COMPETITOR CONTROL OVERVIEW

7  Volumes per target Competitor

 COMPETITOR OPPOSITION, INTERDICTION + CONTROL

Opposition ... how to oppose and overcome a competitor in each and every one of their markets and customer bases!

Interdiction ... how to interdict and confine a competitor in all aspects of their business planning and aspirations!!

Control ... how to control and dominate a competitor in terms of their operations and their product or resource development!!!

     The REPORT ON COMPETITOR OPPOSITION, INTERDICTION + CONTROL is published for only one reason - to allow a reader to completely understand a specific target company and thereby enable one to tactically and strategically oppose, interdict and control that Competitor.

     It is rare that one would simply wish to put a competitor out of business. In the long term it is usually better to control the competitor. To reduce the competitor's income and profitability and thus restrict their ability to develop products or markets; thereafter forcing that competitor into niche products and markets - being those that are most convenient to one's own company. To manoeuvre the competitor in respect of the costs, margins and pricing of their own products so that in effect the competitor becomes an ancillary operation (of one's own company) which is allowed to keep certain low profit or low volume customer sectors or markets. Thus one can cream off the most profitable markets and leave the less profitable ones to the competitor.

The REPORT ON COMPETITOR OPPOSITION, INTERDICTION + CONTROL is a unique compendium on how to succeed against a Competitor:-

• 5,400 pages in 7 Volumes


• Printed books or on DVD-rom


• The competitor - dissected


• Every conceivable What if...? scenario explored


• Historic Data from 1997 and Forecasts to 2045


• Detailed checklists


• Reader worksheets


• Unlimited telephone hot line support


• Unlimited telephone conferences with the editors


• 'Option to Buy' & Contents & Index service


• Databases available as spreadsheets (Access & Excel)


• In-house War gaming seminars


• Corporate Attack P.R. package


• On-going Combat Training for executives

In short...  the Competitor is defenceless!

The REPORT ON COMPETITOR OPPOSITION, INTERDICTION + CONTROL consists of 7 printed volumes per Target Competitor:

Volume 1            MARKET + SALES INTERDICTION

Volume 2            PRODUCT OPPOSITION

Volume 3            MARKETING CONTROL

Volume 4            STRATEGIC OPPOSITION

Volume 5            CORPORATE INTERDICTION

Volume 6            OPERATIONAL CONTROL

Volume 7            MARKET RESEARCH

The reports consist of 5,000 pages presented in 7 individual volumes on the product DVD. Dispatch 14-21 days. $9950

NOTES

THE INDUSTRY

Figures given by each
COUNTRY
STATE
REGION
by YEAR

STRUCTURE:
New Technology
Production & Process Investments
Plant + Equipment in use
by Year:
< 3 Years
3-6 Years
6-9 Years
> 9 Years

 P&E Investments:
< Depreciation
= Depreciation
> Depreciation

CONCENTRATION:
4 / 8 / 20 / 50 Largest Companies

IMMEDIATE CUSTOMER BASE PROFILE:
Wholesale
Retail
Manufacturers
OEM
Government
Consumers

EMPLOYMENT:
City data
Regional data

COST STRUCTURE:
Payroll
Materials
Value Added

INVENTORY STRUCTURE:
Total Inventory
Finished Products
Work in Progress
Materials.

CAPITAL EXPENDITURE STRUCTURE:
Totals
P + E
Buildings + Structures

INDUSTRY STRUCTURE:
Concentration
Customer Base Profile
Employment
Costs
Inventory
Capital Expenditure
Asset Structure

THE INDUSTRY:
New Technology
Investments
Production/ Process Technology Investments
P & E in Use
P&E Investments.

INDUSTRY
FINANCES:

Data by each
Country
State
Region
by YEAR
Profits
Profitability
Margins
Return on Capital
Sales
Total Assets
Current Assets
Current Liabilities
Capital Employed
Capital Usage
Sales/ Employee
Capital Employed
Employee
Profit/ Employee
Remuneration
Sales/ Payroll
Capital Employed
Payroll
Liquidity
Stock Turnover
Credit Period

LOCATIONS

Figures & Maps are given by each
Country
State
Region
by YEAR for
CUSTOMERS
SUPPLIER
INDUSTRY
by Regions
Cities
Towns

THE MARKET

MARKET SUMMARY

THE MARKET:
Total Market by
Country
State
Region
by Year
1997-2045

MARKET CONSUMPTION: Market Consumption
Market Trends
given by each
Country
State
Region
City
by each
INDUSTRY
PRODUCT Group
and/or
MARKET Sector
by YEAR
1997-2045

This section has some 190 pages of Market data which gives an analysis of each Product (as listed below) by Country and by Each Year 1997-2045.

MARKETING
Sales & Selling Costs
Distribution / Handling Costs
Advertising Costs
After-Sales Costs
Total Marketing Costs

MARKETING COSTS:

Data by each
Country
State
Region
by YEAR to 2045
 

New + Launch Products plus on-going, established or mature products: Sales & Selling Costs, Distribution, Warehousing, Handling & Processing Costs, Advertising & Promotional Costs, After-Sales, Total Marketing Costs.

MARKETING FACTORS

Figures by each
COUNTRY
STATE
REGION

Some 200 issues are examined under the headings:- PRODUCT / MARKETING / SUPPLIER / DISTRIBUTION / CUSTOMER FACTORS

THE PRODUCT

PRODUCT PROFILES: Product Profiles for Each product by country by year 1997-2045.

PRODUCT MARKETING:
Sales & Selling; Distribution / Handling; Advertising; After-Sales; Marketing

PRODUCT PROCESS:
New Technology + Production/ Process Investments; P & E in Use; P&E Investments.

PRODUCT FINANCES:
Profits/ Total Assets; Profit/ Sales; Sales/ Total Assets; Profit/ Capital Employed; Sales/ Employee; Capital Employed/ Employee; Profit/ Employee; Remuneration/ Employee; Sales/ Payroll; Sales/ Stock; Current Ratio; Credit periods.

PRODUCT LAUNCH

Data given by EACH Country/ State/ Region by YEAR on New Products + Product Revisions on Adoption, Conversion and Market Growth.

SEGMENTATION

Data given by EACH Country/ State/ Region. Some 60 issues are probed:-

MARKET SEGMENTATION:
Pricing, Availability, Convenience, Distribution, Customers, Psychographics, Branding, Market Stretching

PRODUCT SEGMENTATION:
Quality, Performance, Technology, Service, Product Fragmentation

THE SURVEYS

There are over 300 vital questions answered in these surveys. The analysis shows exactly the person behind the purchase decisions (at the various levels) and analyses the situation before, during and after the purchase. Once one has identified and analyzed the company or individual, it is possible make optimum sales and marketing plans.

