The Tactical & Strategic Report on the Target Company
contains the following Financial Scenario forecasts for two
time series:- for the next 7 years, and to 2028 & 2045
Each of the above Financial Scenarios cover the following Balance
Sheet and Costs items for the next 7 years, and to 2028 & 2045:-
BALANCE SHEET
Total Sales Domestic Sales Exports Pre-tax Profit Interest Paid Non-trading Income Operating Profit Depreciation Trading Profit Fixed Assets Intangible Assets Intermediate Assets Total Fixed Assets Stocks Debtors Miscellaneous Current Assets Total Current Assets Total Assets Creditors Short Term Loans Miscellaneous Current Liabilities Total Current Liabilities Net Assets Shareholders Funds Long Term Loans Miscellaneous Long Term Liabilities Capital Employed Directors' Remuneration Employees' Remuneration Total Employees
COSTS
Input Supplies / Materials and Energy Costs Payroll Costs Total Operational & Process Costs Sales Personnel Variable & Commission Costs Sales Expenses and Costs Sales Materials Costs Total Sales Costs Distribution Fixed Costs Distribution Variable Costs Warehousing Fixed Costs Warehousing Variable Costs Physical Handling Fixed Costs Physical. Handling Variable Costs Physical Process Fixed Costs Physical Process Variable Costs Total Distribution and Handling Costs Mailing & Correspondence Costs Media Advertising Costs Advertising Materials & Print POS & Display Costs Exhibition & Events Costs Total Advertising Costs Product Returns & Rejection Costs Product Installation & Re-Installation Costs Product Breakdown & Post Installation Costs Product Systems & Configuration Costs Product Service & Maintenance Costs Customer Problem Solving & Complaint Costs Total After-Sales Costs Total Marketing Costs Total Operational Costs New Technology Expenditure New Production Technology Expenditure Research and Development Expenditure Capital Expenditure on Plant and Equipment Capital Expenditure on Structures Capital Expenditure on Miscellaneous Items Total Capital Expenditure Finished Product Stocks Work in Progress as Stocks Materials as Stocks Consumables + Supplies as Stock Debtors within Agreed Terms Debtors Outside Agreed Terms Un-recoverable Debts
MARGINS + RATIOS
Return on Capital Return on Assets Return on Shareholders' Funds Pre-tax Profit Margins Operating Profit Margin Trading Profit Margin Return on Investment Assets Utilization ( Sales to Total Assets ) Sales Ratio of Fixed Assets Stock Turnover ( Sales : ratio of Stocks ) Credit Period Creditors' Ratio (Creditors
: Sales x 365 days) Default Debtors given (Ratio of Total Debtors Un-Recoverable Debts (Ratio of Total Debts Working Capital / Sales Materials & Energy Costs as a % of Sales Added Value Investment as a Ratio of Added Value Value of Plant & Equipment as a % of Sales Vertical Integration (Value Added % of Sales) Research & Development Investment % Sales Capital Expenditure Investment % Sales Marketing Costs % of Sales Current Ratio (Current Assets : Current Liabilities) Quick Ratio Borrowing Ratio (Total Debt : Net Worth) Equity Ratio (Shareholders Funds : Liabilities) Income Gearing Total Debt as a ratio of Working Capital Debt Gearing Ratio (Long Term Loans : Net Worth) Average Remuneration (full and part time) Profit per Employee Sales per Employee Remuneration / Sales Fixed Assets per Employee Capital Employed per Employee Total Assets per Employee Value of Average Investment per Employee Value Added per Employee Materials & Energy Costs as a % of Sales Payroll Costs as a % of Sales Payroll as a Ratio to Materials Variable Costs % of Sales Fixed Costs as a % of Sales Fixed Costs as a Ratio of Variable Costs Distribution Costs % of Sales Warehousing Costs % Sales Physical Costs as a % of Sales Fixed as a Ratio of Variable Distribution Costs Fixed as a Ratio of Variable Warehousing Costs Fixed as a Ratio of Variable Physical Costs Fixed as a Ratio of Variable Total Distribution & Handling Costs Product Returns & Rejections Costs % of Sales Product Installation & Associated Costs as a % of Sales Product Breakdown & Associated Costs as a % of Sales Product Systems & Associated Costs as a % of Sales Product Service & Associated Costs % of Sales Customer Complaint & Ass. Costs % of Sales Stock Work in Progress & Materials : Ratio of Finished Products Stock Materials as a Ratio of Work in Progress Un-recoverable Debts as a Ratio of Total Debt Un-recoverable Debts as a Ratio of Debts Within Terms Total Sales Costs % of Sales Total Distribution & Handling Costs % of Sales Total Advertising Costs as a % of Sales Total After-Sales Costs as a % of Sales Customer Compensation Costs % of Sales Total Variable Marketing Costs % of Sales Total Fixed Marketing Costs as a % of Sales Total Fixed Marketing Costs Ratio of Variable Marketing Costs Variable Sales Personnel Costs as a Ratio of Marketing Costs Variable Distribution & Handling Ratio of Marketing Costs Variable Advertising Ratio of Marketing Costs Variable After-Sales Ratio of Marketing Costs Sales Personnel Variable Costs : of Sales Sales Person Variable Costs Ratio of Debts Sales Personnel Variable Costs Ratio of Un-Recoverable Debts Exports as a % of Sales
Note 2
RETURN ON INVESTMENT
Cost Structure Improvement Scenarios Price Cutting Scenarios Price Increase Scenarios Marketing Expenditure Scenarios Market Segmentation Scenarios Distribution Channel Scenarios Product Quality Scenarios New Product Investment Scenarios New Plant + Equipment Investment Scenarios New Technology Investment Scenarios Overseas Development Scenarios Personnel + Staff Improvement Scenarios
Mainline product / service, Product / services provided, Bankers, Year
established, Current employees, Issued capital, Shareholders, Last published turnover,
Subsidiaries, Associated companies, Companies represented, Agencies, Physical processing
locations, Capital investment, Advertising expenditure, Advertising media, Advertising
posture, Sales promotion activity, Method of selling, Distribution, Distribution network,
Use of distribution channels.
