Please enable JavaScript.

Coggle requires JavaScript to display documents.

case study (only one type: profitability (revenue growth (organic (Ansoff…

- - - - market penetration
        
        current product in current market,
        reaching first-time customers or grabbing share from competitors by increasing sales forces, marketing activities, introducing loyalty scheme and promotions
        (4P产品/价格/渠道/促销: differentiating product, value-based pricing, placement distribution channel and sales point, promotion)
        (low risk and growth)
      - market development
        (market entry)
        
        current product in new market
        in other regions国家或一二三四线城市/distribution chanels超市商场便利店/target customers
        (mid risk and growth)
      - product development
        
        new product in current market
        new product can be updates/improvement of existing products with additional features or benefits, or related products
        (mid risk and growth)
      - diversification
        (market entry)
        
        new product in new market
        (high risk and growth)
    - - CAPABILITY: evaluation of client
        
        client's motivation
        
        strategic
        
        synergy/economies of scale(reduce surplus capacity, sharing resources eg. head office, distribution channel,complementary in operation, financial/tax efficiency)
        
        market access to overcome regulatory entry barrier to local market
        
        technology or other intangible assets acquisition to fast build capability
        
        market entry fast horizontal/vertical expansion
        
        collusive(reduce competition to increase bargaining power)
        
        financial (undervalued target)
        
        differences and links of clients' current business against new market, and difficulties to adapt or develop new capability
        
        client's past experience in market entry, success or failure
        
        other players' past attempt, lesson to learn
        
        product mix, customer segmentation, revenue stream, core capability
      - feasibility
        
        target's williness
        
        FINANCIALS: clients' sufficient fund vs. target valuation(revenue, cost, profitability, NPV, IRR, capex) or ROI to develop business(revenue + capex + ongoing cost: unit price, units sold, factory, new team, manufacturing, marketing)
        
        regulatory or political risks
        
        integration difficulties
      - MARKET: evaluation of target company & industry
      - STRATEGY: implementation
        
        timing (first mover/wait to see competitor's performance)
        
        speed (immediately full coverage/pilot trial)
        
        entry mode (export/licensing or franchising/strategic alliance(e.g.JV)/acquisition/full-control green-field investment)
        
        organization type (centralized control/local decision-making)
- - - - define the market (product/service + target customer + measurement unit)
        
        segmentation by product lines/customer group/region
        
        build an issue tree to structurise thoughts
        
        crunch the problem with numbers
        
        sanity checks
    - - rivalry
        
        benchmarking
        
        core competency and cost
        (R&D/technology/know-how/patent, human resource, capital, supplier/customer relationship, brand name/reputaion, product value to customers,cost structure, margin, economies of scale)
        
        concentration/fragmentation (no of players, CR5)
        
        fragmented market with small players easy to enter
        
        concentrated market has potential acquistion target
      - entry barrier/exit barrier
        (high sunk cost)
        
        R&D capability for high technology products
        
        intensive capex
        
        govt license
        
        economics of scale (high break-even point, selling more units to cover fixed cost)
        
        long learning period required (to build contact with suppliers and customers, streamline operation)
      - substitute, product life cycle (网红店靠单品爆款，往往产品生命周期短)
      - supplier/customer bargaining power
    - - overall: life cycle (introduction, growth, maturity, decline)
        
        quantitative:TAM & penetration
        
        quatitative: market drivers, constraints, future trends (PEST analysis)
        demand: 消费习惯和消费能力 - ceiling of money, time and nature of human consumption
    - - supplier/customer concentration
      - product mix concentration
      - distribution channel mix concentration
      - quality assurance (safety)
    - - cost structure (fixed+variable)
        
        sustainability