THE END USERS + CONSUMERS:
Figures given by EACH Country/ State/ Region by QUESTION to provide an insight of End User and Consumer attitudes, perceptions and needs.

THE BUYERS:
Data for Buyers are given by EACH Country/ State/ Region by QUESTION as an extensive analysis of the Buyer & Consumer of the item at the various levels of product flow from Supplier to Consumer.

CONSUMER OR BUYER LEVEL:
The Buyer Profile is a matrix by YEAR and by Age Group (7 ranges) / Social Class (6 ranges) / Geographic Location (Region + City)

THE DISTRIBUTION CHANNELS:
Figures are given by EACH Country/ State/ Region by QUESTION thus providing a quantification of Distribution Channel requirements, experiences and attitudes.

INDUSTRY PERFORMANCE:
An analyses of a large number of questions on the specific Performance of the Companies within the Industry.

VOLUME 1     MARKET + SALES INTERDICTION

MARKET + SALES INTERDICTION is the process whereby the reader outlines the mechanisms that may be used to interdict the market and sales efforts of a Competitor. In crafting the necessary itinerary the reader needs all the background information which will reduce effort and cost and thereafter make the onslaught on a Competitor as vigorous as possible.

VOLUME 1.1.1    THE COMPETITOR

MEDIAN MARKET SCENARIOS : BALANCE SHEET + COSTS FORECAST

VOLUME 1.1.2   BEST MARKET SCENARIOS : BALANCE SHEET + COSTS FORECAST

VOLUME 1.1.3    WORST MARKET SCENARIOS : BALANCE SHEET + COST FORECAST

These sections provide three sets of Balance Sheet and Cost Forecasts for a Competitor which cover Best, Median and Worst market condition scenarios. Each of these forecasts cover the following scenarios: MARKETING EXPENDITURE, NEW PRODUCT DEVELOPMENT, MARKET SEGMENTATION, NEW PLANT + EQUIPMENT INVESTMENT, NEW TECHNOLOGY INVESTMENT, DISTRIBUTION CHANNEL IMPROVEMENT, COST STRUCTURE IMPROVEMENT, PRICE CUTTING EFFECT, PRICE INCREASE EFFECT, QUALITY IMPROVEMENT, EXPORT SALES IMPROVEMENT & PERSONNEL + STAFF IMPROVEMENT.

The forecasts give the reader a comprehensive understanding of the opportunities and problems in planning the Market and Sales Interdiction of a Competitor. Each of the scenarios offer an opportunity for the reader to isolate specific targets for action during the various programmes potentially undertaken by a Competitor. Whatever course of action is taken by a Competitor, under whatever market condition, the reader will have the data necessary to constraint the manoeuvres of a Competitor.

VOLUME 1.2.1     MARKET AVAILABILITY - REVENUE + TURNOVER PROJECTIONS

The MARKET AVAILABILITY section looks at the actual and potential revenue available to a Competitor in each of the national markets listed. Thus the reader can focus market and sales interdiction on those markets which are most valuable to a Competitor and avoid wasting time and effort on those markets of little actual or potential value to a Competitor.

VOLUME 1.3.1     COMPETITOR MARKETS

COMPANY MARKETS cover the characteristics and make-up of each of the national markets in which a Competitor currently operates or which they are likely to enter in the future. In existing markets one can immediately employ hampering tactics and in potential future markets one can lay ambushes.

VOLUME 1.3.2     PRODUCT MARKET DATA

In order to put market and sales interdiction into context it is necessary to understand the overall markets in which a Competitor operates and this section provides full market data for the Products.

VOLUME 1.3.3    PRODUCT MARKET SECTORS

As essential as the overall market picture, is a focused view of each and every Product or Market Sector which is important to a Competitor. It is often more effective to attack key product or market sectors serviced by the company than the entire product or market base of a Competitor.

VOLUME 1.4.1    COMPETITOR SALES PROMOTION

Having assessed all the market and product options available to a Competitor it then is necessary to consider the SALES PROMOTION tactics used by, and available to, the company. The reader will want to consider individual elements of these tactics, SALES PROMOTION, SALES CAMPAIGNS, PROMOTION EVALUATION, PROMOTIONAL PERFORMANCE & SALES PROMOTION COSTS - and thereby formulate intrigues to contradict a Competitor.

VOLUME 1.4.2     PRODUCT MARKETING

As a background to the Sales and Marketing activities of a Competitor it is vital to peruse the overall industry and market situation and this section deals with the Marketing outlook of the Products.

VOLUME 1.4.3    FINANCIAL SCENARIOS FOR COMPETITOR SALES MANAGEMENT : BALANCE SHEET FORECAST + COST FORECAST

Sales Management at a Competitor have many options available to them if they encounter difficult or unprofitable market conditions. These options include: SALES COST IMPROVEMENT, PRODUCT PRICE CUTTING, PRODUCT PRICE INCREASE, PROMOTIONAL EXPENDITURE, TARGET MARKETS DEVELOPMENT, ORDER TAKING IMPROVEMENTS, PRODUCT POSITIONING, PRODUCT BRANDING + MULTI-BRANDING INVESTMENT, CUSTOMER / ORDER PROCESSING SYSTEMS INVESTMENT, SYSTEMS INVESTMENT, OVERSEAS DEVELOPMENT & SALES PERSONNEL + STAFF IMPROVEMENT - and it is in the interest of the reader to be able to observe the effects of these options on the profitability and success of a Competitor. In many cases the reader would be delighted if a Competitor were to take a course of action which may lead to reduced profits - however where a Competitor employs a gambit which will increase their profits and success then one would wish to recognize this danger and counter it as soon as possible.

VOLUME 1.5.1    COMPETITOR PRODUCT SUMMARY

Market and Sales Interdiction of a Competitor involves activity for each major Product sector. This section gives information of the relative importance, profitability and prospects for each product sector crucial to a Competitor. The reader can use this data to see exactly what products are potentially the most indispensable to a Competitor and consequently which should be first attacked.

VOLUME 1.6.1     COMPETITOR SALES FORCE DECISIONS

Once the reader understands the SALES FORCE DECISIONS pursued by, and convenient to, a Competitor one can then decide on which operations can be implemented to reverse the sales efforts made by a Competitor.

