing
Image
Market share
Market growth
Sales development
Distribution
Sales network
Advertising
Marketing and Complaint management
Sales Adherence to schedules
Customer structure
Order processing
sensitivity to economic situations
Customer service
Market cultivation
Sales representatives
Market research
Sales planning
Customer loyalty

481. Strength and Weaknesses Analysis
Analysis of internal Company Resources
Relevance
Sector Success Factor Notes
1 2 3 4 5
Product portfolio
Quality
Product image
Products live cycle
Price-Performance ratio
Design
…
Marketing and
Sales

482. Strength and Weaknesses Analysis
Analysis of internal Company Resources
Relevance
Sector Success Factor Notes
1 2 3 4 5
Supplier
Dependencies
Purchase costs
Quality control
Warehousing
Stock control
Cycles of order and delivery
Logistics
Capital commitment
Marketing and Storage system
Sales …

483. Strength and Weaknesses Analysis
Analysis of internal Company Resources
Relevance
Sector Success Factor Notes
1 2 3 4 5
Processes
Know-how
Innovations
Research effort/ -budget
Cooperation
Licenses
Development potential
…
Marketing and
Sales

484. Strength and Weaknesses Analysis
Analysis of internal Company Resources
Relevance
Sector 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 turnover
Marketing and Work atmosphere
Sales Image as employer
…

485. Strength and Weaknesses Analysis
Analysis of internal Company Resources
Relevance
Sector Success Factor Notes
1 2 3 4 5
Structural organization
Process organization
Adaptability
Strategy conform
Information management
IT- Application
Project management
Information management
…
Organization

486. Strength and Weaknesses Analysis
Analysis of internal Company Resources
Relevance
Sector 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 leadership
Leadership
Age structure of leadership
…

487. Strength and Weaknesses Analysis
Analysis of internal Company Resources
Relevance
Sector 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 planning
Financial
…

488. Strength and Weaknesses Analysis
Analysis of internal Company Resources
Relevance
Sector Success Factor Notes
1 2 3 4 5
Cost allocation
Cost control
Cost planning
Profit planning
Revenue planning
Early warning systems
…
Accounting

489. Environmental Analysis
Analysis of external Market Forces
Environmental Analysis
Target Group Analysis
Competition Analysis
Substitution Analysis
Stakeholder Analysis
Benchmarking
Structural Analysis

490. Environmental Analysis
Analysis 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

491. Environmental Analysis
Analysis of external Market Forces
Economic 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 attitudes
Technological 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

492. Environmental Analysis
Analysis of external Market Forces
Environmental Factors Meaning for the Company Effects on our Future
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.

493. Environmental Analysis
Analysis of external Market Forces
Environmental Factors Meaning for the Company Effects on our Future
Development of legislation
Development of consumer spending
Europeanizing and globalizing
Price sensitivity
Increase of seniors
Increase of singles
Development of birth-rate
Development of unemployment
Reforms
3-Class- society
Development of IT/Communication
Dependency of ecological resources
Product innovations

494. Environmental Analysis
Analysis of external Market Forces
Environmental Factors Meaning for the Company Effects on our Future
Unpredictability of consumer
Fulfill wishes instead of needs
Trend to lifestyle or wellness
Meaning of family
Importance of relationship
Role of ethical development
Who is the decision maker?
Need for security/risk
Demand for good service
Subjective additional usage on purchase
Perceived value
Trend to conservative values
…

495. Environmental Analysis
Analysis of external Market Forces
Main Chances Main Risks
… …
… …
First possible strategic approaches to use chances or avoid risks
…
…
Operative measures for immediate implementation
…
…

496. Target Group Analysis
Analysis of external Market Forces
Environmental Analysis
Target Group Analysis
Competition Analysis
Substitution Analysis
Stakeholder Analysis
Benchmarking
Structural Analysis

497. Target Group Analysis
Analysis 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

498. Target Group Analysis
Analysis 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)

499. Target Group Analysis
Analysis of external Market Forces
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500. Competition Analysis
Analysis of external Market Forces
Environmental Analysis
Target Group Analysis
Competition Analysis
Substitution Analysis
Stakeholder Analysis
Benchmarking
Structural Analysis

501. Competition Analysis
Analysis 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?

502. Competition Analysis
Analysis of external Market Forces
Company , Legal Form, Main
Location
Core Activity
Product Portfolio
Annual Revenue Previous Year
Number of Employees
Business Locations
Main Client Segment
Distribution Possibilities/ Ways
Marketing Channels
Strategy
Strength Weakness
Strength- Weakness  ...  ...

503. Substitution Analysis
Analysis of external Market Forces
Environmental Analysis
Target Group Analysis
Competition Analysis
Substitution Analysis
Stakeholder Analysis
Benchmarking
Structural Analysis

504. Substitution Analysis
Analysis 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

505. Substitution Analysis
Analysis 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

506. Substitution Analysis
Analysis 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?

507. Substitution Analysis
Analysis 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?

508. Substitution Analysis
Analysis of external Market Forces
Prioritized Customer Problems
1 2 3
 …  …  …
Solutions of the Competition
 …  …  …
Own Solutions
 …  …  …

509. Stakeholder Analysis
Analysis of external Market Forces
Environmental Analysis
Target Group Analysis
Competition Analysis
Substitution Analysis
Stakeholder Analysis
Benchmarking
Structural Analysis

510. Stakeholder Analysis
Analysis of external Market Forces
1 2 3 4
Visualize the
Interpret and Derive Chances
Identify Stakeholders Relationship
Analyze and Risks
network

511. Stakeholder Analysis
Analysis of external Market Forces
Stakeholder 1 Stakeholder 2 Stakeholder 3 Stakeholder 4
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512. Stakeholder Analysis
Analysis of external Market Forces
Support of the Project Influence on the Project
Stakeholder Expected Behavior
++ + o - -- high moderate slight

513. Benchmarking
Analysis of external Market Forces
Environmental Analysis
Target Group Analysis
Competition Analysis
Substitution Analysis
Stakeholder Analysis
Benchmarking
Structural Analysis

514. Benchmarking
Analysis 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

515. Benchmarking
Analysis 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 continuous
Implementation goal achievement plans implementation steps benchmark process

516. Benchmarking
Analysis of external Market Forces
Form 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

517. Benchmarking
Analysis of external Market Forces
Environmental Analysis
Target Group Analysis
Competition Analysis
Substitution Analysis
Stakeholder Analysis
Benchmarking
Structural Analysis

518. Structural Analysis
Analysis 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

519. Structural Analysis
Analysis 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

520. Structural Analysis
Analysis 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

521. Structural Analysis
Analysis 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

522. Structural Analysis
Analysis 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

523. Structural Analysis
Analysis of external Market Forces
Competition Influential Factors on
Short Characterization of Industry
Dimensions Competition Dimensions
Market entry barriers for new competitors are:
 Economies of scale
 Product differences, detectible in the appropriate customer loyalty
Potential  High equity requirements to enter the market
Competition  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 industry
New
 High fixed costs and high reserve capacity
Competition  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 services
Risk of Substitution  Impossible defense of substitute products e.g. with uniform standards, blocking of
sales channels and so on.
 New products through technology development