Note 4
INDUSTRY COST STRUCTURE
Payroll Materials Value added.
INVENTORY STRUCTURE
Total inventory Finished products Work in progress Materials.
COSTS
Payroll Salaries & Wages Fringe Benefits Commissions & Incentives Sub-Contractors General Expenses Cost of Materials Raw Materials Finished Products Power & Fuel Electricity Rent & Leases Rent of Buildings Rent of Vehicles / Machinery /
Equipment Services Purchased Communications Costs Maintenance Costs Buildings Vehicles & Equipment Capital Expenditures Buildings Machinery & Equipment Vehicles Computers & Data
Processing Miscellaneous
Note 5
MARKET SUMMARY DATA
The Market Summary section consists of a historic breakdown giving data for
each year. by EACH COUNTRY / STATE / REGION by EACH PRODUCT Group and/or MARKET Sector by YEAR
MARKETING COSTS
Figures for the Products are given by EACH COUNTRY / STATE / REGION by YEAR to
2028 & 2045: Sales & selling costs; Distribution / warehousing / handling / processing costs; Advertising / promotional costs;
Total marketing costs
INDUSTRY INVESTMENT
New Technology Investments; Production/Process Technology Investment;
Plant & Equipment in Use; Plant & Equipment Investments.
INDUSTRY FINANCES
Return on Capital; Return on Assets; Return on Shareholders' Funds;
Pre-tax Profit Margins; Operating Profit Margin; Trading Profit Margin;
Assets Utilization; Sales as a ratio of Fixed Assets;
Stock Turnover;
Credit Period; Creditors' Ratio; Working Capital/ Sales; Current Ratio;
Quick Ratio; Borrowing Ratio; Equity Ratio; Income Gearing;
Total Debt as a ratio of Working Capital; Debt Gearing Ratio;
Average Remuneration; Profit/ Employee; Sales/ Employee;
Remuneration/ Sales;
Fixed Assets/ Employee; Capital Employed/Employee; Total Assets/Employee;
Exports as a % of Sales Materials and Energy Costs; Payroll Costs;
Total Process Costs; Sales Costs; Distribution & Handling Costs;
Advertising Costs; After-Sales Costs; Total Marketing Costs;
Added Value.
INDUSTRY STRUCTURE
Concentrations; Customer Base Profile; Employment;
Cost Structures;
Inventory Structures; Capital Expenditure Breakdowns; Asset Structures.
Note 6
DISTRIBUTION
DISTRIBUTION OF THE CUSTOMER BASE This section provides a guide to the distribution of the Customer Base.
The data given represents a percentage of the total product value consumed in the various
regions and districts of the countries covered. It should be remembered that these figures
do not take central buying or in-house sales and distribution into account, but provides
data which is based on the Surveys of Customers and where possible from data provided by
the Surveys of Distribution Channels. The data given is of course primarily intended for
use when planning sales and distribution coverage and for other promotional activity and
to allow clients to formulate salesforce and distribution tactics whereby salesmen,
distributors, service and distribution depots, after-sales services, et cetera, can be
most effectively sited to ensure optimum coverage of the customer base. Readers should
also consider the Distribution and the Key Service Cities when planning for sales and
distribution coverage for products in the countries concerned.
DISTRIBUTION CHANNELS
The Surveys of Suppliers and Distributors reveal the geographic distribution channels for
the products.
In countries where the Distribution Channels are radically at variance with the
Distribution of the Customer Base, there are obviously logistic problems in the supply and
servicing of the customers and this may represent an opportunity for companies entering
that particular national market to provide superior service and thereby gain market share.
It is thus possible to analyze the distribution of the Customer Base (being the Market)
and the distribution of the existing suppliers in order to evaluate whether or not
customers are receiving adequate service or product distribution.
DISTRIBUTION OF EMPLOYMENT
The following map gives the percentages of total employees involved in the product in each
of the regions or districts of the countries covered. The data given covers manufacturing,
production, marketing and distribution channel employees.
KEY SERVICE CITIES
Within each of the countries covered there are certain Key Service Cities which are vital
to the distribution and servicing of the product. The following map gives these KEY
SERVICE CITIES and these are ranked according to their relative importance in the
base country
concerned. Any company wishing to enter the various national markets should consider the
establishment of sales and distribution in relation to these KEY SERVICE CITIES as they
reflect the potential regional market logistics for the product.
Note
7
MARKETING
COSTS
Figures for the Products are given by EACH COUNTRY / STATE / REGION
by YEAR to 2028 & 2045
MARKETING COSTS BY YEAR to 2028 & 2045: Sales & selling costs;
Sales & selling costs : During product launch;
Distribution / warehousing / handling / processing costs; Distribution / warehousing / handling / processing costs : during product launch;
Advertising / promotional costs; Advertising / promotional costs : during product launch;
After-sales costs; After-sales costs : during product launch;
Total marketing costs; Total marketing costs : during product launch
Note
8
ADVERTISING
+ MARKETING EFFECT ON MARKET SHARE
Market Share (consisting of a historic breakdown giving data for each year) is analyzed in this section in terms of the Market Share Effect of increases or
decreases of advertising and marketing expenditure.
PRODUCT MARKET SHARE Market Share Changes and Market Share Trend figures are given:- by 10 ranges of +1% to +10% increase in Advertising + Marketing
Expenditure by 5 ranges of -1% to -5% decrease in Advertising + Marketing Expenditure by EACH PRODUCT Group and/or MARKET Sector by YEAR
Note 9
MARKET DATA
The MARKET DATA section of the Report is intended to show a historic, short-term and
long-term analysis of the Turnover and Revenue available, i.e. the Markets in which the
company operates. This data is used to evaluate and forecast the Financial performance of
the Company.