The factors to consider are as follows:- BUYER-SELLER RELATIONSHIP, SALES FORCE INTERACTION, SALES FORCE SIZE DECISIONS, SALES FORCE DESIGN, SALES-FORCE STRUCTURE, SALES FORCE SELECTION, SALES FORCE TRAINING, SALES FORCE COMPENSATION, SALES FORCE EMPLOYMENT, SALES FORCE SUPERVISION, SALES FORCE EVALUATION & SALES FORCE COSTS - and this section covers each of these facets and how they impinge on a Competitor - and the reader's itinerary for market and sales interdiction.

VOLUME 2     PRODUCT OPPOSITION

PRODUCT OPPOSITION allows the reader to engineer the techniques which can interpret and appraise the strengths and weaknesses of the products offered by a Competitor. With this perspective the reader can neutralize each of the product strengths of a Competitor and manipulate every product weakness.

VOLUME 2.1.1
COMPETITOR BALANCE SHEET + COSTS FORECAST : NEW PRODUCT DEVELOPMENT

VOLUME 2.1.2
BALANCE SHEET + COSTS FORECAST : PRODUCT + MARKET SEGMENTATION

VOLUME 2.1.3
BALANCE SHEET + COSTS FORECAST : PRICE CUTTING EFFECT

VOLUME 2.1.4
BALANCE SHEET + COSTS FORECAST : PRICE INCREASE EFFECT

VOLUME 2.1.5
BALANCE SHEET + COSTS FORECAST : QUALITY IMPROVEMENT

The first five sections in this volume considers the effect on the balance sheet and costs of a Competitor if the company should employ certain product critical business tactics. The use of these tactics will direct the reader to the most appropriate method of reducing the profitability and success of a Competitor. Whatever the scheme adopted by a Competitor the reader can immediately reverse the ploy by adopting the appropriate Product Opposition device.

VOLUME 2.2.1     PRICING OBJECTIVES are by far the most important and critical factors in respect of the products offered by a Competitor. Any product opposition scheme embraced by the reader must have a pricing posture. If one can nullify and cripple the product pricing strategy of a Competitor - then one is well on the way to achieving ultimate product opposition. The section looks at the following pricing ingredients at a Competitor:- PRICE BASIS, PRICING OBJECTIVES, MULTIPLE PARTY PRICING, PRICING DECISIONS, PRICING MODELS, PRICE CHANGES, PRICE CHANGE DECIDERS, COMPETITOR PRICE REACTION & PRODUCT PRICING.

VOLUME 2.3.1     PRODUCT MARKETING

The overall Marketing environment shown in this section gives readers a detailed view of marketing activity, issues and costs for the Products.

VOLUME 2.3.2     COMPANY PRODUCT PROFILES for each of the Products significant to the profitability and prosperity of a Competitor are given in this section. The information shows the solidity or vulnerability of each product sector.

VOLUME 2.4.1     COMPANY PRODUCT + MARKET TARGETS for a Competitor represents an essential mission for the reader executing a Product Opposition offensive. The points for readers to consider are:- MARKET SEGMENTATION, MARKET ATTRIBUTES, PRODUCT SEGMENTATION, MARKET BASES, TARGET MARKETS & MARKET SEGMENT DECISIONS.

VOLUME 2.5.1     COMPETITOR PRODUCT-MIX

If one can oppose the PRODUCT MIX game-plan of the company then it becomes increasingly possible to overturn the company's profitability and product attainment. The effect of product mix tactics dictate the overall customer offering of the company and the specific aftermath of the disruption of the mix is customer confusion and loss of income. The focus is on PRODUCT CONCEPT, PRODUCT-MIX STRATEGY, PRODUCT ITEMS - LINES - MIX, PRODUCT-MIX CHARACTERISTICS, PRODUCT-MIX QUALITY, PRODUCT-MIX ALTERNATIVES, PRODUCT-MIX OPTIMIZATION, PRODUCT-MIX AUDIT, PRODUCT STRATEGY & BRAND STRATEGY.

VOLUME 2.6.1     COMPANY QUALITY + PRODUCT CONTROLS structure the basis of medium and long-term product survival. The reader must seek to oppose product quality and quality controls at a Competitor in order to defeat the company's product integrity in the medium and long term.

VOLUME 2.6.2     BALANCE SHEET + COSTS FORECAST : QUALITY IMPROVEMENT

The Balance Sheet and Cost effect of QUALITY IMPROVEMENT at a Competitor is shown in this section and demonstrates the pressure points available (for the reader to exploit) in the financial performance of a Competitor.

VOLUME 2.6.3     BALANCE SHEET + COSTS FORECAST : NEW PRODUCTS

A Competitor may plan NEW PRODUCTS and the reader will see the balance sheet and cost effects of such an agenda. Also shown are the inherently vulnerable targets of such a scenario.

VOLUME 2.7.1     COMPANY PRODUCT EVOLUTION In order to plan medium and long-term product opposition the reader must be aware of PRODUCT EVOLUTION at a Competitor. The topics covered suggest a host of diversionary intrigues to thwart their product advancement objectives:- PRODUCT LIFE CYCLE, PRODUCT-LINE STAGE, PRODUCT INTRODUCTIONS, PRODUCT GROWTH, PRODUCT MATURITY, COMPETITIVE STRATEGIES & PRODUCT DECLINE.

VOLUME 2.8.1     COMPANY NEW PRODUCT CRITERIA forms the basis of the long-term product opposition of the company. If the reader is to be successful in opposing the product offerings of the company then one must subvert the product programme of a Competitor. In this section one evaluates new product opposition:- NEW PRODUCT PERCEPTIONS, NEW PRODUCT RATING, NEW PRODUCT ORGANIZATION, SOURCES OF NEW PRODUCTS, NEW PRODUCT GENERATION, PRODUCT SCREENING, NEW PRODUCT PROFITABILITY, PRODUCT DEVELOPMENT FACTORS, PRODUCT DEVELOPMENT RATING, NEW PRODUCT TESTING, PRODUCT COMMERCIALIZATION, PRODUCT ADOPTION & NEW PRODUCT DIFFUSION.

VOLUME 2.9.1     COMPETITOR SECTOR SURVEY FINDINGS This section divides the product offerings of the company into sectors which are convenient for analysis and thereafter assault. The products are grouped according to the operational and organizational conditions of the company and the ability to attack segregated product target sectors improves the ability of the reader to oppose the products of the company. The strengths and weaknesses of company product sectors are derived from surveys of the company's END USERS, DISTRIBUTION CHANNELS, BUYERS & CUSTOMER PERFORMANCE.

VOLUME 2.9.2     COMPANY CURRENT ADVERTISING + MARKETING APPRAISAL

Each Product Sector offering of a Competitor is probed in this section and CURRENT ADVERTISING + MARKETING APPRAISAL analysis is given for each product sector.

