Primary / Secondary market research / regional data / Philadelphia MSA / STEM / Technology focused manufacturing research / 3D /innovation / segmentation / mind mapping / data mining / surveying
The document discusses strategic analysis and industry/competitive analysis. It provides an overview of the key components of strategic analysis including assessing the external environment, industry conditions, competitors, and a company's internal resources. It then discusses the 7 questions that should be answered when conducting industry and competitive analysis: 1) industry's economic traits, 2) competitive forces, 3) drivers of industry change, 4) competitive positions of rivals, 5) competitive moves of rivals, 6) key success factors, and 7) overall industry attractiveness.
This report provides a strategic analysis and recommendations for Jot, a toy company. It analyzes Jot's strengths, weaknesses, and financial performance. Key recommendations include shifting production to Voldania to reduce costs, launching a new line for the 9-11 age group to tap an untapped market, and prioritizing major customers over small retailers for late Christmas deliveries to preserve important relationships. The report also suggests improving quality control after a faulty toy was found.
Smartphone Industry and Apple iPhone RisingRobin Thieu
This document discusses strategic analysis of the communication equipment industry and Apple Inc.'s smartphone business. It provides an overview of industry drivers and trends, a PESTEL analysis, Porter's Five Forces analysis, a SWOT analysis of Apple, and recommends that Apple pursue product diversification, expansion through M&A/partnerships, and continuous innovation.
The document summarizes a study that examined whether stock prices fully value firms' investments in research and development (R&D). The study found that: 1) Firms with high R&D spending relative to their market value, which tend to have poor past returns, earned large excess returns in subsequent years, indicating prices do not fully incorporate the value of R&D investments. 2) There was a positive association between R&D intensity and stock return volatility. 3) Results for advertising expenditures were similar to those for R&D. In conclusion, stock prices may not fully value intangible assets like R&D investments, especially for firms with poor past performance.
The document discusses the results of a research study into what factors contribute to companies' success in winning major bids. It found that the most successful companies (those winning more than 75% of bids) performed 8.7 of 18 critical activities related to understanding customers and communicating capabilities "very effectively", compared to only 2.9 activities for the least successful companies (those winning less than 25% of bids). The top factors for winning bids included developing personal relationships with customers and persuading them to invite bids. Successful bid management also requires clear leadership, teamwork, and guaranteeing quality in negotiations. While no company performs all activities perfectly, focusing on improving in these areas could significantly increase a company's chances of winning more major bids.
CIMA Global Business Challenge 2013
The CIMA Global Business Challenge is an international business competition for undergraduates around the world, designed to bring out the best in the young business leaders of tomorrow.
Here is our team - Alpha team's presentation deck for Global final round in 2013.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/consolidation-endgame-curve-framework-201
The Consolidation Curve, or Endgame Curve, is a
framework based on the theory that all industries
consolidate and follow a similar course through the 4
stages of: Opening, Scale, Focus, and Balance &
Alliance. This framework is based on a study of
25,000 firms globally, representing 98% of the global
market cap, conducted by the strategy consulting firm AT Kearney. The Consolidation Curve shows that
merger actions and consolidation trends can be
predicted.
Using the Consolidation Curve as guidance, a business can strengthen its consolidation strategies and facilitate merger integrations. A niche player can also determine the appropriate niche strategy to use and when is the best time to be acquired.
Every major strategic and operational move should be evaluated with regard to the industry?s stage in the Consolidation Curve. Likewise, endgames positioning also offers a guide for portfolio optimization.
This document explains the framework in detail and includes case examples and PowerPoint templates. Topics include:
*Stages of Consolidation
*Growth strategy implications
*Stage impact on financials ( revenue growth, profitability)
*Stage impact on strategy and operations
*Stage impact on management/organization
*Value-Building Growth Matrix
*Niche strategies
3M Company at Barclays Capital Industrial Select Conferencefinance10
Patrick D. Campbell, Sr. Vice President and Chief Financial Officer of 3M, will be presenting at the Barclays Capital Industrial Select Conference on February 11, 2009. The presentation agenda includes an overview of 3M as a global diversified materials science company, its 2008 financial results, 2009 planning framework, capital structure, and a Q&A session. The document contains forward-looking statements and discusses various risk factors that could cause 3M's actual results to differ materially from expectations.
The document discusses strategic analysis and industry/competitive analysis. It provides an overview of the key components of strategic analysis including assessing the external environment, industry conditions, competitors, and a company's internal resources. It then discusses the 7 questions that should be answered when conducting industry and competitive analysis: 1) industry's economic traits, 2) competitive forces, 3) drivers of industry change, 4) competitive positions of rivals, 5) competitive moves of rivals, 6) key success factors, and 7) overall industry attractiveness.
This report provides a strategic analysis and recommendations for Jot, a toy company. It analyzes Jot's strengths, weaknesses, and financial performance. Key recommendations include shifting production to Voldania to reduce costs, launching a new line for the 9-11 age group to tap an untapped market, and prioritizing major customers over small retailers for late Christmas deliveries to preserve important relationships. The report also suggests improving quality control after a faulty toy was found.
Smartphone Industry and Apple iPhone RisingRobin Thieu
This document discusses strategic analysis of the communication equipment industry and Apple Inc.'s smartphone business. It provides an overview of industry drivers and trends, a PESTEL analysis, Porter's Five Forces analysis, a SWOT analysis of Apple, and recommends that Apple pursue product diversification, expansion through M&A/partnerships, and continuous innovation.
The document summarizes a study that examined whether stock prices fully value firms' investments in research and development (R&D). The study found that: 1) Firms with high R&D spending relative to their market value, which tend to have poor past returns, earned large excess returns in subsequent years, indicating prices do not fully incorporate the value of R&D investments. 2) There was a positive association between R&D intensity and stock return volatility. 3) Results for advertising expenditures were similar to those for R&D. In conclusion, stock prices may not fully value intangible assets like R&D investments, especially for firms with poor past performance.
The document discusses the results of a research study into what factors contribute to companies' success in winning major bids. It found that the most successful companies (those winning more than 75% of bids) performed 8.7 of 18 critical activities related to understanding customers and communicating capabilities "very effectively", compared to only 2.9 activities for the least successful companies (those winning less than 25% of bids). The top factors for winning bids included developing personal relationships with customers and persuading them to invite bids. Successful bid management also requires clear leadership, teamwork, and guaranteeing quality in negotiations. While no company performs all activities perfectly, focusing on improving in these areas could significantly increase a company's chances of winning more major bids.