524. Structural Analysis
Analysis of external Market Forces
Competition Influential Factors on
Short Characterization of Industry
Dimensions Competition Dimensions
Factors that may raise the bargaining power of supplier:
 High competition advantages of delivered products
 Poor number of potential suppliers
Supplier  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 concentrated
Customer  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

525. Structural Analysis
Analysis of external Market Forces
Industry Attractiveness
Now Future
low medium high low medium high
Entry barriers
Exit barriers
Rivalry of competition
Bargaining power of customer
Bargaining power of supplier
Availability of substitute products
Public measures
Overall Evaluation

526. Structural Analysis
Analysis of external Market Forces
Industry Attractiveness
Now Future
low medium high low medium high
…
…
…
…
…
…
…
Overall Evaluation

527. Market Area Strategy according to Ansoff
Strategic Positioning
Market Area Strategy according to Ansoff
Competition Strategies according to Porter
Market Positioning according to Treacy/Wiersema
Guiding Example (Vision, Mission, Core Values)

528. Market Area Strategy according to Ansoff
Strategic Positioning
1 2 3 4
Analysis of Description of Selection of targeted Summary of
actual Situation strategic Options Growth Strategy the Expansion
 Analysis internal company  Determination of actual  Evaluation of options  Image of selected
resources product-market-environment growth strategies and the
 Use of scoring-models desired targets
 Analysis of external market  Individualization of generic recommended
forces growth options according to  Initial situation
Ansoff on own business  Selection of adequate
 SWOT-Portfolio as growth strategies  Growth vector
information basis
 Competition advantage
 Synergy profits
 Acquisitions

529. Market Area Strategy according to Ansoff
Strategic Positioning
Markets so far new
Market Market
1 penetration expansion
3
Extended Product Use Regional Expansion
Customer Enticement New Fields of Application
so far
New Customers Market Segmentation
Product Diversification
development
Products
Innovations Horizontal
new
System Solution Vertical
2 Me-too-Products Conglomerate (lateral) 4
Order of slimming Synergy Profits

530. Market Area Strategy according to Ansoff
Strategic Positioning
Markets so far new
Market Market Competition Advantage
penetration expansion
 Description
Actual
Description
so far
Synergy Profits
Target
Description  Description
Products
Make or buy
new
Product  Description
development Diversification

531. Market Area Strategy according to Ansoff
Strategic Positioning
Markets so far new
Market Market
 …
penetration expansion
 …
so far
 …
Products
 …
new
Product  …
development Diversification

532. Competition Strategies according to Porter
Strategic Positioning
Market Area Strategy according to Ansoff
Competition Strategies according to Porter
Market Positioning according to Treacy/Wiersema
Guiding Example (Vision, Mission, Core Values)

533. Competition Strategies according to Porter
Strategic Positioning
Analysis internal Strategic Analysis of external
Company resources Positioning Market Forces
Company Strategy = General Direction
Business Field Business Field Business Field
Strategy Strategy Strategy
Adaption of Business Model

534. Competition Strategies according to Porter
Strategic Positioning
Strategic Advantage
Singularity from
Cost Advantage
Customers Point of View
1 2
Comprehensive
Differentiation
Industry-wide
Cost Leadership
Strategic Target Object
one Segment
Limitation to
Concentration on Specialties
3

535. Competition Strategies according to Porter
Strategic Positioning
Comprehensive Concentration
Strategy Types Differentiation
Cost Leadership on Specialties
 High investment and access to asset  Good marketing abilities  Combination of mentioned measures,
 Process innovations and process  Product engineering aimed for the strategic target object
improvements  Creativity
 Intensive supervision of workforce  Strong basic research
Usually demanded  Products created under the aspect of  Good reputation for quality and
simple production technological leading position
capabilities and resources
 Cost effective sales system  Long industry tradition or unique
combination of skills of other industries
 Close cooperation with supply and sales
channels
 Intensive cost control  Strict coordination of activities in F&E,  Combination of mentioned measures,
 Mostly detailed control reports product development and marketing aimed for the strategic target object
 Clear structured organization and  Subjective evaluation and incentive
responsibilities instead of quantitative criteria
Usual organizational  Incentive system for the strict  Amenities, to attract high qualified,
requirements fulfillment of quantitative objectives economical and creative employees

536. Market Area Strategy according to Treacy/Wiersema
Strategic Positioning
Market Area Strategy according to Ansoff
Competition Strategies according to Porter
Market Positioning according to Treacy/Wiersema
Guiding Example (Vision, Mission, Core Values)

537. Market Positioning according to Treacy/Wiersema
Strategic Positioning
1 2 3
Analysis Selection of Usage Strategy Adjustment of Business Model
 Analysis of internal resources to determine 1. Cost leadership for minimal  Operative processes
strength and weaknesses life cycle costs
 Business structures
2. Product leadership for the most innovative
 Analysis of external market forces products  Management systems
to determine chances and risks for the  Business culture
company 3. Customer partnership for the best
solutions

538. Market Positioning according to Treacy/Wiersema
Strategic Positioning
Cost Leadership
Market Leadership
Initial Situation
Product Leadership
Customer Partnership

539. Market Positioning according to Treacy/Wiersema
Strategic Positioning
Cost Leadership Product Leadership Customer Partnership
 Optimized product delivery and  Focus on innovation, product  Unconditional customer
main service processes development and market orientation
 Possibly uncomplicated usage for analysis/ -segmentation  Support the customer with early
customer  Flexible organization structure detection of future requirements
 Standardized offers with short reaction span and high  Problem solving competences
adaptability to new orientation
 Simplified processes  Customer relation care
 Solution oriented management
 Central planning and control systems, to measure product  Customer close employees with
Characteristics  Business culture rewards success power of decision
efficiency  Business culture honors creativity  Management systems oriented to
and unconventional solutions just customer requirements
like business thinking  Business culture supports
individual solutions and close,
lingering customer relations
 Company A  Company A  Company A
Example- Company  Company B  Company B  Company B
 Company C  Company C  Company C

540. Market Positioning according to Treacy/Wiersema
Strategic Positioning
Cost Leadership Product Leadership Customer Partnership
 Efficient production  Innovation  Consultation service
 Product delivery  Product development  Customer relation
Operative Core  Fast, uncomplicated customer  Product sales  Customer segmentation/ -analysis
Processes Service
 Demand management
 Employees in value-added process  Flexible structures  Employees in customer service with
with special authorities  Project oriented innovation support special authorities
 Flatter line structures to enforce  Flexible structures for individual
Organization Structure innovative product development problem solution teams
 Control and recognition of cost and  Product oriented control systems  Customer and sales controlling
performance sizes  Orientation on value of customer
Management Systems base
 Efficient  Rewarding of creativity and business  Unconditional customer orientation
 Market share thinking  Individuality
Business Culture  Price performance awareness  Performance awareness  Intensive, long lasting customer
 Leadership entitlement relations

541. Market Positioning according to Treacy/Wiersema
Strategic Positioning
Cost Leadership from Customer Perspective
Advantage Disadvantage
 Lowest price  Limited product range
 Basic service : comfortable and reliable (view varieties)
 Superior balance of  Strong service approach
service errors  Products without newest features
 Lot of advertisement  Only view direct contacts because of high
 Fastest order processing degree of standardization
 Highest degree of standardization