VOLUME 2.9.3     COMPANY SHORT-TERM COMPETITIVE ISSUES for each of the product offerings of the company is given in this section. A highly detailed examination of some 90 questions concerning the short term competitiveness of products from a Competitor is shown and, through this data, one can define particular competitive issues which will help in product opposition.

VOLUME 3    MARKETING CONTROL

MARKETING CONTROL is one of the most immediate ways one can use to overcome, oppose and manipulate a Competitor. The nature of the market and the tools of marketing are ideally suited to the purposes of the reader when controlling and obstructing the marketing activities of a Competitor.

VOLUME 3.1.1     COMPANY MARKETING STRATEGY To conspire to control the marketing impact of a Competitor it is fundamental for the reader to explore exactly how the company is DEVELOPING A MARKETING STRATEGY. When one appreciates the present and future marketing strategy at the company one can then go forward and arrange for the conclusive control of this strategy. The section spotlights the following matters:- MARKET POSITION, MARKETING MIX, QUALITY -v- PRICE, SALES TARGETS, MARKETING BUDGET, PRODUCT PRICING, MARKETING BUDGET ALLOCATION, MARKETING TACTICS, MARKETING IMPLEMENTATION + CONTROL, MARKETING SUMMARY & MARKETING OBJECTIVES.

VOLUME 3.2.1     COMPANY MARKETS An assessment of the major markets covered by the company. The data determines the target markets which the reader must seek to dominate and control - and thereby exclude a Competitor.

VOLUME 3.2.2     PRODUCT MARKET SUMMARY The marketing control of the company is preoccupied with the Product markets and this section provides data on the various national markets imperative to the company. In controlling the marketing activities of the company one needs to monitor these markets.

VOLUME 3.2.3     GEOGRAPHY : DISTRIBUTION OF THE CUSTOMER BASE In order to control the marketing endeavours of a Competitor one must understand the geography of the markets and the customer bases. In this section the reader can observe the geographic aspects of controlling the company and shepherding their customers and distribution channels. Topics covered include:- NATIONAL CONSUMERS GEOGRAPHY, DISTRIBUTION OF THE CUSTOMER BASE, DISTRIBUTION CHANNELS + EMPLOYMENT & CONSUMERS PURCHASES.

VOLUME 3.2.4      PRODUCT MARKETING issues are covered in this section and thereby one gains a rationale for the manipulation of the marketing activities of a Competitor.

VOLUME 3.3.1     COMPANY PROMOTIONAL MIX at a Competitor represents the retail face of their marketing activities and this must be infiltrated and destroyed by the reader if one is to achieve marketing control of the company. The facts reviewed and studied are:- ADVERTISING -v- SELLING, PUBLICITY + SALES PROMOTION, PROMOTION MIX, ADVERTISING RATING, PERSONNEL SELLING RATING, PROMOTION + ORGANIZATION, SALES COSTS, ADVERTISING COSTS, DISTRIBUTION COSTS & MARKETING COSTS.

VOLUME 3.4.1     PRODUCT MARKET SHARE One of the principal techniques for the marketing control of a Competitor is the use of MARKET SHARE engineering. One can use the application of marketing expenditure in ways that will either wipe out the market share of the company - or alternatively make that market unprofitable for the company because their own reaction in increasing marketing expenditure will wipe out their margins and thus their profitability. An analysis on the incremental effects of marketing expenditure -v- market share at the company is shown here.

VOLUME 3.5.1     BALANCE SHEET + COSTS FORECAST : PROFIT & ROI SCENARIOS

The PROFITABILITY & RETURN ON INVESTMENT SCENARIOS BALANCE SHEET + COST FORECASTS shown in this section suggest the various possibilities open to a Competitor when trying to improve profitability and ROI. One should seek to influence and control these aspects of marketing and thereby control the company. The scenarios considered are:- FIXED MARKETING COST, VARIABLE MARKETING COST, GENERAL MARKETING PROCESS COST, DISTRIBUTION+ PRODUCT DELIVERY COST, ADMINISTRATIVE+ GENERAL EXPENSE, SELLING COST, ADVERTISING COST, PROMOTIONAL+ PRICING COST, RESEARCH+ PRODUCT COST, MARKET SHARE BUILDING, MARKET SHARE HOLDING & MARKET SHARE HARVESTING.

VOLUME 3.6.1     COMPANY ADVERTISING STRATEGY Marketing Control of a Competitor undertakes to modify the company's ADVERTISING STRATEGY and the reader must consider the control of the following elements:- ADVERTISING BUDGET DECISIONS, ADVERTISING STRATEGY APPRAISAL & ADVERTISING COSTS. The deviation and interference of advertising activities at the company is one of the easiest and most fruitful assignment for the reader.

VOLUME 3.6.2     COMPANY ADVERTISING MESSAGE GENERATION is a key element of the marketing effort made by a Competitor and as such the reader will want to damage or belittle their ADVERTISING MESSAGE.

VOLUME 3.6.3     COMPANY ADVERTISING MEDIA SELECTION at a Competitor can be influenced to great effect and one should consider mutating or deflecting the MEDIA VEHICLE EVALUATION of the company and thereby control this aspect of the company's advertising thinking.

VOLUME 3.6.4      COMPANY ADVERTISING TIMING of a Competitor is critical to their investment in advertising and thus the reader should attempt to reschedule or interrupt the timing. This will produce control of the company advertising and will effect their ADVERTISING EFFECTIVENESS, ADVERTISING MONITORING & ADVERTISING RATING.

VOLUME 3.6.5      COMPANY COMMUNICATIONS methodology at the company is a key to their presence in the marketplace. One must seek to counter and misinform this communication procedure and thereby achieve control of their media output. Items under consideration are:- PERSUASION PROCESSES, COMMUNICATION DECISIONS, AUDIENCE + CHANNEL RATING & ADVERTISING MESSAGE RATING.

VOLUME 3.7.1     COMPETITOR ADVERTISING + MARKETING APPRAISAL In planning the demise of the marketing function at a Competitor, and thereafter assuming marketing control, the reader must view the company in relation to their overall COMPETITOR STANDING. In this section an analysis is given which compares the company and each of their major competitors - this indicates the weak points for the company and denotes stress points for the reader to probe and manipulate.

VOLUME 3.7.2      COMPANY COMPETITOR ENVIRONMENT in which the company operates forms the base reference for the marketing control of the company. One needs not only to evaluate the company, but also their competitors and this section provides data for individual named competitors.

VOLUME 3.7.3      SHORT-TERM COMPANY COMPETITOR ISSUES profile powerful points of product & market comparison for the relative success, or otherwise, of the competitors of a Competitor. One will need to know how to use these competitor issues against the company in order to gain marketing control.