It is these market appraisals which will form the basis of the rationale of the sales and
markets available to the company in the Short-Term and the Long-Term. The historic data
provided will enable readers to compare the evolution of the previous market positions
with the historic performance of the Company.
HISTORIC MARKETS This section consists of a historic breakdown giving data for each year.
MARKET CONSUMPTION Market Consumption and Market Trend figures are given:- by EACH COUNTRY / STATE / REGION
by EACH PRODUCT Group and/or MARKET Sector
by YEAR
SHORT-TERM MARKETS This section consists of MARKET CONSUMPTION data for each
of the next 7 years.
MARKET CONSUMPTION Market Consumption and Market Trend figures are given:- by EACH COUNTRY / STATE / REGION
by EACH PRODUCT & MARKET
by YEAR to 2028 & 2045
LONG-TERM MARKETS
This section consists of a LONG-TERM MARKET CONSUMPTION forecast giving data for each year
to the year 2028 & 2045.
MARKET CONSUMPTION Market Consumption and Market Trend figures are given:- by EACH COUNTRY / STATE / REGION
by EACH PRODUCT Group and/or MARKET Sector
by YEAR to 2028 & 2045
Note 10
INDUSTRY SALES PROMOTION COSTS
MARKETING COSTS:
Figures are given by EACH COUNTRY / STATE / REGION by YEAR Sales & selling costs Sales Personnel Sales Personnel Expenses Sales Materials Distribution / Warehousing / Handling / Processing costs Distribution Fixed Costs &
Overheads Distribution Variable Costs Warehouse / Storage Fixed
Costs & Overheads Warehouse / Storage Variable
Costs Physical Handling Fixed Costs
& Overheads Physical Handling Variable
Costs Physical Process Fixed Costs
& Overheads Physical Process Variable
Costs Advertising / Promotional costs Direct Mail & Direct
Access Costs Media Costs Materials Costs POS & Distribution Channel
Advertising Materials Costs Exhibition & Demonstration
Costs Total Sales Promotion costs
Note 11
PRODUCT SUMMARIES
This data is given for EACH of the 30 Products and Product Sectors given in the Report.
This data is given for each year to 2028 & 2045.
| MARKET GROWTH RATES
| % Average Annual Growth Rate to the year 2028 & 2045 | | Given for each of 16 national markets critical to the Company |_______________________________________________
| INVESTMENT | INVESTMENT %
of Turnover | NEW TECH. INVESTMENT | PROCESS TECH. INVESTMENT | | PLANT & EQUIPMENT % of
Total P & E | Years Old: 0-3 | Years Old: 3-6 | Years Old: 6-9
| Years Old: 9+ | | P & E INVESTMENT % of
Companies | LESS than Depreciation | EQUAL to Depreciation | GREATER than Depreciation
|_______________________________________________
| INDUSTRY DATA
| INDUSTRY FINANCIAL DATA | PROFIT / TOTAL ASSET | PROFIT / SALES | SALES / TOTAL ASSETS | PROFIT / CAPITAL EMPLOYED | SALES / EMPLOYEE REMUNERATION | CAPITAL EMPLOYED / REMUNERATION | SALES / STOCKS | CURRENT RATIO | CREDIT TAKEN |_______________________________________________
| INDUSTRY PROFILE | INDUSTRY CONCENTRATION % OF TOTAL REVENUE
| LARGEST 4 COMPANIES | LARGEST 8 COMPANIES | LARGEST 20 COMPANIES
| LARGEST 50 COMPANIES | REMAINDER | | CUSTOMER BASE PROFILE % OF TOTAL REVENUE
| COMMERCIAL ESTABLISHMENTS | END USER OUTLETS | MANUFACTURING & OEM BUYERS | GOVERNMENT + PUBLIC | OTHER CUSTOMERS | | COST STRUCTURE % OF TOTAL REVENUE
| PAYROLL | MATERIALS | VALUE ADDED | | INVENTORY STRUCTURE % OF TOTAL REVENUE
| TOTAL INVENTORY | FINISHED PRODUCTS | WORK IN PROGRESS | MATERIALS | | CAPITAL EXPENDITURE % OF TOTAL REVENUE
| TOTAL CAPITAL EXPENDITURE | PLANT & EQUIPMENT | STRUCTURES | OTHER CAPITAL EXPENDITURE |_______________________________________________
Note 12
INDUSTRY FINANCIAL DATA
Return on Capital; Return on Assets;
Return on Shareholders' Funds;
Pre-tax Profit Margins; Operating Profit Margin; Trading Profit Margin;
Assets Utilization; Sales as a ratio of Fixed Assets;
Stock Turnover;
Credit Period; Creditors' Ratio; Working Capital / Sales;
Current Ratio; Quick Ratio; Borrowing Ratio; Equity Ratio;
Income Gearing; Total Debt as a ratio of Working Capital;
Debt Gearing Ratio;
Average Remuneration; Profit per Employee; Sales per Employee;
Remuneration / Sales; Fixed Assets per Employee; Capital Employed per Employee;
Total Assets per Employee.
THE PRODUCT Life Cycles & Stages in the Life Cycle -
The Gompertz Analysis -
Market Share - Quality - Product range - Capital Intensity -
Customized or specified products - Product Uniqueness :
Market Segmentation Forecast Relative Pricing :
Price Cutting Forecast : Price Increase Forecast Quality - Value Scale -
Relative Product Quality : Quality Improvement Forecast -
Profitability -
Relative Product Quality - Concentrated Markets - Relative Market Share -
Market growth : New Products : New Product Expenditure Forecast -
Profitability - Inflation - Investments - Product quality.
