1、|Jacob CareerVenture0ContentGeneral Framework : first levelMarket entry case exampleSummaryCase scenarioTechniques: Drill down analysisBasic Concepts & Frameworks|Jacob CareerVentureThe megatrends framework provides an organized structure for brainstorming ideasIt forces us to think creatively about
2、 how current trends will affect the clientIt makes us think about the big pictureWe can then identify any important implicationsThe framework is useful at the beginning of a case to think about broader economic and demographic trends that might directly or indirectly affect the clientWhile thinking
3、about larger trends is important, this framework is very general and does not necessarily help determine our clients competitive advantageRelevant questions might include:What effect will the aging demographic have on this businessWhat are the major trends within this industry and within complementa
4、ry industriesBasic case frameworkMegatrend analysisMegatrend analysisMegatrends framework is a tool that allows us to think about how various trends might affect the industry and therefore the clientMegatrendsSocial/culturalTechnologicalEconomicEnvironmentalDistributionPoliticalDemographic1 |Jacob C
5、areerVentureBasic case frameworkMegatrend analysisMegatrend analysisMegatrends framework is a tool that allows us to think about how various trends might affect the industry and therefore the clientMegatrendsSocial/culturalTechnologicalEconomicEnvironmentalDistributionPoliticalDemographicDemographic
6、Single parent familiesAging populationWorkforce/job mobilityWomen in workforceChild safety devices/servicesChildcare servicesHouse sizesHousehold conveniences & FacilitiesHealthcareTravelPensionIncomePart-time workersHealth clubsFemale specific servicesBigger/lessFrequent shoppingTripsWorking clothe
7、sLanguage classesMore transport servicesFinancial services2 |Jacob CareerVenture3 Source：2009 Wharton casebook ; CareerVentureBasic case framework3C3C analysisThe 3Cs are Customer, Company and Competition. This is a basic framework but is very useful. It is especially applicable to business strategy
8、 and new market opportunity questions.CompetitorCustomerCompanyIndustry analysis (5 forces)Size of competitorsMarket sharesCompetitors responsesCurrent strategyStrategic value of product and commitmentCorporate goalsCapabilitiesEconomies of scale/scopeResources: financial, channels, organization,Int
9、angiblesRelative product positionSubstitutesExpected response to Competitive movesEconomic value to the customer:Who is the customer?MarketSizeGrowthSegmentationSharesMaturityTrendsProductPriceDifferentiationLife CycleTechnologySubstitutesEconomicsCosts & ProfitabilityCapacity to develop productCapa
10、city to produce productExperience curveFinancialsChannelsIntangiblesFitStrategy and visionStrengths/weaknessesCultureResourcesOrganization StructureBrand equityCore competencies|Jacob CareerVenture4 Source：2009 Wharton casebook ; CareerVentureBasic case framework4P4P analysisThis is a useful framewo
11、rk for evaluating marketing cases. It can be applied to both products and services. The Four Ps consist of: Price, Product, Promotion & PlaceProductPromotionPricePlace The price a firm sets for its product or service can be a strategic advantage. Consider how pricing is being used in the context of
12、the case presented to you. The product or service may provide a strategic advantage if it is the only product or service that satisfies a particular intersection of customer needs. Promotional activity (including advertising, discounting to consumers and suppliers, celebrity appearances, etc.) can b
13、e used to create or maintain consumer awareness, open new markets, or target a specific competitor. The physical location of a product or service can provide an advantage|Jacob CareerVentureBasic case frameworkIndustry life cycleIndustry life cycleThe industry life cycle framework provides basic inf
14、ormation about a firm or an industrys current situation, allowing us to better assess the right strategyThe industry lifecycle can be helpful in understanding the situation currently facing a clientIt is a flexible framework that is used in many situationsIt is often easy to identify the current sta
15、geThe Lifecycle pattern can be applied to products, companies and industriesLifecycles can span from a few years to many decades, although they have become shorter in recent years; They can also be rejuvenatedRelevant questions includeWhat is the appropriate action to take considering the current li
16、fecycle stage?Will the clients product rejuvenate or begin a new lifecycle?5 |Jacob CareerVentureBasic case frameworkIndustry life cycleIndustry life cycleThe industry life cycle framework provides basic information about a firm or an industrys current situation, allowing us to better assess the rig
17、ht strategyEmergingGrowthMaturityDecliningSalesLowRapidly risingPeakDecliningCostsHigh cost per customerAverage cost per customerLow cost per customerLow cost per customerProfitsNegativeRisingPeakDecliningCustomersInnovatorsEarly adoptersMiddle majorityLaggardscompetitorsFewGrowing numberStable numb
