This document outlines a strategic pyramid framework for an organization. It recommends focusing resources on the most important countries and activities, having aligned strategies across departments, doing strategic planning upfront and reviewing annually, aligning objectives with competitors, and ensuring proper incentives. It also provides data on the most and least expensive international cities to do business. Finally, it outlines a strategic market segmentation approach that categorizes markets as growth and hold, balance, income, or opportunistic based on factors like market size and revenue potential to guide resource allocation.

1. SENZATIONS
2015
STRATEGIC PYRAMID

2. WHY HAVE A STRATEGIC PYRAMID
 Focus all departments on most important countries and
activities
 Have a template which strategy and sales, and product
management and R&D agree on
 Do hard work up front and review each year (fight the
war and stop the monthly battles)
 Line up strategic objective with the position of your main
competitors
 Allows for proper HR emphasis, rewards and incentives
 Saves $ and time

3. MOST EXPENSIVE CITIES
The Cost of Doing Business
***Least Expensive International Locations***Most Expensive International Locations
Location
Caracas
Geneva
Stockholm
Stavanger
Hong Kong
Zurich
London
Paris
Oslo
Riyadh
Per Diem Total
$611
$547
$528
$524
$523
$509
$508
$502
$497
$495
Location
Mexico City
San Jose
New Delhi
San Salvador
Tianjin
Mumbai
Johannesburg
Bangalore
Guatemala City
Cape Town
Per Diem Total
$252
$250
$245
$242
$242
$229
$213
$210
$209
$195

4. STRATEGIC MARKET SEGMENTATION
General characteristics top
priority- “growth & hold”

5. ASIA PACIFIC REGION
 Indonesia
 Korea
 Australia
 Japan
 Brunei
 Hong Kong
 India
 Malaysia
 PRC
 New Zealand
 Sri Lanka
 Singapore
 Thailand
 Taiwan
 Philippines

6. STRATEGIC MARKET SEGMENTATION
General characteristics top
priority- “growth & hold”

7. EMEA REGION
 Russia
 France
 Sweden
 Germany
 Italy
 Belgium
 Netherlands
 Slovak Republic
 Egypt
 Spain
 Poland
 Saudi Arabia
 Czech. Republic
 Hungary
 Romania
 South Africa

8. General Characteristics
Top Priority- “Growth & Hold”
 Large Addressable Market ($500M)
 Largest Revenue Opportunity (>$150M)
 Highest Priority Markets
Balance
 Large Addressable Market ($300M)
 Largest Revenue Opportunity (>$70M)
 High Priority Markets
Income
 Profitability is Key
 Addressable Market Potentially
 Smaller Revenue Opportunity ($40M)
Opportunistic
 Relatively Small Addressable Market
 Smaller Revenue Opportunity ($1-40M)
 Low priority markets due to size of opportunity or
risk
STRATEGIC MARKET SEGMENTATION
“Establish”
India, Japan, PRC
“Hold/Growth”
Taiwan
“Establish”
Indonesia, Malaysia,
Philippines, Thailand
“Hold/Growth” Korea
Australia, Brunei, Sri Lanka
Hong Kong, New Zealand, Singapore

9. STRATEGIC MARKET SEGMENTATION
“Establish”
France, Germany
“Hold/Growth”
Saudi Arabia,
Netherlands, Poland
“Establish”
South Africa, Spain, Italy
“Hold/Growth”
Russia, Egypt
Romania, Hungary, Slovak Republic
Sweden, Czech Republic, Belgium