COMPETITION Competitive Criteria : Market Share -
Market share and profitability -
Profitability and relative market share - Company Market Shares :
Relative Market Shares in the Trade Cell : Nature of the Competitive Situation -
Entry & exit of competitors - Relative Strengths of competitors :
Perfectness of the Market
THE INDUSTRY Industry Factors :
Long Term Industry Growth : Physical Process Considerations -
Capacity Utilization - Market share - Productivity -
Unionization -
Market growth - Industry Concentration - Harvesting strategies -
Process Uniqueness : Capital Structure - Profitability :
New Plant + Equipment Forecast -
Net margins - Investments - Market share - Productivity -
Capacity utilization - Inventory : Physical Process -
Profitability -
Vertical integration - Customer Base - Quality - Inventory -
Productivity : New Technology Investment Forecast :
Marketing & sales costs -
Profitability - Investment intensity - Customers Base - Quality -
New products : Marketing Expenditure Forecast : Product Development & Process Development -
Profitability - Product quality - Marketing costs -
Market share -
Unionization : Distribution : Distribution Channel Investment Forecast :
Market Penetration : The Right Tools For The Job :
Personnel + Staff Improvement Forecast :
Market Share -
Profitability :
1. Market share -v- in profit/sales -v- turnover in investment -
Cost Structure Improvement Forecast -
The relationship between market share and added value :
Vertical integration on investment/sales - Conclusions for the Company
2. Market share -v- the purchases/sales ratio : The relationship between the investment/sales ratio and integration -
Conclusions for the Company A checklist for production & process management :
3. Marketing costs/sales ratio and market penetration -
Conclusions for the Company
4. Market leadership, retail prices and product quality -
Conclusions for the Company
5. Market leadership, customers and advanced products -
Conclusions for the Company
6. Purchase frequency and Market Share - Conclusions for the Company
7. Customer Base Fragmentation and Market Share : Export Improvement Forecast.
MEDIUM AND LONG TERM STRATEGIES Introduction - Building, Holding and Harvesting Strategies :
1. When To Build Market Share - Building strategies :
2. When To Hold Market Share - Holding strategies :
3. When To Harvest Market Share - Harvesting Strategies
Note 14
MARKET SEGMENTATION
Figures are given by EACH COUNTRY / STATE / REGION
Industry Advertising Norms:
Sales Response. Advertising Communication. Advertising Perception.
Advertising Exposure. Media & Advertising Vehicles.
Media Distribution.
Industry Cost Norms: Direct Advertising.
Media Advertising.
Promotional Advertising. POS & Distribution Channel Media.
Advertising Print Costs.
Note 20
NEW PRODUCT DATA COMPARISONS
INDUSTRY EXPENDITURE New Product and Product Revision Expenditure is given | by EACH COUNTRY / STATE / REGION
by YEAR:-
New Product Investments
New Product Expenditure in previous 3
years New Product Technology in previous 3 years
New Product Expenditure during next 3 - 6
years New Product Technology during next 3 - 6 years
New Product Expenditure during next 6 - 9
years New Product Technology during next 6 - 9 years
PRODUCT LAUNCH / REVISION DATA ADOPTION RATES : PRODUCT REVISIONS + NEW PRODUCTS / CONVERSION RATIOS : PRODUCT REVISIONS + NEW PRODUCTS / POTENTIAL FIRST YEAR GROWTH: REVISIONS + NEW PRODUCTS
NEW PRODUCT INVESTMENT The figures represent investment in Research and Development into New Products (in terms
of Products and Services) and other applications of Technology used for the Products and
Services offered in the market/s. The term 'Technology' denotes Technology, Techniques,
Improvements, Substitutions and other factors applied to the Products offered by the
industry.
Note 21
NEW PRODUCTION + PROCESS TECHNOLOGY INVESTMENT DATA
INDUSTRY EXPENDITURE New technology investments.
Process Technology in previous 3 years.
Process Technology during next 3 - 6 years. Process Technology during next 6 - 9 years.
Automation Technology in previous 3 years. Automation Technology during next 3 - 6 years.
Automation Technology during next 6 - 9 years
PRODUCTION TECHNOLOGY INVESTMENT
The term 'Production Technology' denotes Technologies, Techniques, Processes, Automation,
Mechanics, et cetera, which are applied to the process, production or other manufacturing
operations of the industry.
Note 22
INDUSTRY NEW PLANT + EQUIPMENT DATA
INDUSTRY STRUCTURE New production & process investments.
Plant & equipment in use: less than depreciation.
Plant & equipment investments: equal to depreciation.
Plant & equipment investments: greater than depreciation.
INDUSTRY CAPITAL EXPENDITURE STRUCTURE Total capital expenditure.
Plant & equipment. Buildings & structures: Other expenditure.