CIMA Global Business Challenge 2013
The CIMA Global Business Challenge is an international business competition for undergraduates around the world, designed to bring out the best in the young business leaders of tomorrow.
Here is our team - Alpha team's presentation deck for Global final round in 2013.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/consolidation-endgame-curve-framework-201
The Consolidation Curve, or Endgame Curve, is a
framework based on the theory that all industries
consolidate and follow a similar course through the 4
stages of: Opening, Scale, Focus, and Balance &
Alliance. This framework is based on a study of
25,000 firms globally, representing 98% of the global
market cap, conducted by the strategy consulting firm AT Kearney. The Consolidation Curve shows that
merger actions and consolidation trends can be
predicted.
Using the Consolidation Curve as guidance, a business can strengthen its consolidation strategies and facilitate merger integrations. A niche player can also determine the appropriate niche strategy to use and when is the best time to be acquired.
Every major strategic and operational move should be evaluated with regard to the industry?s stage in the Consolidation Curve. Likewise, endgames positioning also offers a guide for portfolio optimization.
This document explains the framework in detail and includes case examples and PowerPoint templates. Topics include:
*Stages of Consolidation
*Growth strategy implications
*Stage impact on financials ( revenue growth, profitability)
*Stage impact on strategy and operations
*Stage impact on management/organization
*Value-Building Growth Matrix
*Niche strategies
3M Company at Barclays Capital Industrial Select Conferencefinance10
Patrick D. Campbell, Sr. Vice President and Chief Financial Officer of 3M, will be presenting at the Barclays Capital Industrial Select Conference on February 11, 2009. The presentation agenda includes an overview of 3M as a global diversified materials science company, its 2008 financial results, 2009 planning framework, capital structure, and a Q&A session. The document contains forward-looking statements and discusses various risk factors that could cause 3M's actual results to differ materially from expectations.
Manufacturers are increasingly outsourcing production to reduce costs and gain flexibility. While outsourcing provides benefits, it can reduce visibility across the supply chain as processes move outside companies. The document discusses a study of 69 manufacturing executives that found most outsource at least 25% of production. It also found that while outsourcing improves areas like costs and responsiveness, many companies still rely on outdated methods to share information with partners and lack end-to-end visibility across their supply chains. The study concludes that to fully leverage outsourcing, companies need improved visibility and connectivity with partners through collaborative platforms.
This document analyzes Motorola Mobility through an internal and external analysis. It identifies three key issues: lack of profitability, a fragmented product line with lack of software support, and technical defects in devices. Recommendations include competing on quality and cost, investing in better aftermarket support, and implementing improved quality control measures. Financial projections estimate a 17.28% revenue growth rate and $6,062 million in profits through these strategies.
This document discusses using multi-directional benchmarking as a strategic planning tool. It begins by explaining the technical efficiency paradox through examples, highlighting that the most efficient unit may not always make the best benchmark. It then emphasizes allowing managers to choose the preferred performance improvement direction for their company rather than imposing one. Finally, it proposes a new total factor productivity measure that incorporates the analyst's judgments about input and output importance into the analysis. The document argues that multi-directional benchmarking can provide managers with more relevant performance information to identify improvement opportunities compared to traditional efficiency analysis methods.
The document discusses analyzing a company's external environment. It covers:
1. Diagnosing a company's situation involves assessing external/macro factors like general economic conditions and internal/micro factors like market position.
2. The macroenvironment includes societal, technological, political/legal, and cultural forces that influence a company. Important variables to analyze include economic, technological, political, and socio-cultural trends.
3. Understanding driving forces of change like globalization, innovation, and regulations is important to assess their impact on industry and competitive conditions.
Test bank for cost management a strategic emphasis 7th edition by blocherPintoHoggee
Test Bank for Cost Management a Strategic Emphasis 7th Edition by Blocher
Download at: https://goo.gl/hxNdNw
People also search:
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cost management a strategic emphasis 7th edition pdf
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cost management a strategic emphasis pdf
cost management a strategic emphasis 7th edition pdf free download
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Ranking M&A Mergermarket. Primer semestre de 2015 PwC España
Global M&A activity increased 11.6% in the first half of 2015 compared to the same period last year, reaching $1.70 trillion. Mega-deals over $10 billion increased in both number and value significantly. Technology M&A is on pace to set a new annual record, while cross-border M&A declined as US firms focused on domestic deals and European firms on intra-European deals. European M&A fell 8.1% in H1 2015 from a year ago, with declines in both inbound and outbound deals, though the UK saw increased activity.
Global alliances-and-strategy-implementation-1225276363134096-9Bharthesh Rathnakar
1. The document discusses global strategic alliances between companies across borders and industries. It provides examples of alliances between French and Chinese TV companies and between automakers Toyota and GM.
2. Challenges in implementing global alliances include differing governance structures, cultural clashes, and disputes over control and proprietary technology. Guidelines are provided for forming successful alliances, such as choosing compatible partners.
3. The document also examines strategic alliances and joint ventures in Russia, noting both opportunities in natural resources and stabilized markets, and risks from economic instability and lack of capital. Minimizing political and economic risks is key.
- Engineering, operations, and supplier collaboration are seen as having the highest potential to positively impact companies' bottom lines. Engineering in particular is cited as an area of high potential.
- Companies are focusing on improving productivity within their core competencies and growth in domestic markets using existing product extensions, as looming defense budget cuts and increased global competition weigh heavily on the industry.
- Suppliers perceive the greatest challenge as meeting schedule and lead time commitments across the global supply chain, while also facing expectations to take on more product development and cost reduction responsibilities. Lack of reliable schedule and plan information is a primary concern.
This document is an exam for a business studies course. It consists of 6 pages of information about a company called Timtang Corporation and its operations, strategies, and financials. Students are asked a series of questions requiring them to analyze Timtang's performance, strategies, and options for future growth based on the provided information.