542. Market Positioning according to Treacy/Wiersema
Strategic Positioning
Product Leadership from Customer Perspective
Advantage Disadvantage
 Groundbreaking  High price with adequate value
product features  Limited assistance in
 Product features product selection and -use
with high usage  Many problems with
 Spectacular basic service
product introduction
and events

543. Market Positioning according to Treacy/Wiersema
Strategic Positioning
Customer Partnership from Customer Perspective
Advantage Disadvantage
 Excellent knowledge  Products without
of customer business newest features
 Expertise of customers  Never product innovator
required sectors but fast imitator
 Customized basic service  Still a view
 Dynamic sales representative service problems
 Customer relates solution  A considerable higher price
with adequate value

544. Guiding Example (Vision, Mission, Core Values)
Strategic Positioning
Market Area Strategy according to Ansoff
Competition Strategies according to Porter
Market Positioning according to Treacy/Wiersema
Guiding Example (Vision, Mission, Core Values)

545. Guiding Example (Vision, Mission, Core Values)
Strategic Positioning
1 2 3
Setting the Course Elaboration Communication
 Core contents will be explicitly and  In groups and workshops  Initial communication through
implicitly predefined by top management Big-Bang events
 Check acceptance
 They are not subject to a vote  Further communication in a continuous
 Critically question content process
 Teams will be assembled
 Accommodate additions

546. Guiding Example (Vision, Mission, Core Values)
Strategic Positioning
Vision
 Where does management see the business in 5- 10 years?
 Where should be the focus?
 What should be characteristically in the future?
 What should the company accomplish?
Mission
 Where does the company come from, where are it’s roots?
 Which traditions has the company?
 What is the historical development?
 What is the task of the company?
 What is the meaning of the job/activity?
 What makes the company successful?
 What are the core competences?
 Where is the competition advantage compared to the competitor ?
Core Values
 What is the expertise?
 Which values has the company?
 What are the central company values?
 Who is the company?
 Which features are special for the company and the products?

547. SWOT-Norm Strategies
Strategic Planning
SWOT-Norm Strategies
Portfolio-Norm Strategies
Scoring-Models
Scenario-Technique
Gap-Analysis
Balanced Scorecard
Break-Even-Analysis
Quality Function Deployment

548. SWOT-Norm Strategies
Aggregation to a Portfolio
Situation Analysis
Company External
Company Internal Factors
Environmental
SWOT-Analysis
Strength Opportunities
Weaknesses Threats

549. SWOT-Norm Strategies
Aggregation to a Portfolio
Identification of company internal
1
strength and weaknesses
Identification company external
2
chances and risks
3 Illustration of combined portfolio
4 Derivation of norm strategies

550. SWOT-Norm Strategies
Aggregation to a Portfolio
 ABC-Analysis
 Life Cycle Analysis
 Learning Curve Analysis
 Cost Structure Analysis
 Satisfaction Analysis  Environmental Analysis
 Company Structure Analysis  Target Group Analysis
 Core Competence Analysis  Competition Analysis
 7-S-Model  Substitution Analysis
 Value Chain Analysis  Stakeholder-Analysis
 Market Growth / Market Share  Benchmarking
Portfolio Analysis
 Structural Analysis
 Industry Attractiveness/
Competition Strength
Portfolio Analysis
 Further Portfolio Analysis
 Strength and Weaknesses Analysis

551. SWOT-Norm Strategies
Aggregation to a Portfolio
Strength Weaknesses
1. … 1. …
2. … 2. …
Chances Risks
1. … 1. …
2. … 2. …

552. SWOT-Norm Strategies
Strategic Planning
Identification of company internal
1
strength and weaknesses
Identification company external
2
chances and risks
3 Illustration of combined portfolio
4 Derivation of norm strategies

553. SWOT-Norm Strategies
Strategic Planning
Opportunities Threats
SO-Strategies ST-Strategies
 Recognition of chances under  Take advantage of strength, to settle or prevent
Strength application of strength environmental risks
 Expansion /Investment  Use relationships to influence environmental
conditions
 Use of trends with available resources
WO-Strategies WT-Strategies
 Reduction of company weaknesses  Reduction of weaknesses to reduce risks
to use chances
Weaknesses  Divestment strategies
 Example: reduction of bureaucracy (weakness),
to react faster and use the chances on the market

554. SWOT-Norm Strategies
Strategic Planning
Chances Risks
 …  …
 …  …
 …  …
Strength SO-Strategies ST-Strategies
 …  …  …
 …  …  …
 …  …  …
Weaknesses WO-Strategies WT-Strategies
 …  …  …
 …  …  …
 …  …  …

555. Portfolio-Norm Strategies
Strategic Planning
SWOT-Norm Strategies
Portfolio-Norm Strategies
Scoring-Models
Scenario-Technique
Gap-Analysis
Balanced Scorecard
Break-Even-Analysis
Quality Function Deployment

556. Portfolio-Norm Strategies
Strategic Planning
1 Portfolio analysis
Derivation of Norm Strategies
2 Determine target system of project
3 Actual-portfolio of values
4 Develop target-portfolio
5 Derive measures and control progress

557. Portfolio-Norm Strategies
Strategic Planning
Market Share -Market Growth Portfolio-Norm Strategies (BCG)
- Relative Market Share +
Question Marks Stars +
 Selection of promising business units  Growth strategy
 Investment strategy if market share can  Investments to assure competition
be significantly increased by use of advantage with the objective to secure
funds own market leadership with
competition barriers
 Otherwise divestment
Market Growth
Poor Dogs Cash Cows
 Consequent divestment strategy  Harvesting strategy
 Withdraw from staggered markets as  View direct reinvestments
fast as possible to use assess more  Transfer of appropriate assets to finance
effectively Question Marks and Stars
-

558. Portfolio-Norm Strategies
Strategic Planning
Actual-Position of business unit Target-Position of business unit
- Relative Market Share +
Question Marks Stars +
Market Growth
Divestment
Divestment
Divestment
Poor Dogs Cash Cows -

559. Portfolio-Norm Strategies
Strategic Planning
Actual-Position of business unit Target-Position of business unit
- Relative Market Share +
Question Marks Stars +
Market Growth
Poor Dogs Cash Cows -

560. Portfolio-Norm Strategies
Strategic Planning
Implications Norm Strategies
poor medium high poor medium high
 Attractive industry
high growth rate
 Attractive markets
Selective Growth/ Growth and
high
high
 High capital
with profit potential
requirements
Selection
 Leading competition Investment Investment
 High
competitiveness
 Neutral
medium
medium
conditions
Selective Growth/
Industry Attractiveness
Industry Attractiveness
 No special chances Harvest/ Divest Selection
 No special Investment
strength
 Saturated markets
 Supremacy on a
 Unimportant
poor
poor
weak market
Market presence
 Influence of own
Divestment Harvest/ Divest Selection
 Poor success
actions is high
prospects
Competition Strength Competition Strength

561. Portfolio-Norm Strategies
Strategic Planning
poor medium high
high
… … …
medium
… … …
Industry Attractiveness
poor
… … …
Competition Strength

562. Scoring-Models
Strategic Planning
SWOT-Norm Strategies
Portfolio-Norm Strategies
Scoring-Models
Scenario-Technique
Gap-Analysis
Balanced Scorecard
Break-Even-Analysis
Quality Function Deployment