Note 23
COMPETITIVE ANALYSIS
COMPETITOR PHYSICAL PROCESS CONSIDERATIONS: physical process difficulties; physical
process capacity; physical capacity; flexibility of plant and equipment; ability to vary
the product range; age of plant and equipment
COMPETITOR SUPPLIES CONSIDERATIONS: materials and supplies purchasing and sourcing stock
levels and inventories of materials and supplies; dependence on sub-contractors and
outside workers; buying influence and purchasing power
COMPETITOR MANPOWER CONSIDERATIONS: manpower and labour availability; labour and union
relations; wage rises and wage demands; payroll levels in relation to competitors;
salaried staff remunerations relative to competitors; technical capabilities of staff
COMPETITOR COSTS & MARGIN CONSIDERATIONS: process stock and inventory levels;
flexibility of variable costs; adaptability of fixed costs; variability of manpower and
staff costs; direct costs relative to major competitors; research and development and
product development costs
COMPETITOR PRODUCT CONSIDERATIONS: product quality; product specifications; product design
and utility; product operating criteria and operating benefits; product efficiency and
performance; product reliability and integrity; product longevity and shelf life; product
life cycle and obsolescence; degree of product customization and flexibility; product
technology and technological advantage; product interchangeability and usage
COMPETITOR MANAGEMENT STRENGTHS: management strengths of senior corporate officers;
effectiveness of process managers; performance of sales and marketing managers; efficiency
of administration managers; aptitude of technical and research and development staff;
reliability of personnel managers
COMPETITOR CORPORATE CONSIDERATIONS: upstream integration and economies of scale;
downstream integration and benefits; captive distribution channels; dependence on other
companies for supplies; dependence on other distribution channels to the market;
dependence on other marketing activity for sales support; dependence on customers
COMPETITOR DISTRIBUTION CHANNEL CONSIDERATIONS: warehousing and handling; packing and
packaging; distribution network activities; stock availability; backlogs
COMPETITOR CUSTOMER CONSIDERATIONS: geographic location of the customer base; dependence
on discrete customer bases; captive and assured customer base; concentration of customers;
frequency of product usage; size and volume of average turnover; customer servicing
relative to competitors; seasonality of demand and customer purchases
COMPETITOR MARKETING CONSIDERATIONS: advertising and sales promotion posture and activity;
total marketing costs; sales promotion costs; salesforce and selling costs and expenses;
advertising costs
COMPETITOR CONSIDERATIONS: competitors' pricing policies and posture; sensitivity to
economic conditions; marketing spend relative to competitors; aggressiveness of
competitors' policies and postures; entry of new competitors into the market; prices at
company sales price; recent price increases at company level; prices at retail or end
users sales price; market share
RELATIVE REPUTATION: general customer awareness of the company and
its products; overall
reputation; status of products; ranking of product quality; standing of service provided;
position of customer handling and interface
RELATIVE PROMOTIONAL ACTIVITY: rating of overall sales promotion activity; comprehension
of advertising posture and the advertising message; effectiveness of sales personnel,
salesforce and ancillary staff; lucidity of sales literature and print
RELATIVE PRODUCT AVAILABILITY: rating of product general availability; acceptability of
product specifications; satisfaction with on-time delivery performance; assurance of
complete order delivery performance; competence of order handling and order taking;
ability to supply products as contracted
RELATIVE TECHNICAL COMPETENCE: rating of general technical competence; technical expertise
and efficacy amongst staff; application of product technology; conciseness of product
documentation and instructions; level of product reject or return rates; status of general
after-sales service competence and performance
RELATIVE MARKETING FACTORS: perception of product pricing; ranking of technical
superiority; fulfillment of service undertakings and the quality of service provided;
assurance of promptness; record of service promptness and delivery; satisfaction with
service levels; general ease of service use and procedures used; contentment with service
convenience, scheduling and off-take; perception of the distribution network system and
its efficiency; customer handling, flexibility and willingness to co-operate; equity of
terms of trading and contractual considerations
RELATIVE STAFF PERFORMANCE: initial contact and responsiveness; contact with order
handling staff; negotiations with sales and marketing personnel; contact with
administration and account staff; interface with technical and specialist managers and
staff; performance of service personnel
RELATIVE CORPORATE CONSIDERATIONS: relative upstream integration; perceptions of
downstream integration; performance of captive distribution channels; reliance on other
companies; Utilization of other distribution; benefits of other marketing activity;
capture and dominance of specific customer bases
RELATIVE DISTRIBUTION CHANNEL CONSIDERATIONS: efficiency of warehousing and handling;
quality and attractiveness of packing and packaging; performance of overall distribution
activities; general stock availability; overall backlogs
RELATIVE CUSTOMER CONSIDERATIONS: geographic location and spread of the customer base;
captiveness of existing customer bases; loyalty of the existing customer base; relative
concentration of customers; frequency of average customer purchases; average size and
turnover of customer service requirements; general level of customer servicing;
seasonality of customer demand for products
RELATIVE PROMOTIONAL CONSIDERATIONS: general advertising and sales promotion message;
marketing spend, Utilization and sales decay; specific sales promotions and activity;
salesforce effectiveness and performance; advertising efficiency
RELATIVE COMPETITOR CONSIDERATIONS: Overall pricing policy and its effectiveness; general
sensitivity to the economic climate and conditions; overall competitive marketing effort;
reaction to competitors' policies and activities; general reaction to the market entry of
competitors; attractiveness of base pricing; ability to cope with and react to pricing
increases; overall competitiveness of end users sales pricing; general relative market
share
COMPETITOR PRODUCTION CONSIDERATIONS: Production & process difficulties, manufacturing
capacity, unit production capacity, flexibility of production plant, ability to vary
product range, age of plant & equipment
COMPETITOR MANPOWER CONSIDERATIONS: Manpower availability, labour relations, pressure of
wage rises, relative payroll levels, relative salary levels, technical capabilities
COMPETITOR COSTS & MARGIN CONSIDERATIONS: Stock levels, variable costs, fixed costs,
payroll costs, direct costs relative to competitors, R & D / product development
costs
COMPETITOR CORPORATE CONSIDERATIONS: Upstream integration, downstream integration, captive
distribution channels, dependence on other manufacturers, dependence on other
distributors, dependence on other marketing, dependence on customers
COMPETITOR DISTRIBUTION CONSIDERATIONS: Warehousing & handling, packing &
packaging, distribution, stock availability, order backlog
COMPETITOR CUSTOMER CONSIDERATIONS: Location of customers, dependence on customer base,
