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external analysis (external analysis (objectives (Inform strategic…

- - - - should new business areas be entered?
      - what are the value propositions? what should they be?
      - what assets and competencies should be created, enhanced, or maintained?
      - what strategies and programmes should be implemented in functional areas?
        
        positioning strategy?
        
        segmentation strategy?
        
        distribution strategy?
        
        brand building strategy?
        
        manufacturing strategy?
        
        etc.
      - should existing business areas be liquidated, milked, maintained, or targeted for investment?
    - - significant trends and future events
      - threts and oppertunities
      - strategic uncertainties that can affect strategic outcomes
  - - - definition
        
        specific unknown element that will affect the outcome of strategic decisions
- - - - key sucessfactors
      - trends
      - threats
      - opportunities
      - strategic uncertainties
  - - - identifying driving forces
        
        birthrates
        
        sales/demand of compliments
      - identifying maturity and decline
        
        price pressure by overcapacity and lack of product differentiation
        
        buyer sophistication and knowledge
        
        substitute products
        
        saturation
        
        no growth sources
        
        customer disintrest
    - - Five factors of long-term ROI
        
        intensity of competition among existing competitors
        
        factors
        
        number of competitors, their size, and their commitment
        
        whether their products offerings and strategies are similar
        
        existence of high fixed costs
        
        the size of exit barriers
        
        the existence of potential competitors who will enter if profits are high
        
        factors
        
        nature of barriers of entry
        
        factors
        
        required capital investment
        
        economies of scale
        
        distribution channels
        
        product differentiation
        
        substitute products that will attract customers if prices become high
        
        the bargaining power of customers
        
        the bargaining power of suppliers
- - - - definition
        
        identification of customer groups that respond differently from other groups to competitive offerings
      - process
        
        defining segments
        
        frequent used variables
        
        product-related approaches
        
        user type
        
        usage
        
        benefit sought
        
        competitor
        
        application
        
        brand loyality
        
        loyality matrix
        
        customer characteristics
        
        type of organization
        
        size of firm
        
        lifestyle
        
        sex
        
        age
        
        occupation
        
        geographic
        
        determining motivations
        
        internet shoppers
        
        segments with distinct driving motivations
        
        newbie shoppers
        
        reluctant shoppers
        
        frugal shoppers
        
        strategic shoppers
        
        enthusiatic shoppers
        
        convenience shoppers
        
        process
        
        identifying motivations
        
        group and structure motivations
        
        assess motivation importance
        
        assign strategic roles to motivations
        
        buyer hot buttons
        
        retail food products
        
        freshness and naturalness
        
        healthy eating
        
        ethical eating
        
        gourment eating
        
        meal solutions
        
        low-carb foods
        
        methods
        
        qualitative research
        
        the customer as acive partner
        
        strategies
        
        encourage active dialogue
        
        1 more item...
        
        mobilize customer communities
        
        1 more item...
        
        manage customer diversity
        
        1 more item...
        
        co-creating personalized experiences
        
        Use customers to identify unmet needs
        
        problem research
        
        method of obtaining a problem score by letting customers to rate a list of potential problems along the dimensions of importance, frequency and presence of solution
        
        example
        
        1 more item...
        
        risks
        
        creates a surge around an idea that is impractical for the company tom make an offering from
        
        ideal experience
        
        ethnographic research
      - segmentation strategy
        
        validity
        
        can a competitive offering be developed and implemented in ways that is appealing to the targeted segment?
        
        can the appeal of the offering and the subsequent relationship with the targeted segment be maintained over time, in spite of competitive responses?
        
        is the resulting business from the target segment, worthwhile given the investment required to develop and market an offering tailored to it?
- - - - approaches
        
        strategic groups
        
        definitions
        
        pursue similar competitive strategies
        
        similar characteristics
        
        similar assets and competencies
        
        customer-based approaches
        
        customer-choice
        
        what choices are customers making?
        
        product-use
        
        ask customer to match situations or applications to products
      - types of competitors
        
        current
        
        indirect
        
        direct
        
        potential
        
        ways of entering market
        
        market expansion
        
        product expansion
        
        backward integration
        
        forward integration
        
        export of assets or competencies
        
        retaliatory or defensive strategies
    - - eight dimensions influencing actions of competitors
        
        image and positioning
        
        objectives and commitment
        
        current and past strategies
        
        organization and culture
        
        cost structure
        
        exit barriers
        
        strengths and weaknesses
        
        size, growth, and profitability