563. Scoring-Models
Strategic Planning
1 Determine relevant evaluation and success criteria
2 Define restrictions (optional)
3 Rate evaluation criteria
4 Determine characteristics /fulfillment levels of separate criteria
5 Transform characteristics /fulfillment levels to partial utility values
6 Calculate overall use

564. Scoring-Models
Strategic Planning
Product Evaluation Method
Products
Factors A B C
1 (50%) 50% 90% 70%
2 (20%) 40% 20% 40%
3 (15%) 30% 45% 70%
4 (15%) 85% 65% 55%
A = 0,5 x 0,5 + 0,2 x 0,4 + 0,15 x 0,3 + 0,15 x 0,85 = 50,25%
B = 0,5 x 0,9 + 0,2 x 0,2 + 0,15 x 0,45 + 0,15 x 0,65 = 65,5%
C = 0,5 x 0,7 + 0,2 x 0,4 + 0,15 x 0,7 + 0,15 x 0,55 = 61,75%

565. Scoring-Models
Strategic Planning
Product Evaluation Method
Products
Factors A = ??? B = ??? C = ???
1. Xxxx (…%) xx% xx% xx%
2. Xxxx (…%) xx% xx% xx%
3. Xxxx (…%) xx% xx% xx%
4. Xxxx (…%) xx% xx% xx%
A=
B=
C=

566. Scoring-Models
Strategic Planning
Check List
Products
Factors A B C
…
…
…
…
…
…
optimal good sufficient sufficient

567. Scoring-Models
Strategic Planning
Fulfillment Levels for Objects [%]
Factors Weight [%]
A B C
… …% …% …% …%
… …% …% …% …%
… …% …% …% …%
… …% …% …% …%
… …% …% …% …%
… …% …% …% …%
… …% …% …% …%
… …% ..% …% …%
Overall Use: x,xx% x,xx% x,xx%

568. Scenario-Technique
Strategic Planning
SWOT-Norm Strategies
Portfolio-Norm Strategies
Scoring-Models
Scenario-Technique
Gap-Analysis
Balanced Scorecard
Break-Even-Analysis
Quality Function Deployment

569. Scenario-Technique
Strategic Planning
Scenario-Technique

570. Scenario-Technique
Strategic Planning
Main Chances Main Risks
First possible strategic approach for possible chances or avoidance of risks
Operative measures for immediate implementation

571. Scenario-Technique
Strategic Planning
Best Case Worst Case
Consequences for our business
Options for action

572. Scenario-Technique
Strategic Planning
Best Case
A
Present
a B
Trend Scenario
b
Observables
Fault Event Worst Case
Decision Point
Time

573. Gap-Analysis
Strategic Planning
SWOT-Norm Strategies
Portfolio-Norm Strategies
Scoring-Models
Scenario-Technique
Gap-Analysis
Balanced Scorecard
Break-Even-Analysis
Quality Function Deployment

574. Gap-Analysis
Strategic Planning
1 2 3 4 5 6
Develop Ideas Plan measures
to close to close
operative gap operative gap
Detect
and extra-
Determine Deter- Implement
polate
target value mine gap measures
actual
value
Develop ideas Plan measures
to close to close
strategic gap strategic gap

575. Gap-Analysis
Strategic Planning
Target Value
Target Projection by
incorporating new businesses
Plan
Potential „Actual“ with optimal
operative procedure
Actual
Projected development with
unchanged procedure
Time

576. Balanced Scorecard
Strategic Planning
SWOT-Norm Strategies
Portfolio-Norm Strategies
Scoring-Models
Scenario-Technique
Gap-Analysis
Balanced Scorecard
Break-Even-Analysis
Quality Function Deployment

577. Balanced Scorecard
Strategic Planning
1 2 3 4 5 6 7
Derive strategic
objectives within Detect and
Determine Determine Determine Determine Determine
the particular extrapolate
perspective gap gap gap gap
perspective actual value
from strategies

578. Balanced Scorecard
Strategic Planning
Finances
Strategic Target
What do we wish
Key Figure
Guideline
Measure
to achieve in the
financial sector?
x
x x
x
Learning and Development Customer
Strategic Target
Strategic Target
How can we How can we better
Key Figure
Key Figure
Guideline
Guideline
Measure
Measure
remain flexible satisfy our customers
and improvable? Strategy requirements and
x and Vision demands? x
x
x
x x
x x
Internal Processes
Strategic Target
In which processes
Key Figure
Guideline
Measure
do we have to
exceed?
x
x
x
x

579. Balanced Scorecard
Strategic Planning
Financial Perspective
How do the Investors rate our current position?
…
…
Customer Perspective Internal Process Perspective
How does the customer rate our performance? How well do we satisfy the needs of our
customers?
…
…
…
…
Learning and Development Perspective
How can we secure our customers satisfaction in
the future and what are the critical success
factors in the future?
…
…

580. Balanced Scorecard
Strategic Planning
Frequency of Responsible for Data
Strategic Target Key Figures Recipient of Report
Evaluation Administration
… … … …
… … … …
... … … …
…
… … … …
… … … …
… … … …

581. Balanced Scorecard
Strategic Planning
Previous Actual Year Actual . Year
Frequency of extrapol. in current in %
Perspective Strategic target Key Figure Weighting Year 2005 2005 Target 2005 Target 2006
Survey % of Target of Target
2004 current extrapolated
Finances … … … … … … … … … … …
Customer … … … … … … … … … … …
Internal
… … … … … … … … … … …
Processes
Learning and
… … … … … … … … … … …
Development
Total xx% xx% xx% xx% xx% xx% xx% xx% xx% xx% xx%
Target Attainment

582. Balanced Scorecard
Strategic Planning
Vision  …
If we are Financial Perspective
successful,
how will our  …
shareholders  …
recognize it?
Customer Perspective
How do I have to
see the Customer
to accomplish my
 …
 …
vision?
Internal Perspective
Which processes
need to be
optimized to satisfy  …
 …
the Customer?
How do I have to Learning and Development
develop my
organization to  …
accomplish my  …
vision?

583. Break-Even-Analysis
Strategic Planning
SWOT-Norm Strategies
Portfolio-Norm Strategies
Scoring-Models
Scenario-Technique
Gap-Analysis
Balanced Scorecard
Break-Even-Analysis
Quality Function Deployment

584. Break-Even-Analysis
Strategic Planning
1 Determination of outgoing payments
2 Determination of incoming payments
3 Comparison of number series

585. Break-Even-Analysis
Strategic Planning
Incoming Payments [Unit] Outgoing Payments [Unit] Break Even
200x 200x 200x 200x
100 100
80 80
60 60
40 40
20 20
0 0
-20 -20
-40 -40
-60 -60
-80 -80
-100 -100

586. Quality Function Deployment
Strategic Planning
SWOT-Norm Strategies
Portfolio-Norm Strategies
Scoring-Models
Scenario-Technique
Gap-Analysis
Balanced Scorecard
Break-Even-Analysis
Quality Function Deployment

587. Quality Function Deployment
Strategic Planning (QFD-Procedure according to Bob King)
Step1 Detection of customers requirements
Step2 Weighting of customers requirements
Step3 Fulfillment of customers requirements in company
Step4 Fulfillment of customers requirements at competitor
Step5 Aspired implementation of customers requirements in research and development program of company
Step6 Detection of aspired level of improvement (improvement relation)
Step7 Identification and evaluation of sales argument
Step8 Calculation of absolute weighting of customers requirements
Step9 Calculation of the desired weighting per customers requirements
Step10 Detection of relevant product features for customers requirements
Step11 Relation between product features and customers requirements in company
Step12 Fulfillment of customers requirements per product feature
Step13 Formation of percentages
Step14 Value of product features currently in company
Step15 Value of product features currently at competitors
Step16 Target value of product features