The document discusses the benefits of meditation for reducing stress and anxiety. Regular meditation practice can help calm the mind and body by lowering heart rate and blood pressure. Making meditation a part of a daily routine, even if just 10-15 minutes per day, can offer improvements to mood, focus, and overall feelings of well-being over time.
This document discusses 10 trends in smart buildings from 2013 and beyond. These trends include: 1) Building energy management hitting the cloud with data stored and accessed via cloud-based services. 2) Increased cooperation between competitors ("co-opetition") in the building industry to integrate systems. 3) Targeted acquisitions by key players to deliver comprehensive energy services. 4) Surging demand for smart building products in Asia Pacific, especially China. 5) US energy service companies pursuing opportunities in the federal sector. 6) Convergence of building communication protocols. 7) Increased automation of demand response. 8) New opportunities for submeters in buildings. 9) Building information modeling transforming the design process. 10) Blurring interface between smart
The document provides an overview of DVIRC's market research approach and process. It discusses using primary and secondary research tools to validate organizational strengths and weaknesses, identify market opportunities, understand the competitive landscape, and define common questions that research can help answer. The document outlines DVIRC's survey process, from defining survey groups to analyzing findings. It emphasizes using the right research tools at the right time and highlights how primary research can help understand customer value perceptions.
The document discusses key steps in product development for startups. It emphasizes that startups should (1) build products that address real user needs by understanding customers, rather than focusing on features, (2) initially release minimum viable products quickly to validate the concept before expending resources, and (3) continuously improve products based on customer and usage feedback to refine what creates value for users. Failure to understand user needs from the start and taking too long to release initial versions were cited as reasons many startups fail.
This document discusses principles of personality development, self-confidence building, and stress management. It provides tips for managing oneself, understanding one's strengths and weaknesses, and effectively managing time and stress. Maintaining good relationships through understanding employees and providing support is key. Managing prevailing situations and doing SWOT analyses can help reduce stress. Success requires first igniting oneself through hard work.
The document describes an "Unlimited Color Plan" being offered by Print.Scan Solutions that provides a Xerox color printer, unlimited supplies and service, for a fixed low monthly payment over 48 months. It highlights the benefits of color printing and promotes the plan as helping businesses project printing costs accurately and promote their business using vibrant color. Customers would receive a free Xerox 8870DN printer and 2000 color pages per month for a monthly payment that covers all supplies, service and support through the term of the agreement.
The document discusses strategies for effective distributed agile teams. It notes that distributed teams are on the rise due to factors like access to global talent and lower costs. However, distributed teams face challenges like lack of effective communication and visibility. The document recommends several practices for distributed agile teams, including using collaboration tools, splitting work vertically, experienced team members, automation, and advance planning. It provides examples of companies that successfully use distributed agile models.
This Employment Demand Report Sylvia Wower Sylvia Wower
This Employment Demand Report summarizes the results and trends identified from
the responses. Surveys were administered online and through phone
interviews, targeting all manufacturing firms with less than 500 employees.
Impact of Social Media and Analytics on Product Development.pptxAslam Hirani
Social media and analytics can be used in three ways for product development: ideation, design improvement, and remote support. For ideation, companies can use online and physical focus groups to engage customers, brainstorm ideas, and provide incentives. For design improvement, constant listening to customer feedback from device usage, social media, warranty support and operations can help continuously update product features. Remote support involves providing multichannel support through social media, mobile/websites to help resolve customer issues and educate them on product usage.
The industrial machinery industry faces challenges in 2008. While revenue is projected to increase 4.2%, operating expenses will rise faster at 4.7% due to higher raw material costs. Employment will remain steady with a small decrease of 0.1%. Competition from developing countries improving technology will also be a challenge. However, demand from China and infrastructure projects in developing countries will help offset slower domestic growth. Demand for mining, power generation, and oil exploration equipment will remain strong.
Manufacturers are increasingly outsourcing production to reduce costs and gain flexibility. While outsourcing provides benefits, it can reduce visibility across the supply chain as processes move outside companies. The document discusses a study of 69 manufacturing executives that found most outsource at least 25% of production. It also found that while outsourcing improves areas like costs and responsiveness, many companies still rely on outdated methods to share information with partners and lack end-to-end visibility across their supply chains. The study concludes that to fully leverage outsourcing, companies need improved visibility and connectivity with partners through collaborative platforms.
This document analyzes Motorola Mobility through an internal and external analysis. It identifies three key issues: lack of profitability, a fragmented product line with lack of software support, and technical defects in devices. Recommendations include competing on quality and cost, investing in better aftermarket support, and implementing improved quality control measures. Financial projections estimate a 17.28% revenue growth rate and $6,062 million in profits through these strategies.
This document discusses using multi-directional benchmarking as a strategic planning tool. It begins by explaining the technical efficiency paradox through examples, highlighting that the most efficient unit may not always make the best benchmark. It then emphasizes allowing managers to choose the preferred performance improvement direction for their company rather than imposing one. Finally, it proposes a new total factor productivity measure that incorporates the analyst's judgments about input and output importance into the analysis. The document argues that multi-directional benchmarking can provide managers with more relevant performance information to identify improvement opportunities compared to traditional efficiency analysis methods.
The document discusses analyzing a company's external environment. It covers:
1. Diagnosing a company's situation involves assessing external/macro factors like general economic conditions and internal/micro factors like market position.
2. The macroenvironment includes societal, technological, political/legal, and cultural forces that influence a company. Important variables to analyze include economic, technological, political, and socio-cultural trends.
3. Understanding driving forces of change like globalization, innovation, and regulations is important to assess their impact on industry and competitive conditions.
Test bank for cost management a strategic emphasis 7th edition by blocherPintoHoggee
Test Bank for Cost Management a Strategic Emphasis 7th Edition by Blocher
Download at: https://goo.gl/hxNdNw
People also search:
cost management a strategic emphasis 6th edition pdf
cost management a strategic emphasis 7th edition pdf
cost management a strategic emphasis 7th edition pdf download
cost management a strategic emphasis 7th edition solutions
cost management a strategic emphasis pdf
cost management a strategic emphasis 7th edition pdf free download
cost management a strategic emphasis 7th edition solutions manual pdf
cost management a strategic emphasis 7th edition answers
Ranking M&A Mergermarket. Primer semestre de 2015 PwC España
Global M&A activity increased 11.6% in the first half of 2015 compared to the same period last year, reaching $1.70 trillion. Mega-deals over $10 billion increased in both number and value significantly. Technology M&A is on pace to set a new annual record, while cross-border M&A declined as US firms focused on domestic deals and European firms on intra-European deals. European M&A fell 8.1% in H1 2015 from a year ago, with declines in both inbound and outbound deals, though the UK saw increased activity.