captive customer base, concentration of purchases, purchase frequency, order size,
relative customer servicing, seasonality of demand
COMPETITOR CONSIDERATIONS: Competitors' pricing policy, sensitivity to economic
conditions, relative marketing spend, competitors' aggressiveness, entry of new
competitors, prices at MSP, price increases at MSP, prices at RSP, market share
RELATIVE REPUTATION: Overall awareness by customers, overall reputation, reputation of
products, reputation of product quality, reputation of service provided, reputation of
customer handling
RELATIVE PROMOTIONAL ACTIVITY: Rating of overall sales promotion activity, rating of
advertising, rating of sales personnel, rating of sales print
RELATIVE PRODUCT AVAILABILITY: Rating of product availability, rating of product
specifications, rating of on-time delivery, rating of complete order delivery, rating of
order handling, rating of ability to supply
RELATIVE TECHNICAL COMPETENCE: Rating of technical competence, rating of technical
awareness, rating of product technology, rating of product documentation, rating of
product returns, rating of after-sales services
RELATIVE MARKETING FACTORS: Perception of product prices, technical superiority, service
factors, prompt delivery, whole order delivery, stock levels, ordering procedures,
delivery convenience, the delivery system, flexibility of customer handling, perceptions
of terms of trading
RELATIVE STAFF PERFORMANCE: Initial contact, order handling staff, sales staff,
administration staff, specialist staff, service personnel
RELATIVE CORPORATE CONSIDERATIONS: Upstream integration, downstream integration, captive
distribution channels, reliance on other manufacturers, utilization of other distributors,
benefits of other marketing, captive customer bases
RELATIVE DISTRIBUTION CONSIDERATIONS: Warehousing & handling, packing & packaging,
distribution, stock availability, order backlog
RELATIVE CUSTOMER CONSIDERATIONS: Location of customers, captiveness of the customer base,
customer base loyalty, concentration of purchases, purchase frequency, order size,
customer servicing, seasonality
COMPETITOR CUSTOMER SURVEY: Current purchasing criteria, future trends in purchasing
criteria, price sensitivity, the availability -v- price question, the quality -v- price
question, product awareness, reaction to advertising and sales promotion, reaction to POS
and merchandising, satisfaction with product quality, satisfaction with product design,
satisfaction with product availability, satisfaction with existing products and services,
satisfaction with existing retail operations, satisfaction with retail outlet levels,
satisfaction with existing methods of supply, satisfaction with the product package,
satisfaction with product design
COMPETITOR PRODUCT FACTORS: Quality; approvals; design factors / design specifications;
physical criteria / physical parameters; R & D costs / development costs /
customization;
technology / technology factors & development; product life / longevity; performance /
product efficiency / product integrity; reliability / product failure / product defects;
operating criteria / product operation or usage; probability of technical development /
technical; product life cycle / product obsolescence
COMPETITOR MARKETING FACTORS: Distribution / warehousing / handling costs; costs/prices at
supplier sale price; costs/prices at end user / retail sale price; stock availability /
lead times / delivery; sales promotion & sales costs; advertising posture &
advertising costs; competition / competitors' aggressiveness & posture; market share /
relative market shares; seasonality / cyclical demand / demand fluctuations; sensitivity
to economic climate & conditions; after-sales factors
COMPETITOR SUPPLIER FACTORS: Processing / production / handling facilities & capacity;
processing/ handling capacity / flexibility of plant; dependence on sub-contractors /
in-house supplies; technical capabilities / new product developments; technological
aptitude & innovations; other capacity; own buying influence / economies of scale;
alternative suppliers base; commitment/capacity of other suppliers; price advantages &
pricing amongst other suppliers; conditions of sale / terms of trading
COMPETITOR DISTRIBUTION / CUSTOMER INTERFACE FACTORS: Technical / marketing capabilities
& capacity; distribution facilities & manpower availability; commitment to other
suppliers; sales volumes / turnover required; margins / added value; captive customer base
/ customers handled; area/s serviced and geographic coverage; sales promotion /
advertising / salesforce; effects on existing products & customer base; cash-flow
requirements of distribution channel; capital requirements
This Data is given for 15 of the Company's Products, Product Groups & Sectors. In
addition the analysis is made in 16 National Markets which are important to the Company.
PRODUCT END USER SURVEYS Current purchasing criteria; purchasing criteria - future trends; buying patterns;
frequency of purchase/s; satisfaction with existing products and services; satisfaction
with existing suppliers & sources; satisfaction with existing methods of supply &
distribution; satisfaction with suppliers' ability to supply; satisfaction with
availability of products; satisfaction with quality of products purchased; satisfaction
with promptness of supply; satisfaction with acquisition & specification procedures;
satisfaction with terms of trading; satisfaction with after-sales service received;
satisfaction with availability of products + services; satisfaction with general &
other assistance received; satisfaction with documentation / instructions; supplier
loyalty; direct purchases from suppliers; the availability -v- price question; the quality
-v- price question; frequency of purchase; purchase procedures; method of payment;
attitudes towards established products; attitudesrds foreign suppliers &
products; reactions to advertising and sales promotion; product success / failure rates;
product success / failure rates during testing; product success / failure rate over time;
person/s initiating decision to purchase / repurchase; person/s initiating decision to
increase level of purchases; person/s initiating decision to introduce new products or
suppliers; person/s deciding what products or suppliers are required; person/s preparing
specifications for purchases; person/s evaluating applications and purchases; person/s
surveying suppliers and seeking quotations; person/s negotiating terms with potential
suppliers; person/s deciding which supplier gets the order/s; person/s monitoring results
of purchases.
PRODUCT BUYERS SURVEYS : DECISION MAKER Person/s initiating decision to remain with suppliers; person/s initiating decision to
increase amounts purchased; person/s initiating decision to introduce new products or
suppliers; person/s deciding what products are to be carried; person/s preparing orders /
specifications for purchases; person/s evaluating products or suppliers available;
person/s surveying suppliers and seeking quotations; person/s negotiating terms with
suppliers; person/s approving / authorizing order/s; person/s monitoring results of
purchases and sales.
THE CONSUMER OR BUYER LEVEL: The Buyer Profile is given as a matrix
BY YEAR and by:- AGE GROUP: Up to 19; 20 - 24; 25 - 34; 35 - 44; 45 - 54; 55 - 64; 65 and over.
SOCIAL CLASS: A : Upper Middle Class :Higher managerial, administrative //
B : Middle Class :Intermediate managerial //
C1 : Lower Middle Class : Supervisor or clerical //
C2 : Skilled Working Class : Skilled manual workers //
D : Working Class : Semi- and unskilled manual workers //
E : Others
LOCATION: By Region and Major Urban Conurbation.