588. Quality Function Deployment
Strategic Planning (QFD-Matrix according to Bob King)
Product Feature Step10
Placeholder
Placeholder
Placeholder
Placeholder
Step2
Step3
Step4
Step5
Step6
Step7
Step8
Step9
Placeholder 56 1 8 7 2 1 6 7
Requirements
Customer
Placeholder 102 4 2 6 1 7 2 8
Placeholder 56 2 3 5 4 5 8 5
Placeholder 217 6 8 4 2 6 3 4
Step12
Step13
Step14
Step15
Step16

589. Quality Function Deployment
Strategic Planning (Extended QFD- Procedure)
17 Analysis of interrelationships between product features
18 Determination of direction of optimization
19 Key aspects of customer requirements from company‘s point of view
20 Competition comparison
21 Heightening of product features from customers point of view
22 Market focus
23 Critical product features

590. Business Importance of Strategy Tools
Strategic Planning
Business Importance of Strategy Tools
Practical Examples of Combined Tools

591. Business Importance of Strategy Tools
Strategic Planning
Control of use of
resources
Growth
chances
Market Rules Business Model

592. Business Importance of Strategy Tools
Strategic Planning
Clarity of information
and contributions to
company strategy
Value Proposition Architecture of Value Creation Yield and Growth Model
 Benefit of customers  Performances  Price of performances
 Benefit of value adding partner  Performance range  Price development mechanism
 Customer loyalty  Steps of value creation
 Target group / target market  Growth generators
 Distribution channel  Standard creation
 Communication channel  Substitution demand
 Value adding partner–  Increased demand
 Position  Transformation in
 in in the value chain new business fields
 In the net of value creation
 Cooperation
 Innovation

593. Business Importance of Strategy Tools
Strategic Planning
Clarity of information
and contributions to
company strategy
Contributions to clarity of information Contributions to
phenomenological contribution knowledge increase
Contributions to
Contributions to Contributions to
Contributions to fulfillment of
strategic action– the Diagnosis of
create and control a maxims and
management of strategic and organizational
business model principles–
company strategy deficits
the „Whys“

594. Business Importance of Strategy Tools
Strategic Planning
Contribution Categories Statement Types
1 2
Strategy Tools
Strategy Tools
Placeholder Placeholder
Maxims and Principles Strategic Action Dimensions Business Model
3 4 5
Strategy Tools
Strategy Tools
Strategy Tools
Placeholder Placeholder Placeholder
Strategic Action Contribution Categories
6 7
Statement Types
Statement Types
Placeholder Placeholder

595. Business Importance of Strategy Tools
Strategic Planning - Contribution Categories
Contribution Categories
Statement Types
Strategy Tools

596. Business Importance of Strategy Tools
Strategic Planning - Dimensions of Business Model
Dimensions of a
Business Model
Statement Types
Strategy Tools

597. Business Importance of Strategy Tools
Strategic Planning - Fulfillment of Maxims and Principles
Fulfillment of
Maxims and Principles
Statement Types
Strategy Tools

598. Business Importance of Strategy Tools
Strategic Planning - Strategic Decisions
Strategic
Decisions
Statement Types
Strategy Tools

599. Business Importance of Strategy Tools
Strategic Planning
Competition strength
... To determine strategic and
organizational deficits Control of resource usage
... To gain strategic
knowledge Strategy potentials
... To create and control
a business model Growth chances
Strategic
Planning Business model, market rules,
Contributions of Strategy Tools… company resources
Creating
Positioning Strategic options
... To manage company strategy
... To fulfill Fulfillment of Coherence of strategic action
maxims and principles
... To increase the quality of Innovation
strategic statements
Strategic success factors

600. Practical Examples of Combined Tools
Strategic Planning
Business Importance of Strategy Tools
Practical Examples of Combined Tools

601. Practical Examples of Combined Tools
Phases of Project Management
1 2 3 4
Project implementation
Project Definition Project Planning Project Conclusion
and Control
 Outlining content of  Project structure plan  Execution of  Result presentation
project objectives  Effort plan project steps  Result documentation
 Requirements or  Cost and finance plan  Control of  Project review
conditions project steps
 Process and appointment  Evaluation of project course
 Creating of a core team plan  Reactions to disturbance
 Archiving new collected
 Rough estimation of efforts  Quality plan  Plan adjustments experience
 Definition handling of the  Communication plan  Corrective measures
risks of the project
 Risk plan
 Planning of project
organization


602. Practical Examples of Combined Tools
Phases of Project Management
1 2 3 4
Project implementation
Project Definition Project Planning Project Conclusion
and Control


603. Practical Examples of Combined Tools
Combined Analysis Tool
1 Execution of SWOT analysis
Impact-matrix and derivation
2 of action focal points
Derivation of measures according to
3 the results of the impact-matrix
M
Classification of measures
4 using portfolio analysis
5 Detailing of favored measures

604. Practical Examples of Combined Tools
Action Focal Points of Impact-Matrix
Chances Risks
Delta (Chances-Risks)
Total Chances
Total Risks
Chance 10
Chance 1
Chance 2
Chance 3
Chance 4
Chance 5
Chance 6
Chance 7
Chance 8
Chance 9
Risk 10
Risk 1
Risk 2
Risk 3
Risk 4
Risk 5
Risk 6
Risk 7
Risk 8
Risk 9
Strength 1 0 0 0
Strength 2 0 0 0
Strength 3 0 0 0
Strength 4 0 0 0
Strength
Strength 5
Strength 6
0
0
0
0
0
0
Strategy Staff
Strength 7 0 0 0
Strength 8 0 0 0
Strength 9 0 0 0
Strength 10 0 0 0
Total Strength 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Weaknesses 1
Weaknesses 2
0
0
Missing specialization 0
0
0
0
Weaknesses 3
Weaknesses 4
0
0 Conventional shipping 0
0
0
0 Employee development
Weaknesses
Weaknesses 5 0 0 0
Weaknesses 6 0 Missing customer 0 0 Work time regulations
Weaknesses 7 0 0 0
Weaknesses 8
Weaknesses 9
0
0
Management 0
0
0
0
Weaknesses 10
Total Weaknesses
Delta (Strength - Weaknesses)
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0 0
Examples of
Action Focal
Points
Organization Business culture
Leading with key figures Cooperation with
Process standards, locations
-competences, Missing potential
-system support Development
Organization Structure Culture

605. Practical Examples of Combined Tools
Portfolio Analysis
B C
high
Success potential
A D
low
high low
Execution effort

606. Practical Examples of Combined Tools
Template for Prioritized Measures
Measure
Objective
Measurand
2012
Approach Necessary Decisions
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
1. …  …
2. …  …
3. …  …
Work Group Responsible Mile Stones (Date) No.
Implementation begin: 01.02.2012
Project team 1 John Doe 1
Implementation end: 01.02.2015