Global alliances-and-strategy-implementation-1225276363134096-9Bharthesh Rathnakar
1. The document discusses global strategic alliances between companies across borders and industries. It provides examples of alliances between French and Chinese TV companies and between automakers Toyota and GM.
2. Challenges in implementing global alliances include differing governance structures, cultural clashes, and disputes over control and proprietary technology. Guidelines are provided for forming successful alliances, such as choosing compatible partners.
3. The document also examines strategic alliances and joint ventures in Russia, noting both opportunities in natural resources and stabilized markets, and risks from economic instability and lack of capital. Minimizing political and economic risks is key.
- Engineering, operations, and supplier collaboration are seen as having the highest potential to positively impact companies' bottom lines. Engineering in particular is cited as an area of high potential.
- Companies are focusing on improving productivity within their core competencies and growth in domestic markets using existing product extensions, as looming defense budget cuts and increased global competition weigh heavily on the industry.
- Suppliers perceive the greatest challenge as meeting schedule and lead time commitments across the global supply chain, while also facing expectations to take on more product development and cost reduction responsibilities. Lack of reliable schedule and plan information is a primary concern.
This document is an exam for a business studies course. It consists of 6 pages of information about a company called Timtang Corporation and its operations, strategies, and financials. Students are asked a series of questions requiring them to analyze Timtang's performance, strategies, and options for future growth based on the provided information.
The document discusses the benefits of meditation for reducing stress and anxiety. Regular meditation practice can help calm the mind and body by lowering heart rate and blood pressure. Making meditation a part of a daily routine, even if just 10-15 minutes per day, can offer improvements to mood, focus, and overall feelings of well-being over time.
This document discusses 10 trends in smart buildings from 2013 and beyond. These trends include: 1) Building energy management hitting the cloud with data stored and accessed via cloud-based services. 2) Increased cooperation between competitors ("co-opetition") in the building industry to integrate systems. 3) Targeted acquisitions by key players to deliver comprehensive energy services. 4) Surging demand for smart building products in Asia Pacific, especially China. 5) US energy service companies pursuing opportunities in the federal sector. 6) Convergence of building communication protocols. 7) Increased automation of demand response. 8) New opportunities for submeters in buildings. 9) Building information modeling transforming the design process. 10) Blurring interface between smart
The document provides an overview of DVIRC's market research approach and process. It discusses using primary and secondary research tools to validate organizational strengths and weaknesses, identify market opportunities, understand the competitive landscape, and define common questions that research can help answer. The document outlines DVIRC's survey process, from defining survey groups to analyzing findings. It emphasizes using the right research tools at the right time and highlights how primary research can help understand customer value perceptions.
The document discusses key steps in product development for startups. It emphasizes that startups should (1) build products that address real user needs by understanding customers, rather than focusing on features, (2) initially release minimum viable products quickly to validate the concept before expending resources, and (3) continuously improve products based on customer and usage feedback to refine what creates value for users. Failure to understand user needs from the start and taking too long to release initial versions were cited as reasons many startups fail.
This document discusses principles of personality development, self-confidence building, and stress management. It provides tips for managing oneself, understanding one's strengths and weaknesses, and effectively managing time and stress. Maintaining good relationships through understanding employees and providing support is key. Managing prevailing situations and doing SWOT analyses can help reduce stress. Success requires first igniting oneself through hard work.
The document describes an "Unlimited Color Plan" being offered by Print.Scan Solutions that provides a Xerox color printer, unlimited supplies and service, for a fixed low monthly payment over 48 months. It highlights the benefits of color printing and promotes the plan as helping businesses project printing costs accurately and promote their business using vibrant color. Customers would receive a free Xerox 8870DN printer and 2000 color pages per month for a monthly payment that covers all supplies, service and support through the term of the agreement.
The document discusses strategies for effective distributed agile teams. It notes that distributed teams are on the rise due to factors like access to global talent and lower costs. However, distributed teams face challenges like lack of effective communication and visibility. The document recommends several practices for distributed agile teams, including using collaboration tools, splitting work vertically, experienced team members, automation, and advance planning. It provides examples of companies that successfully use distributed agile models.
This Employment Demand Report Sylvia Wower Sylvia Wower
This Employment Demand Report summarizes the results and trends identified from
the responses. Surveys were administered online and through phone
interviews, targeting all manufacturing firms with less than 500 employees.
Impact of Social Media and Analytics on Product Development.pptxAslam Hirani
Social media and analytics can be used in three ways for product development: ideation, design improvement, and remote support. For ideation, companies can use online and physical focus groups to engage customers, brainstorm ideas, and provide incentives. For design improvement, constant listening to customer feedback from device usage, social media, warranty support and operations can help continuously update product features. Remote support involves providing multichannel support through social media, mobile/websites to help resolve customer issues and educate them on product usage.
The industrial machinery industry faces challenges in 2008. While revenue is projected to increase 4.2%, operating expenses will rise faster at 4.7% due to higher raw material costs. Employment will remain steady with a small decrease of 0.1%. Competition from developing countries improving technology will also be a challenge. However, demand from China and infrastructure projects in developing countries will help offset slower domestic growth. Demand for mining, power generation, and oil exploration equipment will remain strong.
This document outlines the scope of a market research study on the rigid plastic packaging market. It discusses three potential options for the scope of the study, which would analyze the global market or focus specifically on the Indian market. The study would include chapters covering market dynamics, size, segmentation by material, product, production process, end user, and region. It would also include competitive analysis and profiles of major players. The goal is to generate a substantial market database through primary and secondary research to provide industry insights and support clients' business decisions.
Manufacturing Report 2015: Overcoming the Five Barriers to Business GrowthSikich LLP
In a comprehensive survey, Sikich polled businesses in the manufacturing industry and uncovered 5 barriers that manufacturing companies need to overcome to continue their business growth.