VOLUME 3.7.4      SHORT-TERM COMPETITOR CONSIDERATIONS survey the relative competitive situation for a Competitor. The comparative corporate performance of the company in relation to individual competitors represents an imperative for the reader in one's planning for the marketing restrain of the company.

VOLUME 4    STRATEGIC OPPOSITION

STRATEGIC OPPOSITION is a medium and long-term approach to neutralize a Competitor and their strategic aspirations. In order to undertake such opposition it is obligatory that the reader understand the Strategic thought and planning at a Competitor. Once the reader comprehends the strategic objectives of the company it then becomes clear how to oppose that strategy.

VOLUME 4.1.1     COMPETITOR HISTORIC BALANCE SHEET

An assessment of the HISTORIC BALANCE SHEET of the company provides a grounding to permit the reader to interpret the reasons for, and the requirements of, strategic planning at a Competitor.

VOLUME 4.1.2      BALANCE SHEET + COSTS FORECAST : MEDIAN MARKET SCENARIO

The MEDIAN MARKET SCENARIO BALANCE SHEET + COSTS FORECAST shows the likely basis on which a Competitor will plan strategic activities. This is therefore the optimum scenario for the reader to consider when attempting to evaluate strategic thinking at the company.

VOLUME 4.1.3      PRODUCT INDUSTRY FINANCIAL PERFORMANCE In addition to their own historic financial experiences, both a Competitor executives and our reader, will need to understand the overall financial performance of the industry. This section provides background industry financial information for the deliberation of the reader.

VOLUME 4.1.4      PRODUCT MARKETING Just as a Competitor interacts financially with the industry so does the company interact with the overall industry marketing performance. This section indicates industry marketing activities and thereby helps the reader in the strategic marketing opposition of the company.

VOLUME 4.2.1      COMPANY STRATEGIC LONG TERM PERFORMANCE

The STRATEGIC LONG TERM PERFORMANCE of a Competitor crystallises the motivation for the reader whilst executing the strategic opposition of the company. This section highlights each and every aspect of the strategic planning of the company. These factors are:- LONG TERM STRATEGIC CONSIDERATIONS, CRITICAL FACTORS FOR PROFITABILITY, BASE FINANCIAL + OPERATIONAL FORECAST SCENARIO, THE MARKET ENVIRONMENT, MARKET SERVICED, CUSTOMER FACTORS, PRODUCT FACTORS, RELATIVE PRICING, QUALITY, NEW PRODUCTS, MARKET SHARE, COMPETITIVE SITUATION, LONG TERM INDUSTRY GROWTH, PHYSICAL PROCESS CONSIDERATIONS, CAPITAL STRUCTURE, VERTICAL INTEGRATION, MARKETING + SALES COSTS, PRODUCT DEVELOPMENT + PROCESS DEVELOPMENT COSTS, DISTRIBUTION, MARKET PENETRATION, MANAGEMENT, PERSONNEL + STAFF, COST STRUCTURE IMPROVEMENTS, ADDED VALUE, INVESTMENT, MARKET SHARE CHANGE, CUSTOMER BASE, MEDIUM + LONG TERM STRATEGIES, BUILD MARKET SHARE, HOLD MARKET SHARE, HARVEST MARKET SHARE, MARKETING EXPENDITURE, NEW PRODUCT DEVELOPMENT, MARKET SEGMENTATION, NEW PLANT + EQUIPMENT INVESTMENT, NEW TECHNOLOGY INVESTMENT, DISTRIBUTION CHANNEL IMPROVEMENT, COST STRUCTURE IMPROVEMENT, PRICE CUTTING EFFECT, PRICE INCREASE EFFECT, QUALITY IMPROVEMENT, EXPORT SALES IMPROVEMENT, PERSONNEL + STAFF IMPROVEMENT, FIXED MARKETING COST OBJECTIVES, VARIABLE MARKETING COST OBJECTIVES, GENERAL MARKETING PROCESS COST OBJECTIVES, DISTRIBUTION + PRODUCT DELIVERY COST OBJECTIVES ADMINISTRATIVE + GENERAL EXPENSE OBJECTIVES, SELLING COST OBJECTIVES, ADVERTISING COST OBJECTIVES, PROMOTIONAL + PRICING COST OBJECTIVES, RESEARCH + PRODUCT COST OBJECTIVES, MARKET SHARE BUILDING OBJECTIVES, MARKET SHARE HOLDING, MARKET SHARE HARVESTING, SALES COST IMPROVEMENT, PRODUCT PRICE CUTTING, PRODUCT PRICE INCREASE, PROMOTIONAL EXPENDITURE, TARGET MARKETS DEVELOPMENT, ORDER TAKING IMPROVEMENTS, PRODUCT POSITIONING, PRODUCT BRANDING + MULTI-BRANDING INVESTMENT, CUSTOMER / ORDER PROCESSING SYSTEMS INVESTMENT, SYSTEMS INVESTMENT, OVERSEAS DEVELOPMENT, SALES PERSONNEL + STAFF IMPROVEMENT, MATERIALS + ENERGY COST SCENARIOS, PAYROLL + STAFF COST SCENARIOS, ADMINISTRATION COST SCENARIOS, CAPITAL COST SCENARIOS, PLANT + EQUIPMENT COST SCENARIOS, SALES + MARKETING COST SCENARIOS, NEW PRODUCT + NEW TECHNOLOGY COST SCENARIOS, DEPRECIATION + CAPITALIZATION SCENARIOS, SHORT TERM BORROWING SCENARIOS, LONG TERM FINANCIAL SCENARIOS, FINANCIAL + DEBT SERVICING COST SCENARIOS, TRADING + OPERATING MARGINS + PROFITABILITY SCENARIOS, PROFIT IMPACT FROM MATERIALS COST REDUCTION, PROFIT IMPACT FROM PAYROLL COST REDUCTION, PROFIT IMPACT FROM PROCESS COST REDUCTION, PROFIT IMPACT FROM DISTRIBUTION COST REDUCTION, PROFIT IMPACT FROM CUSTOMER HANDLING COST REDUCTION, CAPITAL INVESTMENTS OPTIONS: PROCESS PLANT + EQUIPMENT, CAPITAL INVESTMENTS OPTIONS: PREMISES, CAPITAL INVESTMENTS OPTIONS: DISTRIBUTION / HANDLING, CAPITAL INVESTMENTS OPTIONS: CUSTOMER HANDLING SYSTEMS, PRODUCT COST IMPROVEMENTS, PRODUCT QUALITY IMPROVEMENT, CUSTOMER HANDLING IMPROVEMENTS, NEW EQUITY SCENARIOS, BANK BORROWING: BASE SCENARIOS, BANK BORROWING: 3% INFLATION SCENARIOS, BANK BORROWING: 6% INFLATION SCENARIOS, BANK BORROWING: 9% INFLATION SCENARIOS, BOND / DEBENTURES SCENARIOS, ASSET SALES: 5% OF ASSETS SCENARIOS, ASSET SALES: 10% OF ASSETS SCENARIOS, ASSET SALES: 25% OF ASSETS SCENARIOS, SELF GENERATED FUNDS: WORST SCENARIOS, SELF GENERATED FUNDS: BEST SCENARIOS + TRADING CREDIT EXTENSION + MARGIN REDUCTION SCENARIOS.