607. Practical Examples of Combined Tools
Strategic Project Management
Strategic Product or
Reorganization
New Orientation Performance Development
1 2 3 4 1 2 3 4 1 2 3 4
Project implementation Project implementation Project implementation
Project Definition Project Planning Project Conclusion Project Definition Project Planning Project Conclusion Project Definition Project Planning Project Conclusion
and Control and Control and Control
  

608. Practical Examples of Combined Tools
Strategic Project Management
SWOT
Relevant Influence Factors Priority Portfolio
Impact-Matrix Relevant Measures
Measures
Possible
Critical Influence Factors Measure Plan
Brainstorming Project Plan
Project
Project
Project Definition Project Planning implementation
Conclusion
and Control


609. Practical Examples of Combined Tools
Support of Project Planning
Relevant Critical
Impact- Brain- Possible
SWOT Influence Influence
Matrix storming Measures
Factors Factors
Project implementation
Project Definition Project Planning Project Conclusion
and Control


610. Practical Examples of Combined Tools
Support of Project Planning
Possible Relevant Measure
Portfolio Project
Measures Measures Planning
Plan
Project implementation
Project Definition Project Planning Project Conclusion
and Control


611. Practical Examples of Combined Tools
Example Impact-Matrix
Chances Risks
Purchaser unequal with operator
Missing flexibility in transferring
Technical customer service for
additional purchased parts/
service offers and bundles
Increasing cost awareness
External service provider
Active service marketing
service and planning
(customer internal)
∑ (Chances + Risks)
Operating models
Weak new sales
(single source)
performances
of customers
Local leasing
Peripherals
Innovative
∑ Chances
∑ Risks
Expertise of employees 7 3 1 8 19 3 4 2 2 1 12 31
Comprehensive and fast reacting service organization 10 8 2 5 25 1 5 0 2 0 8 33
Strength
Maintenance and inspection contracts 10 6 3 5 24 8 3 2 7 2 22 46
Innovative products 8 8 4 2 22 3 2 2 8 2 17 39
∑ Strength 35 25 10 20 15 14 6 19 5
Poor organizational problem solving (Unit- thinking) 2 2 2 2 8 5 4 6 2 2 19 27
Poor Service attendance for additional purchased parts/
4 4 2 7 17 2 8 1 3 0 14 31
Peripherals
Weaknesses
Poor customer orientation 7 5 2 5 19 4 6 2 2 2 16 35
No problem solver on telephone (24h) 5 3 2 0 10 3 4 0 0 0 7 17
Poor service marketing 14 8 2 4 28 4 9 1 3 1 18 46
Insufficient communication with partners 7 5 1 1 14 3 5 2 2 3 15 29
∑ Weaknesses 32 22 10 18 18 31 10 10 5
∑ (Strength + Weaknesses) 3 3 0 2 -3 -17 -4 9 0

612. Practical Examples of Combined Tools
Portfolio Analysis
M1 Cooperation of sales and service
M1
M4
M2 Combination of products and service
B C
high
M5
M3 Introduction of customer surveys
Success potential
M4 Creation of marketing- documents
M7
M5 Active and individual customer care
M2
M3
M6 Introduction regular strategy days
A D
low
M8
M7 Modularization of product portfolio
M6
M8 Introduction of development process
high low
Execution effort

613. Practical Examples of Combined Tools
Template for Prioritized Measures
Measure Active and individual customer care
Objective Increasing customer satisfaction
Measurand Figures from customer satisfaction surveys
2012
Approach Necessary Decisions
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
1. Identification of lead-user- customers  …
2. Identification of customer  …
Requirements  …
3. Possible expansion/training of
service-team
4. Selection of an adequate software
(CRM)
5. Implementation of CRM-systems
6. Evaluation
Staff Group Responsible Mile Stones (Date) No.
Dep. sales Implementation begin: 01.12.2012
John Doe 1
Dep. service Implementation end: 30.10.2015

614. Roadmapping – Tick Tock Model
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615. Roadmapping – Tick Tock Model
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616. Roadmapping – Tick Tock Model
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617. Roadmapping
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2020 2021 2022 2023
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618. Roadmapping
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2020 2021 2022 2023
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619. Roadmapping
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2020 2021 2022 2023
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620. Roadmapping
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2021 2022 2023
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621. Roadmapping
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2020
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622. Roadmapping
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2020 2021 2022 2023

623. Roadmapping
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2020 2021 2022 2023

624. Roadmapping
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2020 2021 2022 2023
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625. Roadmapping
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626. Roadmapping – Release Dates
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2020 2022 2024 2026
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627. Roadmapping
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2020 2021 2022 2023

628. Roadmapping
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Placeholder Placeholder Placeholder
Placeholder Placeholder Placeholder
 The text demonstrates how your own text  The text demonstrates how your own text  The text demonstrates how your own text
will look when you replace the placeholder will look when you replace the placeholder will look when you replace the placeholder
Produkt A
with your own text. with your own text. with your own text.
April April April
2020 2021 2022
Placeholder Placeholder Placeholder
 The text demonstrates how your own text  The text demonstrates how your own text  The text demonstrates how your own text
will look when you replace the placeholder will look when you replace the placeholder will look when you replace the placeholder
Produkt B
with your own text. with your own text. with your own text.
September April April
2020 2021 2022

629. Roadmapping
Enter your sub headline here
2020 2021 2022
Placeholder Placeholder Placeholder
This is a This is a This is a
Placeholder text Placeholder text Placeholder text
Placeholder Placeholder Placeholder
This is a This is a This is a
Placeholder text Placeholder text Placeholder text
Placeholder Placeholder Placeholder
This is a This is a This is a
Placeholder text Placeholder text Placeholder text

630. Roadmapping
Enter your sub headline here
Today
2 Years 2 Years 3 Years
Placeholder Placeholder Placeholder Placeholder Placeholder
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 the look when you replace the look when you replace the look when you replace the look when you replace the
placeholder with your placeholder with your placeholder with your placeholder with your placeholder with your
own text. own text. own text. own text. own text.
2020 2021 2022 2023 2024

631. Roadmapping
Enter your sub headline here
Placeholder Placeholder Placeholder Placeholder Placeholder
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 the look when you replace the look when you replace the look when you replace the look when you replace the
placeholder with your placeholder with your placeholder with your placeholder with your placeholder with your
own text. own text. own text. own text. own text.
2020 2021 2022 2023 2024

632. Roadmapping
Enter your sub headline here
Placeholder
This is a Placeholder text
Placeholder
This is a Placeholder text
Placeholder
This is a Placeholder text

633. Roadmapping
Enter your sub headline here
2020
2023
2022
2021
2024
Start
2025
Goal

634. Roadmapping
Enter your sub headline here
Placeholder Placeholder Placeholder Placeholder
This is a
Placeholder text
This is a
Placeholder text
This is a
This is a Placeholder
Placeholder text
This is a text
Placeholder text
This is a
Placeholder text This is a
Placeholder text
This is a
Placeholder text
This is a
Placeholder text This is a This is a
Placeholder text Placeholder text
This is a
Placeholder text

635. Roadmapping - Gantt
Enter your sub headline here
2020 2021 2022 2023 2024
Placeholder
Placeholder
Placeholder
Placeholder
Placeholder
Placeholder
Placeholder
Placeholder
Placeholder
Placeholder
Placeholder
Placeholder

636. Roadmapping
Enter your sub headline here
The text demonstrates how your own October
Placeholder text will look when you replace the
placeholder with your own text. 2020
The text demonstrates how your own February
Placeholder text will look when you replace the
placeholder with your own text. 2021
The text demonstrates how your own May
Placeholder text will look when you replace the
placeholder with your own text. 2022
The text demonstrates how your own September
Placeholder text will look when you replace the
placeholder with your own text. 2023

637. Roadmapping
Enter your sub headline here
 Placeholder February 2020 Approaching
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.
 Placeholder January 2021 Holding
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.
 Placeholder November 2022 Ongoing
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.
 Placeholder April 2023 Holding
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.