Speaker: Chris Sullivan, Vice-President, Finance & Operations, IDC (Canada) Ltd.
More information including webcast found on the MaRS site at: http://www.marsdd.com/Events/Event-Calendar/Ent101/2008/marketing2-20080116.html
About UCI Applied Innovation:
UCI Applied Innovation is a dynamic, innovative central platform for the UCI campus, entrepreneurs, inventors, the business community and investors to collaborate and move UCI research from lab to market.
About the Cove @ UCI:
To accelerate collaboration by better connecting innovation partners in Orange County, UCI Applied Innovation created the Cove, a physical, state-of-the-art hub for entrepreneurs to gather and navigate the resources available both on and off campus. The Cove is headquarters for UCI Applied Innovation, as well as houses several ecosystem partners including incubators, accelerators, angel investors, venture capitalists, mentors and legal experts.
Follow us on social media:
Facebook: @UCICove
Twitter: @UCICove
Instagram: @UCICove
LinkedIn: @UCIAppliedInnovation
For more information:
cove@uci.edu
http://innovation.uci.edu/
This document discusses the importance of competitive intelligence (CI) for businesses. It provides an overview of CI processes and techniques including analyzing competitors, customers, technologies and the external environment. CI helps minimize threats and maximize opportunities. It is an important input for strategic decision making. The document emphasizes that CI requires collecting information from various sources, analyzing it to extract insights, and using those insights to make better strategic, operational and tactical decisions.
The document discusses competitive intelligence and provides guidance on developing an effective competitive intelligence program. It covers topics such as:
- The importance of minimizing threats from competitors and maximizing market opportunities.
- Following a disciplined process of information collection, analysis, and recommendations.
- Conducting benchmarking, SWOT analysis, and growth vector analysis to evaluate competitors.
- Developing key intelligence topics to guide strategic decision making.
- Implementing a competitive intelligence program can help improve planning, decision making, and strategy execution.
The CI Software Spectrum: Connecting, Automating & Distributing Intelligence ...Arik Johnson
The document discusses competitive intelligence (CI) software and its ability to automate, collaborate, synthesize, and connect CI producers and consumers. It reviews 10 CI software applications and vendors that were nominated by actual users. Key trends observed include CI software taking the form of development kits that can be customized more than packaged applications, and the rise of hosted options to route around IT department bottlenecks. The review finds an emerging "application poly-culture" with capabilities that can be combined through "mashups".
This document outlines the marketing plan development process for an NDT business. It includes sections on conducting a situation analysis, external analysis, internal analysis, and strategic analysis to determine the marketing strategy and operational plan. The situation analysis involves defining the vision, mission, current strategies, and business. The external analysis looks at market factors like trends, drivers, technologies, and competitors. The internal analysis uses frameworks like McKinsey 7S and Porter's value chain. SWOT and confrontation matrices are used in the strategic analysis to identify issues and options. The marketing strategy and operational plan will determine the marketing mix and communication approach. Customer segmentation and needs are also analyzed.
The webinar covered emerging procurement trends and strategies for chief procurement officers (CPOs) to address them. Panelists included experts from LLamasoft, SSPG, Elite Airline Services, and Next Level Purchasing Association. They discussed top trends like managing supply disruption risks and developing talent. CPOs were advised to leverage procurement as a profit center, focus on sustainability and relationships. Attendees then voted on trends they wanted to learn more about, like risk management and the role of technology. The summary highlighted key discussions and polls to prioritize future learning.
Mordor Intelligence provides custom market research and analysis services to over 750 clients across various industries. It has a team of 195 research professionals that conducts primary and secondary research to help clients make strategic decisions. Mordor Intelligence offers a range of services including custom reports, consulting, industry newsletters, and data updates tailored to each client's unique needs. It prides itself on its comprehensive research methodology that incorporates multiple data sources to provide accurate insights and recommendations.
Corum Group Tech M&A Monthly - April 2018 - Top Acquirer ProfileCorum Group
April's edition of Tech M&A Monthly, featuring an in-depth look at M&A in Q1 2018 and an interview with 2017 Top Acquirer Constellation Software's COO and Volaris CEO, Mark Miller
1 Outline for Completing the Marketing Plan Assignment .docxfelicidaddinwoodie
1
Outline for Completing the Marketing Plan Assignment
MKT501– Strategic Marketing
Use this format to plan your research and complete the SLP assignments. Your final paper in
module 4 SLP should follow this outline. Note that the letters “a, b, c…” and the numbers “i, ii,
iii, iv…” in the outline below are used to show the major issues you need to include in your
paper and you should not use these letters and numbers to organize your paper.
Cover Page (1 page)
a. Marketing plan title
b. Course title and number
c. Your name and date
d. Name of Instructor
e. Executive Summary (2 pages maximum)
f. Summary of what plan is designed to achieve
g. Summary of key elements of internal environment and external environment
analysis (only points that are relevant to understanding the action plan, only the
point, not the analysis)
h. Summary of prescribed goals and strategic approach to achieving them.
i. Summary of key actions that are outlined.
Table of Contents (as many pages as needed)
I. Product Statement (2 pages maximum)
j. Describe the company/organization
k. Provide brief background of the organization
l. Describe charge you have for this marketing plan
m. Provide a brief overview of what issue you are studying, and how a marketing
perspective can help address the issue.
II. Situation Analysis (3‐6 pages)
NOTE: only include sections which are relevant to your charge. The relevance of
each section of analysis should be clear to the reader.
a. External Environment Analysis
i. Context Analysis
Industry forces that might impact success of any actions taken
ii. Competitor Analysis
Any organization or message which may prevent any actions
taken from being successful
iii. Technological and Economical situation Analysis
iv. Political, legal and cultural Analysis
2
b. Customer Environment Analysis
i. Customer Analysis
ii. Collaborator Analysis
c. Internal Environment Analysis
i. Company Analysis
III. SWOT Analysis (3‐6 pages)
a. Strengths and Weaknesses(Internal)
i. Strengths
ii. Weaknesses
b. Opportunities and Threats (External)
i. Opportunities
ii. Threats
c. SWOT Table
IV. Issues Analysis (2 pages maximum)
a. Given your complete marketing analysis, what are the key issues which the
company/organization must understand in order to address the charge that is
being considered?
i. NOTE: This section concisely identifies the most important issues and
decisions that the organization is likely to face when trying to promote
the product in your charge
Bullet points (or numbered statements) are acceptable.