VOLUME 4.3.1     BALANCE SHEET + COSTS FORECAST : NEW TECHNOLOGY INVESTMENT

NEW TECHNOLOGY INVESTMENT at a Competitor is a crucial issue for the long-term profitability, or otherwise, of the company. Thus one must plan for the impact of new technologies at a Competitor.

VOLUME 4.4.1     INDUSTRY PRODUCTION + PROCESSES The reader must pay attention to the dominant INDUSTRY PRODUCTION + PROCESSES if one is attempting to evaluate the efforts of a Competitor in the overall industry and thereby layout strategic opposition to the company. Covered here are NEW TECHNOLOGY INVESTMENT, PRODUCTION TECHNOLOGY INVESTMENT, PLANT + EQUIPMENT & PLANT + EQUIPMENT INVESTMENT issues.

VOLUME 4.5.1     COMPANY TECHNOLOGY INNOVATION The key to the future success of a Competitor is their aptitude with TECHNOLOGY INNOVATION and thus the reader must plan to oppose the technological abilities of the company. The arguments to contemplate are NEW TECHNOLOGY RISK, TECHNOLOGY DIFFUSION & NEW TECHNOLOGY ADOPTION.

VOLUME 4.6.1      COMPANY TECHNOLOGY EVOLUTION at a Competitor represents the commitment of the company to look to the future rather than the past. The reader too must seek strategic opposition for the future and must therefore be aware of the following: TECHNOLOGY DEVELOPMENT, TECHNOLOGY DECISIONS, TECHNOLOGY INITIATIVES, TECHNOLOGY SCREENING, TECHNOLOGY IMPACT, TECHNOLOGY COSTING, NEW TECHNOLOGY FUNDING & TECHNOLOGY IMPLEMENTATION.

VOLUME 4.7.1     BALANCE SHEET + COSTS FORECAST : EXPORT SALES IMPROVEMENT

The attractiveness of a strategic plan for a Competitor to develop overseas is shown in this section. The reader will need to style strategic opposition to a Competitor in overseas markets as well as domestic markets.

VOLUME 4.7.2     COMPANY OVERSEAS DEVELOPMENT In considering OVERSEAS DEVELOPMENT a Competitor will formulate strategic options in terms of target markets and budget objectives. The reader will desire to frustrate these ambitions and will thereafter plot their downfall in the following respects:- OVERSEAS ENVIRONMENTS, EXPORT PRODUCT TARGETING, OVERSEAS DECISIONS, MARKET SELECTION DECISIONS, ENTRY DECISIONS, OVERSEAS DEVELOPMENT STRATEGY, OVERSEAS MARKETING-MIX DECISIONS, OVERSEAS ORGANIZATION & POTENTIAL OVERSEAS MARKETS.

VOLUME 5    CORPORATE INTERDICTION

CORPORATE INTERDICTION is used as a permanent solution to the problem of a Competitor. In viewing the possibilities of a corporate solution to a Competitor the reader is effectively considering the purchase of a Competitor and thereafter the break-up of the company. Clearly this resolution not only destroys a competitor, but is also likely to prove a profitable enterprise in its own right as the buyer can keep those parts of a Competitor which are attractive and sell or close down parts of the company which are unwanted for whatever reason.

 VOLUME 5.1.1     COMPETITOR BASIC DATA

This section gives the BASIC DATA for a Competitor and covers all published or filed public information.

VOLUME 5.1.2     COMPETITOR HISTORIC BALANCE SHEET

VOLUME 5.2.1
MARKET BASED FINANCIAL DATA FORECAST

VOLUME 5.2.2
BALANCE SHEET + COSTS FORECAST : MEDIAN MARKET SCENARIO

VOLUME 5.2.3
BALANCE SHEET + COSTS FORECAST : BEST MARKET SCENARIO

VOLUME 5.2.4
BALANCE SHEET + COSTS FORECAST : WORST MARKET SCENARIO

The above five sections provide historic financial and balance sheet information for a Competitor as well as a base financial forecast. In addition there are three financial forecasts based on market conditions. From this information the reader will discern the short and medium term prospects for a Competitor and the advisability, or otherwise, of an attempted acquisition of a Competitor.

VOLUME 5.2.5     COMPETITOR ACQUISITION VALUATION

The reader will immediately need an ACQUISITION VALUATION of a Competitor and this section gives a candid and discriminating valuation of a Competitor and the company's various assets.

VOLUME 5.3.1     COMPETITOR BREAK-UP + ASSET SALES

The reader will want to know the potential for the BREAK-UP + ASSET SALES of a Competitor and this section surveys the available assets in terms of products, operations, subsidiaries and other resources which one should consider. Items covered: ASSETS AVAILABLE, ASSETS, PRODUCTS & POTENTIAL ASSET PURCHASERS.

VOLUME 5.4.1      COMPETITOR ACQUISITION COST FORECAST

VOLUME 5.4.2      BALANCE SHEET + COSTS FORECAST : ACQUISITION COST FINANCING

The above two sections establish the costs and financial consequences of the acquisition of a Competitor as a strategy of corporate interdiction. The ACQUISITION COST FINANCING SCENARIO BALANCE SHEET + COST FORECAST demonstrates the likely costs of the acquisition of a Competitor and the financing of the purchase. Items covered are: NEW EQUITY SCENARIOS, BANK BORROWING: BASE SCENARIOS, BANK BORROWING: 3% INFLATION SCENARIOS, BANK BORROWING: 6% INFLATION SCENARIOS, BANK BORROWING: 9% INFLATION SCENARIOS, BOND / DEBENTURES SCENARIOS, ASSET SALES: 5% OF ASSETS SCENARIOS, ASSET SALES: 10% OF ASSETS SCENARIOS, ASSET SALES: 25% OF ASSETS SCENARIOS, SELF GENERATED FUNDS: WORST SCENARIOS, SELF GENERATED FUNDS: BEST SCENARIOS & TRADING CREDIT EXTENSION + MARGIN REDUCTION SCENARIOS.