638. Roadmapping
Enter your sub headline here
100
Placeholder
This is a
90
Placeholder text
80 Placeholder
This is a
Placeholder text
70
Placeholder
60 This is a
Placeholder text
50
40
Placeholder
30 This is a
Placeholder text
20 Placeholder
This is a
Placeholder text
10
0
2020 2021 2022 2023 2024

639. Roadmapping
Enter your sub headline here
2020 2021 2022 2023
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Placeholder Placeholder Placeholder
This is a This is a This is a
Placeholder text Placeholder text Placeholder text
Placeholder Placeholder
This is a This is a
Placeholder text Placeholder text
Placeholder Placeholder
This is a This is a
Placeholder text Placeholder text

640. Roadmapping
Enter your sub headline here
2020 2021 2022 2023
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Placeholder Placeholder Placeholder Placeholder
This is a This is a This is a This is a
Placeholder text Placeholder text Placeholder text Placeholder text
Product A
Placeholder Placeholder Placeholder Placeholder
This is a This is a This is a This is a
Placeholder text Placeholder text Placeholder text Placeholder text
Product B

641. Roadmapping
Enter your sub headline here
Milestone 1
2020
Milestone 2 2021
2024 2022
2023 Milestone 3
Milestone 5
Milestone 4

642. Roadmapping
Enter your sub headline here
Milestone 1
Milestone 2 2020
Milestone 3 2021
Milestone 4 2022
2023
Milestone 5
2024

643. Roadmapping
Enter your sub headline here
Placeholder
Step 5
Step 4
Step 3
Step 2
Step 1
Step 10
Step 7
Step 8
Step 9
Step 6
2020 2021 2022 2023 2024

644. Roadmapping
Enter your sub headline here
2020 2021 2022 2023 2024

645. Roadmapping
Enter your sub headline here
Product F
Product B Product D
Product E
Product A Product C
2020 2021 2022 2023
Placeholder Placeholder
Placeholder Placeholder
Placeholder

646. Roadmapping
Enter your sub headline here
2020 2021
This is a Placeholder text This is a Placeholder text
Description A The text demonstrates how your own text will look This is a placeholder text. This text
when you replace the placeholder with your own text. can be replaced with your own text.
This is a Placeholder text This is a Placeholder text
Description B The text demonstrates how your own text will look The text demonstrates how your own text will look
when you replace the placeholder with your own text. when you replace the placeholder with your own text.
This is a Placeholder text This is a Placeholder text
Description C The text demonstrates how your own text will look The text demonstrates how your own text will look
when you replace the placeholder with your own text. when you replace the placeholder with your own text.
This is a Placeholder text This is a Placeholder text
Description D The text demonstrates how your own text will look The text demonstrates how your own text will look
when you replace the placeholder with your own text. when you replace the placeholder with your own text.
This is a Placeholder text This is a Placeholder text
Description E This is a placeholder text. This text The text demonstrates how your own text will look
can be replaced with your own text. when you replace the placeholder with your own text.

647. Roadmapping
Enter your sub headline here
2020 2021 2022 2023
Placeholder
The text demonstrates how your own text will look
Placeholder
when you replace the placeholder with your own text. Placeholder
The text demonstrates how your own text
will look when you replace the placeholder
Placeholder with your own text.
The text demonstrates how your own text will look
when you replace the placeholder with your own text.
Placeholder
This is a placeholder text. This text
can be replaced with your own text.
Placeholder
The text demonstrates how your own text will look
Placeholder
Placeholder
when you replace the placeholder with your own text.
The text demonstrates how your own text
will look when you replace the placeholder
Placeholder Placeholder with your own text.
This is a placeholder text. This text This is a placeholder text. This text
can be replaced with your own text. can be replaced with your own text.
Placeholder
The text demonstrates how your own text will look
when you replace the placeholder with your own text.

648. Roadmapping
Enter your sub headline here
2020 2021 2022 2023 2024
Placeholder
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 Text Text Text Text Text
Placeholder
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 Text Text Text Text Text
Placeholder
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 Text Text Text Text Text
Placeholder
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 Text Text Text Text Text

649. Roadmapping
Enter your sub headline here

650. Roadmapping
Enter your sub headline here
Placeholder Placeholder Placeholder Placeholder Placeholder
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 with the placeholder with the placeholder with the placeholder with the placeholder with
your own text. your own text. your own text. your own text. your own text.
2020 2021 2022 2023 2024
Placeholder Placeholder Placeholder Placeholder Placeholder
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 with the placeholder with the placeholder with the placeholder with the placeholder with
your own text. your own text. your own text. your own text. your own text.

651. Roadmapping
Enter your sub headline here
2022
The text demonstrates how
your own text will look when
you replace the placeholder
with your own text.
2021
The text demonstrates how
your own text will look when
you replace the placeholder
Placeholder
with your own text.
2020
The text demonstrates how
your own text will look when
you replace the placeholder
with your own text.
Placeholder

652. Roadmapping
Enter your sub headline here
2020 2021 2022 2023 2024
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 with the placeholder with the placeholder with the placeholder with the placeholder with
your own text. your own text. your own text. your own text. your own text.

653. Roadmapping
Enter your sub headline here
Placeholder Placeholder Placeholder
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
you replace the placeholder you replace the placeholder you replace the placeholder
with your own text. with your own text. with your own text.
Placeholder
A B C
Placeholder
Placeholder Placeholder

654. Roadmapping
Placeholder
Placeholder
Placeholder
Placeholder
Placeholder

655. Roadmapping
Enter your sub headline here
2020
This is a placeholder
text. This text can be
replaced with your 2021
own text. This is a placeholder
text. This text can be
replaced with your
own text. 2022
This is a placeholder
text. This text can be
replaced with your
2023 2024
own text. This is a placeholder
This is a placeholder
text. This text can be text. This text can be
replaced with your replaced with your
own text. own text.

656. Roadmapping
Enter your sub headline here
2020 2022
The text demonstrates how your The text demonstrates how your
own text will look when you replace own text will look when you replace
the placeholder with your own text. the placeholder with your own text.
100 200 300 400 500 600 700 800 900 1000 1100 1200
2021 2023
The text demonstrates how your The text demonstrates how your
own text will look when you replace own text will look when you replace
the placeholder with your own text. the placeholder with your own text.

657. Roadmapping
Way to Success
2023
This is a placeholder text. This text can be
replaced with your own text.
2022
This is a placeholder text. This text can be
replaced with your own text.
2021
This is a placeholder text. This text can be
replaced with your own text.
2020
This is a placeholder text. This text can be
replaced with your own text.

658. Roadmapping
Way to Success
2023
This is a placeholder text. This text can be
replaced with your own text.
2022
This is a placeholder text. This text can be
replaced with your own text.
2021
This is a placeholder text. This text can be
replaced with your own text.
2020
This is a placeholder text. This text can be
replaced with your own text.