V. Goals and Objectives (2 pages maximum)
a. The goals and objectives should be stated clearly and concisely
i. (Think S.M.A.R.T.).
b. Do not “Discuss” the goals/objectives. Just present them.
i. Each goal/objective should be easily understood given your ...
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This document provides an overview of Hibbett Sporting Goods Inc. Key points include:
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This is the second part of a 2-part presentation. Just like the first part, it offers suggestions to help a declining company survive, even if it is in a declining industry. You might find what I call a good competitor and bad competitor interesting with the attitudes as to what is correct and not correct behavior in the US Presidential election (slides 24-28). Armed with knowing which your competitors are, you can plan your strategies. Also, looking at your supply chain, exploring where you should find partners is interesting. I hope they get you thinking.
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Automation growth research 2013 sylvia wowerSylvia Wower
Rapid growth (41%) was the most common reply among current customers, and those expecting either “very good” or “rapid” growth totaled more than three-quarters of those responding. In fact, just 12% of current customers surveyed listed their growth outlook as something other than “steady,” “very good,” or “rapid.”
Automation
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As a provider of raw materials for a host of industrial activities the chemical industry in 2013 will follow economic growth. That said, the industry is experiencing structural changes. The abundance of natural gas is providing cheap feedstock for both chemical and plastics industry. A number of global chemical manufacturer’s giants are strategically planning their relocation to US (especially PA) to benefit from this cost effective energy/ natural resource.
Next generation US military helicopter manufacturers losing ground to Asia and Europe
• Attack, Transport, and Utility Rotary Wing represents 43% (apx. 16,500 units) of total military aircraft fleets
• MRO spending in 2009 for Military Fleet generated $61 billion (38,500 units), expected to grow to $67.5 billion by 2018
• Rotorcraft market is strong, especially compared to declining sales in other aviation sectors
• 2009 Rotorcraft Export: Europe holds 55% of world market ($1.54 billion) while North America holds 38% ($1.071 billion)
The global aerospace and defense market grew by 9.8% in 2008 to $674.6 billion, and is forecasted to grow to $910 billion by
2013
• In 2008, the European aerospace and defense market generated $184.3 billion in total revenue, the Asian market generated
$124.6 billion, and the U.S. market generated $335.9 billion, capturing 49.8% of the global market
• Projected revenue over the next decade for the rotorcraft industry totals $143 billion for turbine rotorcraft and engine deliveries
- $27 billion for Civil airframe value
- $4 billion for Civil engine value
- $104 billion for Military airframe value
- $8 billion for Military engine value
• In 2009, new-build medium/heavy military rotorcraft revenues will be $6.7 billion, projected to be $10.3 billion in 2018
• Sikorsky Aircraft Corporation is expected to account for apx. 33% of the medium/heavy military rotorcraft market during
10-year forecast period
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• Boeing Company’s Integrated Defense System (IDS) expects to generate $34 billion in 2009
• 16% of Boeing Company’s revenue is international sales, primarily from Asia and Middle East (expected to grow 20% by 2011)
Macro Drivers:
• The EU is incorporating airlines into Emissions Trading Scheme (ETS) starting in 2012
• Brazil signed a $1 billion contract for new EC 725 Cougars with Eurocopter in Dec 2008 making the Cougar the standard
medium helicopter for Brazilian Navy, Army and Airforce
• France and Germany have an emerging joint requirement for a Heavy Transport Helicopter with a service entry of 2020
• Turkey will be purchasing a fleet of 12 Mi-28 “Havoc” attack helicopters from Russia, and not the US-made Cobra attack
helicopters originally requested
• By 2015 Russia plans to triple its world market share for non-military helicopters to 15%
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This document contains 17 slides summarizing research related to smart grid supply chain partners. It identifies potential partner companies using NAICS and SIC codes covering areas such as power distribution, construction, wiring installation, computer and electronics manufacturing, communications equipment, meters, sensors and other smart grid technologies. Example companies mentioned include ABB, Alcatel-Lucent, Aviat Networks, Black & Veatch, Brocade, Cisco, Cree, Cypress Semiconductor, and others.
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New Product Development / New Product Launch
New Market Entry / Market Scouting
Market Validation and Forecasting
Technology Scouting
Voice of Customer (CFP)
ISO/AS 9100 and other quality related initiatives
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1. Slide 1
Market Research Services- Basic
Approach Overview
DVIRC
2905 Southampton Road
Philadelphia, PA 19154
The Navy Yard
Building 100 Innovation Center
4801 S Broad St, Suite 100
Philadelphia, PA 19112
3. Slide 3
About Our Process:
DVIRC’s Market Research Approach Has Been Constructed To
help Grow Our Client’s Business Value.
As such, our research is designed to help Businesses Pursue:
Growth in Sales, Growth in Profitability and Success in
Execution.
4. Slide 4
The Roll of Market Research In a Competitive Strategy
In strategic planning it is highly recommended that components of Primary &
Secondary Research be included as tools to:
Validate Perceived Organizational Strengths
Scout Out – Feasible Market Opportunities
Call out and/or Confirm Weaknesses & Threats
Define Competitive Landscape & Intensity
6. Slide 6
Putting The Right Resources to Work….
Using the right tools at the right time makes our projects more impactful. We
keep the following in our Growth Planning Tool Kit:
Primary Research / VOC- Current, Former & Prospective
Secondary Research Pools/ Data Analysis Experts
Category Analysis Experts and simple to use tools, (i.e. Boston Matrix)
Expert Competitive Interviews, Competitive Analysis/ Five Forces
International Market Perspectives and Insights
Available Experts from RTI International, NIST and more
7. Slide 7
Primary & Secondary Research can help answer common
defining questions like:
Where are we?
What do we have to work with?
Where do we want to be?
How do we get there?
10. Slide 10
Moving forward With Primary Research:
Survey process involves:
A.Defining Survey Groups
• Current/Former Customers
• Competitors
• Prospective Customers
• Current Industry
• Industry and Market Scouting
• Industry leaders
A.Survey Creation and Client Review / Approval/ Revisions.