VOLUME 5.5.1      COMPETITOR COST STRUCTURE FORECAST

VOLUME 5.5.2     BALANCE SHEET + COSTS FORECAST : COST STRUCTURE IMPROVEMENT

The above two sections look at the potential and attractiveness of radical corporate surgery to a Competitor and its operations subsequent to acquisition. The reader will require financial forecasts to diagnose the possibility of structural improvements and cost cutting at the company and this section furnishes the COST STRUCTURE IMPROVEMENT SCENARIO BALANCE SHEET + COSTS FORECASTS for a Competitor. Scenarios for possible action are covered: MATERIALS + ENERGY COST SCENARIOS, PAYROLL + STAFF COST SCENARIOS, ADMINISTRATION COST SCENARIOS, CAPITAL COST SCENARIOS, PLANT + EQUIPMENT COST SCENARIOS, SALES + MARKETING COST SCENARIOS, NEW PRODUCT + NEW TECHNOLOGY COST SCENARIOS, DEPRECIATION + CAPITALIZATION SCENARIOS, SHORT TERM BORROWING SCENARIOS, LONG TERM FINANCIAL SCENARIOS, FINANCIAL + DEBT SERVICING COST SCENARIOS & TRADING + OPERATING MARGINS + PROFITABILITY SCENARIOS.

VOLUME 5.6.1     PRODUCT NORMS The INDUSTRY NORMS in this section show the overall financial performance of the industry in which a Competitor operates. This forms a reference point and backdrop to the financial record of a Competitor.

VOLUME 5.7.1     COMPETITOR CORPORATE SURVEY FINDINGS The acquisition of a Competitor will very much depend on the company's standing in the marketplace and the opinions of the customer base, buyers and distribution channels. Thus the CORPORATE SURVEY FINDINGS is essential reading. This section covers: COMPANY SURVEYS, SURVEY OF COMPANY END USERS, SURVEY OF COMPANY SERVICE NETWORKS + DISTRIBUTION, SURVEY OF COMPANY BUYERS & SURVEY OF COMPANY PERFORMANCE.

VOLUME 5.8.1     COMPETITOR CURRENT ENVIRONMENT section of this volume highlight each of the operations of a Competitor and sets out information on a wide array of CRITICAL FACTORS AND PARAMETERS and CORPORATE COVERAGE for each of their operations. This data is useful for the reader in appreciating which operations are worth preserving and which should be closed or sold off to third parties.

VOLUME 5.9.1     COMPETITOR SURVEY FINDINGS Just as the corporate operations of a Competitor are vital to an understanding of the company, so to are the corporate activities of the Company's competitors. Thus the reader will find in this section a complete investigation of COMPETITOR SURVEY FINDINGS with which to compare the relative performance and efficiency of the company. Items covered include: SURVEY OF COMPETITOR END USERS, SURVEY OF COMPETITOR SERVICE NETWORKS + DISTRIBUTION, SURVEY OF COMPETITOR BUYERS & SURVEY OF COMPETITOR PERFORMANCE.

VOLUME 6    OPERATIONAL CONTROL

OPERATIONAL CONTROL tends to be a specialized confrontation whereby the reader will evolve techniques which allow the control of physical undertakings, systems and process aspects of a Competitor activity. In these circumstances the reader can enter into alliances with third parties to deflect the product distribution, administration or processes of a Competitor. Such alliances can place the reader in a position of power which on one's own may not be achievable.

 VOLUME 6.1.1     COMPETITOR CHANNEL DECISIONS

The reader is presented in this section with the information to allow Operational Control of the CHANNEL DECISIONS available to a Competitor. The topics include: INTERMEDIARIES, CHANNEL LEVELS, PRODUCT CHANNELS, CHANNEL FLOWS, INTERMEDIARIES, PHYSICAL PRODUCT FLOWS, OWNERSHIP FLOWS, PAYMENT FLOWS, INFORMATION FLOWS, PROMOTIONAL FLOWS, CHANNEL CHANGES, VERTICAL CHANNEL, HORIZONTAL CHANNELS, CHANNEL POSITION, CHANNEL COMPETITION, CHANNEL DESIGN, CHANNEL OBJECTIVES, CHANNEL CHARACTERISTICS, CHANNEL ALTERNATIVES, CHANNEL EVALUATION, PRODUCT CHANNEL EVALUATION, PRODUCT CHANNEL ADAPTABILITY, CHANNEL MANAGEMENT, PRODUCT CHANNEL MANAGEMENT & CHANNEL MODIFICATIONS.

VOLUME 6.1.2     COMPANY PHYSICAL DISTRIBUTION

Operational Control of the discrete facets of PHYSICAL DISTRIBUTION at a Competitor is proposed in this section and the reader will be able to regard the following components:- DISTRIBUTION SCOPE, DISTRIBUTION EFFICIENCY, PHYSICAL DISTRIBUTION SYSTEM FLOW CHART, PHYSICAL DISTRIBUTION OBJECTIVES, LEVEL  + COST OF SERVICE, DISTRIBUTION COSTS, ALTERNATIVES IN PHYSICAL DISTRIBUTION, PRODUCT AVAILABILITY DECISIONS, LOCATION DECISIONS, DISTRIBUTION RESPONSIBILITY & DISTRIBUTION DECISIONS.

VOLUME 6.1.3     BALANCE SHEET + COSTS FORECAST : DISTRIBUTION CHANNEL IMPROVEMENT

DISTRIBUTION CHANNEL IMPROVEMENT is one option for a Competitor and this will effect the profitability of the company. In light of this the reader must be aware of this scenario and be able to take measures to counter such activities.

VOLUME 6.2.1     COMPANY ADMINISTRATION OBJECTIVES

The compromising of the ADMINISTRATION OBJECTIVES of a Competitor will devise an influential manoeuvre on the part of the reader and such Operational Control of a Competitor will require attention to the following:- ADMINISTRATION FUNCTIONS, PERSONNEL + STAFF PERFORMANCE, HUMAN RELATIONS, STAFF SELECTION + TRAINING EFFICIENCY, ORGANIZATION, CUSTOMER HANDLING, OPERATING PROCEDURES + SYSTEMS, ORDER HANDLING, ORDER PROGRESS, ORDER DELIVERY, AFTER-SALES RATING, ORGANIZATION DECISIONS, COMMUNICATIONS + OBJECTIVES, ADMINISTRATION COMMUNICATION, ADMINISTRATION CONTROLS, SECURITY + PRODUCT PROTECTION, QUALITY CONTROL PROCEDURES, ACCOUNTING PRACTICES + PROCEDURES, ORDER TAKING + PROCEDURES, ORDER DELIVERY + CONTRACT PERFORMANCE, AFTER-SALES SERVICES + PROCEDURES & LEGAL CONDITIONS + TERMS OF BUSINESS.