18、er beginning to declineDeclining numberLife cycle stageCharacteristicsStrategic objectivesCreate awareness and product trialMaximize market shareMaximize profit and defend market shareReduce expenditure and milk the brand6 |Jacob CareerVenture7 Source：2009 Wharton casebook ; CareerVentureBasic case
19、frameworkBCG matrixBCG MatrixThe BCG Matrix, named after the Boston Consulting Group (BCG), is perhaps the most famous 2x2 matrix. The matrix measures a companys relative market share on the horizontal axis and its growth rate on the vertical axis.|Jacob CareerVenture8 Source：2009 Wharton casebook ;
20、 CareerVentureBasic case frameworkBCG matrixSpecializeSeek nichesConsider acquisitionsEvaluate potential for leadership via segmentationGrowSeek dominanceMaximize investmentSpecializeSeek nichesConsider exitIdentify growth segmentsSpecializeInvest SelectivelyIdentify growth segmentsInvest stronglyMa
21、intain PositionTrust leadersStatesmanshipTime exit & divest Prune linesMinimize investmentPosition to divestMaintain overall positionSeek cash flowInvest at maintenance levelSuggested strategic optionsIndustry AttractivenessHighMediumLowWeakMediumStrongRelevant questions includeShould our client con
22、tinue to invest money in a particular divisionWhat types of strategies should client pursue?Relative competitive position|Jacob CareerVenture9 Source：2009 Wharton casebook ; CareerVentureBasic case frameworkPorters 5 ForcesHow much bargainingpower do suppliers bear?What is the threat of new entrants
23、 into the market?How much bargaining p o w e r d o b u y e r s have?What is the threat of substitute products or services?Porters 5 ForcesPorters 5 forces framework captures industry attractiveness by examining both horizontal and vertical sources of competitionThe Five Forces framework can be used
24、to assess an industrys profitability, or rate of return on capital relative to the cost of capitalIt includes three sources of horizontal competition(substitutes, entrants, and established rivals) and two sources of vertical competition(suppliers and buyers)Often this framework is useful in answerin
25、g initial questions about the industry as it currently exists, such as how companies in the industry compete (price, innovation, etc.)This framework is limited in that it is static and only captures forces external to the firmRelevant questions includeWhat is the industry structure? How competitive
26、is the industry?How much leverage do suppliers and customers have, and what does this mean for the client?|Jacob CareerVenture10Value Chain AnalysisRelationship with suppliers; JIT delivery; cost structure of raw materiallabor & capital utilization; cycle time; qualityChannels of distribution; inter
27、mediariesResearch &Development method & effectiveness of marketing; cost of customer acquisition; sales force issuesfree repair hotline; warranties; bonus plan; frequent customer discountUse the value chain to: 1. Identify components of costs. 2. Identify components of profits. 3. Relate activities
28、and core competencies. |Jacob CareerVenture114Value add in supply chain PC industry exampleValue addedComponentsAssemblyDistributionSoftwareCPUDRAMLCDMonitorMotherbordLocal assemblyMarketingE-commerceDistributionLocal sourcing8Service-enhancedProduct orDelivered ServicePolicySatisfied CustomerCorpor
29、ate StrategyFocus: SurvivalBusiness StrategyFocus: Distinctive CompetenceCost LeadershipProduct DifferentiationFocus (cost or differentiation)Operations StrategyFocus: Competitive PrioritiesCost Flexibility Quality DeliveryImplementationCapability BuildingResourcesProcessProductStructureInfrastructu
30、reOther FunctionalStrategiesMarketingFinanceHuman ResourcesEngineeringInformation SystemsSkinner, 1969Hofer & Schendel, 1978Alignment IIAlignment IValue Chain AnalysisValue add in supply chain PC industry example|Jacob CareerVenture12ContentGeneral Framework : first levelMarket attractiveness case e
31、xampleSummaryCase scenarioTechniques: Drill down analysis|Jacob CareerVenture13Market entry case scenariosSource: CareerVenturePromotion & campaignEnter new marketNew product launchExisting marketNew-market Existing productNew productNew businessdevelopment|Jacob CareerVenture14ContentGeneral Framew
32、ork : first levelMarket attractiveness case exampleSummaryCase scenarioTechniques: Drill down analysis|Jacob CareerVenture15General types of Market Entry CasesCase Types Enter a new geographical marketplaceEnter a new industry Enter a new segmentLaunch a new product in the market we already play Mai
33、n goalSeek for growth opportunityStrategic move/Make quick money Key issueMarket attractivenessLocalization? (glocalization)Market attractivenessCapability Market Attractiveness,Competition, Leverage existing businessMarket attractiveness,Customer needs, Product cannibalization, Competitive response