B.Survey Introduction to Customers
C.One-On-One customer surveying and data collection/ documentation.
D.Real time data gathering and reporting
E.Re-group on progress/address options surrounding elusive contacts
F.Survey Findings & Analysis Report & Presentation
G.Action Plan
11. Slide 11
Primary Research is a great tool to help in understanding the value that the market
places on your unique Value Proposition.
It can also enable you to move ahead quickly, leapfrogging situations that foster
intense rivalry (or a race to the bottom with regards to price positioning).
.
13. Slide 13
Are there any areas in which our company falls short when compared to other suppliers?
What, if anything, we can do to win more of your business? “They tend to be pretty arrogant, it's their way
or the highway, so they are not very customer-
oriented. It is not any one individual. It is just
their company philosophy.” Big Client, John
Smith, Head Engineer
After the Outreach Aggregate your Data
14. Slide 14
Generic Example of our Primary Research In Strategic Planning
Please note: Comments are copied verbatim and include grammar as received from survey respondents.
“I think if they continue the sales support and new
product development, what they have been doing is
great, but their backorder issues are always a
hindrance.” (Fosters and Smith)
“Have more product
available, not zero out
my POs for lack of stock.”
(All Pet Supply)
“The obvious would be not too many price
increases, keeping their pricing
competitive. Their packaging is wonderful.
It's a good line; it's just a matter of
placement and pricing.” (Royal Pet Supply)
IncreaseIncrease
ProductProduct
AvailabilityAvailability
IncreaseIncrease
ProductProduct
AvailabilityAvailability
“I guess maybe lower their
minimums for ordering to help
us. That would probably be the
biggest thing.” (Nash Finch)
CompetitiveCompetitive
PricingPricing
CompetitiveCompetitive
PricingPricing
LowerLower
MinimumsMinimums
LowerLower
MinimumsMinimums
Add Larger
Size Bags
Add Larger
Size Bags
“Add larger size bags.” (Bradley
Caldwell)
“Open up a warehouse in
the Midwest. No, I am
satisfied with Brown's and
what they do.” (General
Pet Supply)
ExpandExpand
DistributionDistribution
ExpandExpand
DistributionDistribution
What, if anything, could we do to win more of your business?
15. Slide 15
Among wild bird product suppliers, 44% projected 5-10% growth.
Among companion pet product suppliers naming a growth rate, most projected 5-10% growth.
What are your 12-month growth outlook and strategy for the wild bird/companion pet categories?
Please note: Percentages may not add to 100% due to rounding.
Wild Bird Companion Pet
16. Slide 16
Understanding Secondary Research:
Most of us are familiar with secondary research from doing
library research with books and periodicals.
With secondary research, someone else has done the
actual data-gathering in the field and has written it up in a
form that's easier for you to use.
Secondary research is generally much less time-
consuming and cheaper than primary research.
17. Slide 17
What Do You Need to Know For Your Growth Plan?
Start With a Look at Who is In Your Market
18. Slide 18
Industry Trends and Outlook
Food manufacturing
Annual Indicators Units 2008 2009 2010 2011 2012
Revenues
Revenues - Public Companies Mil. $ 100,487 100,101 111,724 130,338 142,748
change year ago % 11.0 -0.4 11.6 16.7 9.5
Cement Production Mil. $ 9,925 8,645 9,099 10,188 11,172
change year ago % -16.1 -12.9 5.2 12.0 9.7
Crushed Stone Production Mil. $ 17,638 17,145 16,726 18,684 21,643
change year ago % 34.5 -2.8 -2.4 11.7 15.8
Sand & Gravel Production Mil. $ 8,072 7,965 8,101 8,570 9,162
change year ago % 8.9 -1.3 1.7 5.8 6.9
Chemicals
Quarterly Indicators Units 2008 2009 2010 2011 2012
Revenues
Revenues - Public Companies Mil. $ 582,752 558,355 615,954 699,963 784,308
change year ago % 16.2 -4.2 10.3 13.6 12.0
Shipments - Basic Chemicals Mil. $ 725,427 730,576 760,822 807,459 847,880
change year ago % 9.2 0.7 4.1 6.1 5.0
Shipments - Agricultural Chemicals Mil. $ 43,158 47,861 50,677 53,716 56,821
change year ago % 31.4 10.9 5.9 6.0 5.8
Shipments - Paints & Adhesives Mil. $ 33,641 34,997 36,209 37,760 39,354
change year ago % -0.9 4.0 3.5 4.3 4.2
Knowing The Industry Drivers Can Keep You In Front of Growth Trends
19. Slide 19
High-Level Industry Segmentation (continued)
Top 20 industry segments by number of establishments (reference table to aid in calculating CONNSTEP’s market
penetration)
Line of Business Primary SIC Establishments
Printing, Publishing, And Allied Industries 27 1819
Industrial And Commercial Machinery And Computer Equipment 35 1570
Miscellaneous Manufacturing Industries 39 1118
Fabricated Metal Products, Except Machinery And Transportation Equipment 34 1090
Lumber And Wood Products 24 754
Electronic And Other Electrical Equipment And Components, Except Computer 36 721
Measuring, Analyzing And Controlling Instruments 38 585
Chemicals And Allied Products 28 514
Food And Kindred ProductsInclude Criteria 20 406
Transportation Equipment 37 368
Apparel And Other Finished Products 23 346
Rubber And Miscellaneous Plastics Products 30 307
Stone, Clay, Glass, And Concrete Products 32 284
Paper And Allied Products 26 230
Furniture And Fixtures 25 217
Primary Metal Industries 33 215
Textile Mill Products 22 146
Leather And Leather Products 31 80
Petroleum Refining And Related Industries 29 47
Tobacco Products 21 7
20. Slide 20
Compile Relevant Secondary Data Points for your Strategy
Aerospace and Defense - Annual Forecast Table
Annual Indicators Units 2009 2010 2011 2012
Revenue
Sales Revenues Mil. $ 415,931 433,620 448,576 483,721
change year ago % 8.7 4.3 3.4 7.8
Major Diversified Companies Mil. $ 218,647 226,099 226,862 240,880
change year ago % 8 3.4 0.3 6.2
Aerospace & Defense Suppliers Mil. $ 197,284 207,521 221,714 242,840
change year ago % 9.6 5.2 6.8 9.5
Company
Total Revenue
(US$)
Domestic Revenue
(US$)
Total
Employees
Boeing $64.3 Billion $38.1 Billion 160,500
AgustaWestland $50.5 Billion N/A 10,433
Lockheed Martin $45.8 Billion $38.4 Billion 132,000
Northrop Grumman $34.7 Billion N/A 117,000
General Dynamics $32.4 Billion $28.5 Billion 90,000
BAE Systems $32.6 Billion N/A 98,200
Bombardier Aerospace $17.6 Billion 1.0 Billion 65,370
Cessna Citation $10.5 Billion N/A 8,500
Sikorsky $6.318 Billion N/A 17,000
Eurocopter $6.4 Billion 784 Million 15,000
Piasecki $5.0 Million 5.0 Million 56
Bell Helicopter/Textron 4.2 Billion 599.2 Million 8,172
Top Regional Firms
New York, with a total of 30 aerospace players claims the largest share in the five-state area. Pennsylvania is second, with 13.