PRODUCT DISTRIBUTION CHANNELS SURVEYS Source of supply; satisfaction with availability of advertising support & pos; current
purchasing criteria; purchasing criteria - future trends; buying patterns; frequency of
purchase/s; satisfaction with existing products and services; satisfaction with existing
suppliers & sources; satisfaction with existing methods of supply & distribution;
satisfaction with suppliers' ability to supply; satisfaction with availability of
products; satisfaction with quality of products purchased; satisfaction with promptness of
supply; satisfaction with acquisition & specification procedures; satisfaction with
terms of trading; satisfaction with after-sales service received; satisfaction with
availability of products + services; satisfaction with general & other assistance
received; satisfaction with documentation / instructions; supplier loyalty; direct
purchases from suppliers; the availability -v- price question; the quality -v- price
question; frequency of purchase; purchase procedures; mode of ordering by clients; service
area; mode of payment; discounts offered; sales promotional activities to their clients;
sales promotional activities mix; suppliers sales promotion most influencing; financing;
problems with products; experiences of product reject claims; satisfaction with own
ability to supply; method of payment; attitudes towards established products; attitudes
towards foreign suppliers & products; reactions to advertising and sales promotion;
product success / failure rates; product success / failure rates during testing; product
success / failure rate over time.
PRODUCT COMPANY + INDUSTRY PERFORMANCE
COMPANY PERFORMANCE: CREDIBILITY: Company Level, Branch/Outlet Level, Company Managers,
Company Staff, Specialist Company Staff, Company Contracts & Documentation, Company
Advertising. CUSTOMER CONFIDENCE: Company Level, Branch/Outlet Level, Company Managers, Company Staff,
Specialist Company Staff, Company Contracts & Documentation, Company Advertising.
REPUTATION: Company Level, Branch/Outlet Level, Company Managers, Company Staff,
Specialist Company Staff. STAFF EFFICIENCY: Company Level, Branch/Outlet Level, Company Managers, Company Staff,
Specialist Company Staff, Contracts & Documentation, Problem Solving.
STAFF PERFORMANCE: Company Level, Branch/Outlet Level, Company Managers, Company Staff,
Specialist Company Staff, Contracts & Documentation, Overall Customer Handling.
STAFF INTEGRITY: Company Level, Branch/Outlet Level, Company Managers, Company Staff,
Specialist Company Staff, Contracts & Documentation, Advertising & Promotions.
TRUTH & HONESTY: Company Level, Branch/Outlet Level, Company Managers, Company Staff,
Specialist Company Staff, Contracts & Documentation, Advertising & Promotions.
WRITTEN COMMUNICATIONS: Company Level, Branch/Outlet Level, Company Managers, Company
Staff, Specialist Company Staff, Contractual, Correspondence. VERBAL CONTACT: Company Level, Branch/Outlet Level, Company Managers, Company Staff,
Specialist Company Staff. CUSTOMER HANDLING: Company Level, Branch/Outlet Level, Company Managers, Company Staff,
Specialist Company Staff. CUSTOMER COMPLAINT HANDLING: Company Level, Branch/Outlet Level, Company Managers, Company
Staff, Specialist Company Staff. CUSTOMER PROBLEM SOLVING: Company Level, Branch/Outlet Level, Company Managers, Company
Staff, Specialist Company Staff. CUSTOMER COMPREHENSION OF PRODUCT: Company Level, Branch/Outlet Level, Company Managers,
Company Staff, Specialist Company Staff. CUSTOMER AWARENESS OF PRODUCT: Company Level, Branch/Outlet Level, Company Managers,
Company Staff, Specialist Company Staff. CUSTOMER CONFIDENCE IN PRODUCT: Company Level, Branch/Outlet Level, Company Managers,
Company Staff, Specialist Company Staff. CUSTOMER SERVICE: Company Level, Branch/Outlet Level, Company Managers, Company Staff,
Specialist Company Staff, Contracts & Documentation. INITIAL CUSTOMER RESPONSE: Company Level, Branch/Outlet Level, Company Managers, Company
Staff, Specialist Company Staff. INFORMATION FOR CUSTOMERS: Company Level, Branch/Outlet Level, Company Managers, Company
Staff, Specialist Company Staff. PROMOTIONAL ACTIVITY: Company Level, Branch/Outlet Level.
ADVERTISING POSTURE: Company Level, Branch/Outlet Level.
CONTRACT DOCUMENTATION: Company Level, Branch/Outlet Level.
Note 26
CORPORATE CUSTOMER PERCEPTIONS
This Data is given for 15 of the Company's Products, Product Groups & Sectors. In
addition the analysis is made in 16 National Markets which are important to the Company.
CORPORATE CUSTOMER END USER SURVEYS Current purchasing criteria; purchasing criteria - future trends; buying patterns;
frequency of purchase/s; satisfaction with existing products and services; satisfaction
with existing suppliers & sources; satisfaction with existing methods of supply &
distribution; satisfaction with suppliers' ability to supply; satisfaction with
availability of products; satisfaction with quality of products purchased; satisfaction
with promptness of supply; satisfaction with acquisition & specification procedures;
satisfaction with terms of trading; satisfaction with after-sales service received;
satisfaction with availability of products + services; satisfaction with general &
other assistance received; satisfaction with documentation / instructions; supplier
loyalty; direct purchases from suppliers; the availability -v- price question; the quality
-v- price question; frequency of purchase; purchase procedures; method of payment;
attitudes towards established products; attitudes towards foreign suppliers &
products; reactions to advertising and sales promotion; product success / failure rates;
product success / failure rates during testing; product success / failure rate over time;
person/s initiating decision to purchase / repurchase; person/s initiating decision to
increase level of purchases; person/s initiating decision to introduce new products or
suppliers; person/s deciding what products or suppliers are required; person/s preparing
specifications for purchases; person/s evaluating applications and purchases; person/s
surveying suppliers and seeking quotations; person/s negotiating terms with potential
suppliers; person/s deciding which supplier gets the order/s; person/s monitoring results
of purchases.