34、 Turn around/Seek for growth opportunityExamplesWechat is considering entering Indian MarketHuayi Brother is establishing theatre lines and theme park,Walmart & yihaodian Google bought Youtube, News corporation Unilever/ P&GCosmetic BrandsOther consumer goods|Jacob CareerVenture16General framework o
35、f market entry cases（1）Source: CareerVenture0. Market definitionGeographic new marketNew/related business New/related customer segmentationValue chain upstream/ downstream 1. Market attractivenessSizeGrowth Profitability2. Competition environmentCustomer （1）segmentation (size ,growth, share, profita
36、bility) （2）needs/preference （3）distribution （4）Competitor （1）market share/position （2）core competency : product? distribution?. （3）possible reactionsCapability|Jacob CareerVenture17General framework of market entry cases（2）Source: CareerVenture3. Barriers to enter : can we play ?Identify unsatisfied
37、 customer needs/preferenceIdentify barriers to enter (1)non-customer : regulation, capital requirement ,tech (2)customer : distribution, product differentiation , brand loyalty5. How to enter Joint ventureM & AStart from scratch 4. Company strategyCore competency and resources Market position and st
38、rategy Steal share or expand category?How to deal with competitors possible reactions6. NPV/Breakeven analysis7. How to exit/risk analysisIf I have time.Bonus points!|Jacob CareerVenture18NPV Analysis- Value of the series of cash flows (or income) generated by the investment, minus the cost of initi
39、al investment. Only investments with a positive NPV should be considered.Net Present Value = Initial Investment Cost Present Value of Investments Future Cash Flows (Income) C0 = The cost of the Initial InvestmentC1, C2, Cn = Cash flows (or income) expected from investment in years 1, 2, . up to year
40、 n.r = Discount Rate (estimated expected return from an investment of a similar risk type )|Jacob CareerVenture19Case example（1）Apparel . CoSource：CareerVentureClient ProblemVictor Cheng LOM case #1Lay out structureConclusion 美国某服装品牌进入中国市场Whats the priority for considerationEnter or not? If enter, b
41、y how?|Jacob CareerVenture20ContentGeneral Framework : first levelMarket attractiveness case exampleSummaryCase scenarioTechniques: Drill down analysis |Jacob CareerVenture21Source: CareerVenture Understand competitionAnalyze customer needDefine the marketMatch competenceFirst-level analysis1Further
42、 analysis2product, geography, segmentationAssess market size, profitability, and growth Identify relevant trends (regulatory, technological, etc.)Identify key success factorsEvaluate risksKey players & Competitive intensityShare and positioningCore competencies and resourcesLikely reaction to entryD
43、ifferentiationCost structureSegmentation (size, profitability, share, growth)Drivers of purchase behavior (product, price, promotion and place)Power in the marketIdentify Gaps in Customer Needs Core competencies Potential positioning and price positioning Source of volume - steal share (from whom?)
44、or expand category? Niche or mass strategy? Cost structure - scale v- scope economies Capital expenditure required Potential returnsDetermine methods to entryIdentify potential risks The number of channels in new marketUsing break-even analysis The location of new channelsCost-benefit analysis Wheth
45、er M&A or partnership Organic Financial, cannibalization Inorganic Competitive reaction, product life-cycleMarket Entrys decision making roadmapEnter new market|Jacob CareerVenture22Case example - Traffic Signal CompanyThe client is a company that installs and maintains traffic signals. It is a smal
46、l company based in California. They are considering expanding into the Tri-state market, especially Manhattan. They want our help to determine whether they should enter the Manhattan market.Client Problem installation and maintenance Maintenance to be done for ALL signals and NOT only newly installe
47、d ones Price of one signal system - $100,000 (install) Maintenance 15,000 / yearBusiness model Single contract for maintaining ALL traffic signals in Manhattan. Contracts awarded by bidding to highest bidder. Competition Incumbent is the largest traffic signal company in the North EastApproximate to
48、 80 streets long and 25 streets wide to account for the tapered shape of Manhattan. Hence, 2000 intersectionsDuration of contract = 3 years Cost of Installation Labor 5 workers Wage rate/worker/hr = $35 Time per signal system = 6 hrs Cost of MaintenanceLabor 2 workers Time per signal system = 4 hrs
49、No of incidents per year = 2|Jacob CareerVenture23Answer Market size:No. of streets in Manhattan, vertical and horizontal. Use this to determine no. of intersections Each intersection has 1 traffic signal system Each system lasts for 20 yearsHence, 1/20 of signals replaced every year Installation ma
50、rket - $10M ($100,000 * 2000*1/20) Maintenance market - $30M (2000*15,000)Approximate to 80 streets long and 25 streets wide to account for the tapered shape of Manhattan. Hence, 2000 intersectionsCostsCost of signal system = $85,000 Transportation = $0 (it is sourced locally) InstallationMaintenanc