Government reduced their spending on
defense…
21. Slide 21
A Quick look at Competitive Benchmarking:
Please note: Competitor metadata descriptions include those of Hartz, D&D Commodities, Kaytee, Nunn-Better, and
Red River Commodities
CompetitorsCompany X
22. Slide 22
Hartz
Kaytee
Hagen
Red River Commodities
D&D Commodities
Higgins Premium Pet Foods
Vitakraft Sunseed
Wagner’s
Company X
Nunn-Better
Performance Seed
Website Grade
• The website www.fmbrown.com ranks 2,079,411 of the 4,054,028 websites that have been ranked so far.
• A website grade of 49/100 for www.fmbrown.com means that of the millions of websites that have previously been evaluated, an algorithm has
calculated that the F.M. site scores higher than 49% of them in terms of its marketing effectiveness.
• The algorithm uses a proprietary blend of over 50 different variables, including search engine data, website
structure, approximate traffic, site performance, and others.
• F.M. Brown has 183 pages indexed or stored on search engines (to support web optimization) in comparison to rivals like Hagen with their 23,000
and Hartz with over 5,300. Aside from the outliers in this category, the average index ranking was 231.5.
23. Slide 23
Competitive Benchmarking - Market Research Tools
Word Cloud Tools:
www.tagxedo.com
Free Website Assessment Tools:
.
•Examples include SEO Scores (http://www.seoscores.com/),
•Pear Analytics (http://www.pearanalytics.com/), and
•Website Grader (http://websitegrader.com/)
Moving Forward:
Use these Assessment Tools On Your Site and Your Competitions.
25. Slide 25
If properly performed your efforts will answer the
age old question:
How Are We Unique?
And, your efforts will also inform you of how to use
that to your advantage.
26. Slide 26
Threats
•Free services provided by IDCs and SBDCs
•Manufacturers’ business associations
•WIB
•Continued funding cuts
•Non-consumption of IMC services
•Expanding pool of direct competitors
Strengths
•Established reputation as a resource broker; connected to a broad
range of manufacturers in a concentrated region
•Known for a focus on small businesses, yet capable of working
with clients of various sizes
•Known for its ability to successfully execute a range of challenging
project types
•Solution selling expertise
•20-plus years of experience with the ability to service approx. half
the region’s manufacturers
•Ability to successfully identify and obtain grant funding
•As many as 90% of projects delivered with third-party talent
•Perceived “White Hat” positioning
Weaknesses
•Limited ability to attract new clients to IMC
•Database may not capture all large players
•Projects tend to be grant-driven
•Limited number of repeat clients
•Lack of focus on cluster data
•Internal struggle to clearly articulate Value Proposition
•Lack of internal resources/content experts (i.e. business
growth)
•Historic lack of focus on project revenue and margins
•Frequent inability to justify markup
Opportunities
•Double market penetration
•Establish presence among industries with high growth
potential
•Prioritizing market opportunities, targeting clusters
•Develop a consistent message for business world
•Develop a team behind a new IMC brand
•Bundling services; highlight top-line growth capabilities
•Create a new, dedicated strategic planning team
29. Slide 29
Supplier (Third-Party Partner) Power – Low
- Growing number of third-party
suppliers
- Various sizes/structures of
suppliers
- Relative ease switching
partners
- Limited distinction across third-
party groups
Substitutes – High
-Low cost of switching
-Non-consumption
-High buyer flexibility/low perceived
difference among consulting groups
-High degree of service alternatives
Buyers – High
-Low cost of switching
-Very price sensitive
-Low perceived difference among service
providers
-High degree of service alternatives
Competitive Landscape
Randomly Selected IMC
Rivals:
1. RPA Inc.
2895 South Reach Road
Williamsport, PA 17701
http://www.rpainc.org/
2. ESA Marketing, Inc.
416 Pine Street #201
Williamsport, PA 17701-6228
No website/employees 1-10
Revenue – $96K
3. Kolb Net Works (Web-based
marketing)
334 East 4th Street
Williamsport, PA 17701
http://www.kolbnetworks.com
4. Manufacturer & Business
Association
(Headquarters in Erie, PA)
2401 Reach Road, Suite 102
Williamsport, PA 17701
http://www.mbausa.org/
5. North Central Pennsylvania
SCORE
Williamsport, PA 17701
http://www.lycoming.org/score/
Competitive Rivalry – High
-High number of competitors
-Limited differentiation
-Risk margins for project volume
-Varying levels of service sophistication
-Varying levels of key account
“connectivity” and service migration
Barriers to Entry – Low
- Services are knowledge-based
and require expertise, but most professional
service companies strive to be more than
one-trick- ponies, as such full-service
consulting is an area that offers mass appeal.
- Brand identity builds confidence;
this limits the real-world growth potential for a
one person shop, but the downsizing of many
former execs has placed many new
owner/operators out in the field.
- Minimal investments in
technology and infrastructure are required; a
website, shared office space, and
little more are all most players need to be in
business.
30. Slide 30
Your Market Research Should Deliver Key Market Insights
The innovative, niche players and those who are
heavily financed take market share over those who
live day-to-day
The Alpha Position is a result of giving the market
what it wants faster and better than a rival
supplier