CORPORATE BUYERS SURVEYS : DECISION MAKER Person/s initiating decision to remain with suppliers; person/s initiating decision to
increase amounts purchased; person/s initiating decision to introduce new products or
suppliers; person/s deciding what products are to be carried; person/s preparing orders /
specifications for purchases; person/s evaluating products or suppliers available;
person/s surveying suppliers and seeking quotations; person/s negotiating terms with
suppliers; person/s approving / authorizing order/s; person/s monitoring results of
purchases and sales.
CORPORATE CONSUMER OR BUYER LEVEL: The Buyer Profile is given as a matrix BY YEAR and by:-
AGE GROUP: Up to 19; 20 - 24; 25 - 34; 35 - 44; 45 - 54; 55 - 64; 65 and
over.
SOCIAL CLASS: A : Upper Middle Class : Higher managerial, administrative //
B : Middle Class : Intermediate managerial //
C1 : Lower Middle Class : Supervisor or clerical //
C2 : Skilled Working Class : Skilled manual workers //
D : Working Class : Semi- and unskilled manual workers //
E : Others
LOCATION: By Region and Major Urban Conurbation.
CORPORATE CUSTOMER DISTRIBUTION CHANNELS SURVEYS Source of supply; satisfaction with availability of advertising support & pos; current
purchasing criteria; purchasing criteria - future trends; buying patterns; frequency of
purchase/s; satisfaction with existing products and services; satisfaction with existing
suppliers & sources; satisfaction with existing methods of supply & distribution;
satisfaction with suppliers' ability to supply; satisfaction with availability of
products; satisfaction with quality of products purchased; satisfaction with promptness of
supply; satisfaction with acquisition & specification procedures; satisfaction with
terms of trading; satisfaction with after-sales service received; satisfaction with
availability of products + services; satisfaction with general & other assistance
received; satisfaction with documentation / instructions; supplier loyalty; direct
purchases from suppliers; the availability -v- price question; the quality -v- price
question; frequency of purchase; purchase procedures; mode of ordering by clients; service
area; mode of payment; discounts offered; sales promotional activities to their clients;
sales promotional activities mix; suppliers sales promotion most influencing; financing;
problems with products; experiences of product reject claims; satisfaction with own
ability to supply; method of payment; attitudes towards established products; attitudes
towards foreign suppliers & products; reactions to advertising and sales promotion;
product success / failure rates; product success / failure rates during testing; product
success / failure rate over time.
CORPORATE PERFORMANCE COMPANY PERFORMANCE: CREDIBILITY: Company Level, Branch/Outlet Level, Company Managers,
Company Staff, Specialist Company Staff, Company Contracts & Documentation, Company
Advertising. CUSTOMER CONFIDENCE: Company Level, Branch/Outlet Level, Company Managers, Company Staff,
Specialist Company Staff, Company Contracts & Documentation, Company Advertising.
REPUTATION: Company Level, Branch/Outlet Level, Company Managers, Company Staff,
Specialist Company Staff. STAFF EFFICIENCY: Company Level, Branch/Outlet Level, Company Managers, Company Staff,
Specialist Company Staff, Contracts & Documentation, Problem Solving.
STAFF PERFORMANCE: Company Level, Branch/Outlet Level, Company Managers, Company Staff,
Specialist Company Staff, Contracts & Documentation, Overall Customer Handling.
STAFF INTEGRITY: Company Level, Branch/Outlet Level, Company Managers, Company Staff,
Specialist Company Staff, Contracts & Documentation, Advertising & Promotions.
TRUTH & HONESTY: Company Level, Branch/Outlet Level, Company Managers, Company Staff,
Specialist Company Staff, Contracts & Documentation, Advertising & Promotions.
WRITTEN COMMUNICATIONS: Company Level, Branch/Outlet Level, Company Managers, Company
Staff, Specialist Company Staff, Contractual, Correspondence. VERBAL CONTACT: Company Level, Branch/Outlet Level, Company Managers, Company Staff,
Specialist Company Staff. CUSTOMER HANDLING: Company Level, Branch/Outlet Level, Company Managers, Company Staff,
Specialist Company Staff. CUSTOMER COMPLAINT HANDLING: Company Level, Branch/Outlet Level, Company Managers, Company
Staff, Specialist Company Staff. CUSTOMER PROBLEM SOLVING: Company Level, Branch/Outlet Level, Company Managers, Company
Staff, Specialist Company Staff. CUSTOMER COMPREHENSION OF PRODUCT: Company Level, Branch/Outlet Level, Company Managers,
Company Staff, Specialist Company Staff. CUSTOMER AWARENESS OF PRODUCT: Company Level, Branch/Outlet Level, Company Managers,
Company Staff, Specialist Company Staff. CUSTOMER CONFIDENCE IN PRODUCT: Company Level, Branch/Outlet Level, Company Managers,
Company Staff, Specialist Company Staff. CUSTOMER SERVICE: Company Level, Branch/Outlet Level, Company Managers, Company Staff,
Specialist Company Staff, Contracts & Documentation. INITIAL CUSTOMER RESPONSE: Company Level, Branch/Outlet Level, Company Managers, Company
Staff, Specialist Company Staff. INFORMATION FOR CUSTOMERS: Company Level, Branch/Outlet Level, Company Managers, Company
Staff, Specialist Company Staff. PROMOTIONAL ACTIVITY: Company Level, Branch/Outlet Level.
ADVERTISING POSTURE: Company Level, Branch/Outlet Level.
CONTRACT DOCUMENTATION: Company Level, Branch/Outlet Level.