VOLUME 6.3.1     COMPANY MANAGEMENT OBJECTIVES

Certainly the prime direction of the Operational control of a Competitor involves frustrating the company's MANAGEMENT OBJECTIVES and to this effect the reader must give importance to the major elements of these controls:- MANAGEMENT DIRECTION, MANAGEMENT LEVELS, MANAGER OBJECTIVES, MANAGER CONTROL, MANAGEMENT CONTROL MEASUREMENT, MANAGEMENT PROCEDURES, MANAGEMENT ETHIC, MANAGEMENT TASKS, MANAGER RESPONSIBILITIES, MANAGEMENT DELEGATION, MANAGEMENT CHANNELS, MANAGEMENT RATINGS, SUPERVISORY / BOARDROOM MANAGEMENT, EXECUTIVE SUPERVISORY TEAM, SENIOR MARKETING MANAGEMENT, SENIOR PRODUCT + PROCESS MANAGEMENT, SENIOR FINANCIAL MANAGEMENT, SENIOR ADMINISTRATIVE MANAGEMENT, MIDDLE SALES + MARKETING MANAGERS, MIDDLE SOURCING / PROCESS / DISTRIBUTION MANAGERS, MIDDLE FINANCIAL + ACCOUNTING MANAGERS, MIDDLE ADMINISTRATION + PERSONNEL MANAGERS, SALES + CUSTOMER SERVICE PERSONNEL, BUYING / PROCESS / DISTRIBUTION STAFF, CREDIT + ACCOUNTING STAFF & ADMINISTRATIVE + SECRETARIAL STAFF.

VOLUME 6.3.2     BALANCE SHEET + COSTS FORECAST : PERSONNEL + STAFF IMPROVEMENT

The reader must be aware that a Competitor may adopt a course of action for PERSONNEL + STAFF IMPROVEMENT and this section exhibits the likely effects of such actions on the company's financial performance.

VOLUME 6.4.1     COMPANY PROCESS PRINCIPLES

The description of the PROCESS PRINCIPLES of a Competitor will encourage the reader to attain operational control of the company. The physical processes of a Competitor form critical factors in company costs and margins and thus one must seek to influence:- PHYSICAL SYSTEMS, FLEXIBILITY OF PROCESSES, PROCESS MANAGEMENT, PROCESS DEMANDS, PROCESS AUTOMATION & AUTOMATION RATING.

VOLUME 6.4.2      BALANCE SHEET + COSTS FORECAST : NEW PLANT & EQUIPMENT INVESTMENT SCENARIOS

NEW PLANT & EQUIPMENT INVESTMENT SCENARIOS are likely gambits for a Competitor and the reader ought to heed the possible financial consequences of such scenarios:- PROFIT IMPACT FROM MATERIALS COST REDUCTION, PROFIT IMPACT FROM PAYROLL COST REDUCTION, PROFIT IMPACT FROM PROCESS COST REDUCTION, PROFIT IMPACT FROM DISTRIBUTION COST REDUCTION, PROFIT IMPACT FROM CUSTOMER HANDLING COST REDUCTION, CAPITAL INVESTMENTS OPTIONS: PROCESS PLANT + EQUIPMENT, CAPITAL INVESTMENTS OPTIONS: PREMISES, CAPITAL INVESTMENTS OPTIONS: DISTRIBUTION / HANDLING, CAPITAL INVESTMENTS OPTIONS: CUSTOMER HANDLING SYSTEMS, PRODUCT COST IMPROVEMENTS, PRODUCT QUALITY IMPROVEMENT & CUSTOMER HANDLING IMPROVEMENTS.

VOLUME 6.5.1     PRODUCT INDUSTRY PRODUCTION + PROCESSES

Any investments undertaken by a Competitor is framed within the overall context of INDUSTRY PRODUCTION + PROCESSES and thus the reader must be aware of:- NEW TECHNOLOGY INVESTMENT, PRODUCTION TECHNOLOGY INVESTMENT, PLANT + EQUIPMENT & PLANT + EQUIPMENT INVESTMENT.

VOLUME 6.6.1     COMPETITOR SHORT-TERM COMPETITIVE CONSIDERATIONS show the relative performance of the operational aspects of a Competitor when compared with the industry as a whole. This section will identify to the reader those areas which require attention and action.

VOLUME 7    MARKET RESEARCH

This volume consists of about 860 pages

This volume provides a complete and comprehensive MARKET RESEARCH report on all markets in which a Competitor currently operates or has the potential to operate in the future.

The market research is exhaustive and highly detailed and supplies the reader with a substantial foundation for decision making in respect of action against a Competitor.

 VOLUME 7.1.1     PRODUCT MARKET - TRADE CELL

The first part of the volume is devoted to the national Trade Cell markets which are essential to the understanding of the marketplace.

VOLUME 7.1.2     PRODUCT MARKET SUMMARY

VOLUME 7.1.3     PRODUCT MARKET DATA

VOLUME 7.1.4     PRODUCT MARKET SECTORS

VOLUME 7.1.5     GEOGRAPHY + DISTRIBUTION OF THE CUSTOMER BASE

VOLUME 7.2.1     PRODUCT PROFILES

VOLUME 7.2.2     PRODUCT SUMMARY

VOLUME 7.3.1     PRODUCT MARKETING

VOLUME 7.4.1     INDUSTRY FINANCIAL PERFORMANCE

VOLUME 7.4.2     INDUSTRY PRODUCTION + PROCESSES

VOLUME 7.5.1     NATIONAL SURVEYS: PRODUCT

VOLUME 7.5.2     NATIONAL CONSUMERS + USERS PROFILES

VOLUME 7.6.1     PRODUCT MARKETS - WORLD

The second part of the volume is devoted to the World markets which are indispensable to the interpretation of the market.

VOLUME 7.6.2     PRODUCT MARKET SUMMARY

VOLUME 7.6.3     GEOGRAPHIC CUSTOMER CONCENTRATION

VOLUME 7.7.1     PRODUCT MARKETING

VOLUME 7.7.2     INDUSTRY FINANCIAL PERFORMANCE

VOLUME 7.7.3     INDUSTRY PRODUCTION + PROCESSES

VOLUME 7.8.1     NATIONAL SURVEYS: PRODUCT

VOLUME 7.8.2     NATIONAL CONSUMERS + USERS PROFILES