659. Roadmapping
Product Pipeline
Product A Product C
Product E
Product G
Product B
Product D
Product F

660. Roadmapping
Product Pipeline

661. Roadmapping
Enter your sub headline here
This is a placeholder If you don’t want to This is a placeholder If you don’t want to The text demonstrates
text. This text can be use the style and size text. This text can be use the style and size how your own text will
replaced with your of the fonts as used in replaced with your of the fonts as used in look when you replace
own text. this placeholder it’s own text. this placeholder it’s the placeholder with
possible to replace it possible to replace it your own text.
The text demonstrates The text demonstrates
by selecting different by selecting different
how your own text will how your own text will
options. options.
look when you replace look when you replace
the placeholder with This is a placeholder the placeholder with
your own text. text. This text can be your own text.
replaced with your
own text.

662. Roadmapping
Enter your sub headline here
Placeholder
Placeholder
Placeholder
Placeholder
Placeholder
Placeholder
Placeholder
Placeholder
Placeholder
Placeholder

663. Roadmapping
Enter your sub headline here
Placeholder
This is a
Placeholder Placeholder
This is a text
Placeholder
Placeholder text
This is a
Placeholder
Placeholder text
This is a
Placeholder
Placeholder text
This is a
Placeholder
text

664. Roadmapping
Enter your sub headline here
2020 2021 2022 2023 2024
Placeholder Placeholder Placeholder Placeholder Placeholder
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 with the placeholder with the placeholder with the placeholder with the placeholder with
your own text. your own text. your own text. your own text. your own text.

665. Roadmapping
Enter your sub headline here
Placeholder
This is a
Placeholder
text
Placeholder
This is a
Placeholder
text
Placeholder
This is a
Placeholder Placeholder
This is a text
Placeholder
text

666. Roadmapping
Enter your sub headline here
2020
This is a placeholder text. This text can be
replaced with your own text.
2021
This is a placeholder text. This text can be
replaced with your own text.
2022
This is a placeholder text. This text can be
replaced with your own text.

667. Roadmapping
Enter your sub headline here
Product A This is a placeholder text
Product B This is a placeholder text
Product C This is a placeholder text
Product D This is a placeholder text

668. Roadmapping
Enter your sub headline here
Placeholder Placeholder Placeholder Placeholder Placeholder
This is a This is a This is a This is a This is a
placeholder placeholder placeholder placeholder placeholder
text text text text text
2020 2021 2022 2023 2024

669. Roadmapping
Enter your sub headline here
Placeholder Placeholder
1000 900 800 700 600 500 400 300 200 100 100 200 300 400 500 600 700 800 900 1000
Description Description
Placeholder
Placeholder
Description Description
Description Description
Description Description
Description Description
Description Description
Placeholder
Placeholder
Description Description
Description Placeholder Description
Description Description
Description Description
Description Description
Placeholder
Placeholder
Description Description
Description Description
Description Description
Description Description

670. Roadmapping
Enter your sub headline here
Placeholder
Placeholder
Placeholder Placeholder

671. Roadmapping
Enter your sub headline here
The product
is big and the
structure
complex
Yes
And
even… We have
many varied
user types Well
Content
from current Yes Yes
site will be Will the
migrated to Product
the new replace a Or
current How well
product? do we know
the users?
Not
Does
competitors New well
Then… Or
have similar
products? Project User
interaction
occurs in a
Which..
Yes Then…
With…
large
What is the
budget size?
Is testing
required?
Modest The needs
of the users
set the scope No
of the project

672. Roadmapping
Enter your sub headline here
2020 2021 2022 2023
Performance
Placeholder Placeholder
Placeholder Placeholder
Retail
Placeholder Placeholder
Legacy
Placeholder
Placeholder
Placeholder
Value
Placeholder

673. Roadmapping
Enter your sub headline here
Product Release
This is a placeholder text. This text can be
replaced with your own text.

674. Roadmapping
Enter your sub headline here
2023
This is a placeholder text. This text
can be replaced with your own text.
2020
This is a placeholder text. This text
can be replaced with your own text.

675. Roadmapping
Enter your sub headline here
Placeholder
Placeholder Placeholder Placeholder
 
This is a placeholder text This is a placeholder text
 Placeholder
This is a placeholder text This is a placeholder text
This is a placeholder text
This is a placeholder text This is a placeholder text
This is a placeholder text
Placeholder This is a placeholder text
This is a placeholder text
This is a placeholder text This is a placeholder text
This is a placeholder text
This is a placeholder text Placeholder

676. Placeholder
Placeholder 
Roadmapping
Placeholder
Placeholder
Enter your sub headline here


  
Placeholder
Placeholder

Placeholder

  
Placeholder
Placeholder


Placeholder
Placeholder Placeholder

677. Placeholder
Placeholder
Phase 1
Placeholder
Roadmapping
Placeholder
Placeholder
Enter your sub headline here
Placeholder
Phase 2
Placeholder
Placeholder
Placeholder
Phase 3
Placeholder
Placeholder
Placeholder
Placeholder
Phase 4
Placeholder

678. Roadmapping
Enter your sub headline 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.

679. Roadmapping
Enter your sub headline here

680. Roadmapping
Enter your sub headline here
Step 1
Step 2
Step 3
Step 4
Product A Product B Product C Step 5
Step 6
This is a This is a This is a
placeholder placeholder placeholder Step 7
text text text Step 8
Step 9
Step 10
Step 11
Step 12

681. Step 12
Step 11
Step 10
Step 9
Step 8
placeholder
Step 7
Product
This is a
text
Step 6
Step 5
Step 4
Enter your sub headline here
Step 3
Roadmapping
Step 2
Step 1

682. Step 5
Step 4
Step 3
Step 2
Step 1
Step 5
Enter your sub headline here
Step 4
Roadmapping
Step 3
Step 2
Step 1

683. Step 3
Step 2
Step 1
Product D Step 3
Step 2
Product C Step 1
Product B Step 3
Step 2
Enter your sub headline here
Product A Step 1
Roadmapping
Step 3
Step 2
Step 1

684. Roadmapping
Enter your sub headline here
Product A
Product B
Product C
Product D
Step 1 Step 2 Step 3 Product E
Step 1 Step 2 Step 3 Product A
Product B
Product C
Product D
Product E

685. Roadmapping
Enter your sub headline here
Product A
Product B
Product C
Step 1 Step 2
Product D
This is a This is a
placeholder placeholder Product E
text text
Product F
Product G
Product H

686. Roadmapping
Enter your sub headline here
Step 1
Step 2
Step 3
Product A Product B
Step 4
This is a This is a
Step 5 placeholder placeholder
text text
Step 6
Step 7
Step 8

687. Roadmapping
Enter your sub headline here
Step 1
Step 2
Step 3
Step 4
Product
Step 5 This is a placeholder text
Step 6
Step 7
Step 8

688. Roadmapping
Enter your sub headline here
Step 1 Description 1
Step 2 Description 2
Step 3 Description 3
Step 1 Description 4
Step 1 Description 5
Step 1 Description 6
Step 1 Description 7
Step 1 Description 8

689. Roadmapping
Enter your sub headline here
Step 1 Step 2
This is a placeholder text This is a placeholder text