io Elements entering a New uarket biarket [Competition rketshare [comparative products and services [Barriers to entry: fentr: [Start from scratch [Acquire an existing player joint venture/stratezic alliance with existing plaver industry Analysis, ‘urrent Industry Structure [Life cycle? (growth, transition, maturity) performance, margins sjor players and market share suppliers: lwhat’s going on in their market? [Future fExpanding or shrinking? jergers and acquisitions? [Barriers to entry orexit? fergers & Acquisitions bjectives increase market access [piversify holdings [Pre-empt the competition frax advantages incorporate synergies increase shareholder value Price [Fair? Affordable? fHow topay? [if the economy sours..?[Due Diligence [What shape is the company in? The industry? IHow secure are its markets and customers? lwhat are the margins? competitive response to acquisition ILegal issues fexit Strategies [How long to keep it? vest parts of the organization? ‘ew Product Product special or proprietary? Financing? patented? substitutions? fravantages and disadvantages lace in product line cannibalizing our own products? toplacing existing product? hiarket Strategy Expanding customer base rrompting competitive response Barriers to entry Plajor players and marketshare [customers lho? How to reach them? Retention — how to hold them? |Fmancing low funded? fest allocation of funds? pebt viable? [pricing Strategies pricing [competitive pricing s-based pricing rice-based costing: [Growth Strategies [Assessment fs the industry growing? lHow are we growing compared to the industry? ices relative to competitors competitors marketing and development [hich segments have the most potential? Funding for higher growthBeata Frcreave istibation channels fncreare product ine fncest in major marketing campaign biversity of products orservicestiered baarket ho is the competition and their market zhare? [Products comparison Barriers toentry [cost Benefit Analysis fanagement keting and strategic plan pistribution channels, [product Eee [fompettive Repon why? few product? spetitor’s strategy changed? +r competitor's increased market share Burategy [Acquire a competitor ge with competition ¥ competitor fire the competitor's manazement ease profile with marketing campaign [increasing Sales [Assessment (Increasing sales doesn Growth relative to market share necessarily mean increasing profits) inmarketshare stomer polls, ices competitive? spetitor’s strategies (marketing and product ‘elopment) [How? Increase velume ease amount ofeach sale rrease prices reate seasonal balance [Reducing Costs [Assessment ‘cost breakdown’ vestigate for irregularities rk competitors sbor-saving technologies [cost analysis — Internal inion wages, suppliers, materials, economies of scale, increased] support system Gost analycis —External [Eronomy, interest rates, goverament regulations, twansportation/- [shipping strikes [increasing Profits} [identify revenue streams [Percentage of total revenue of each rmusual balance? [ttave percentages changed? [D fixed costs hD variable costs Jonitts in costs Unusual costs? benchmark competitors [Reduce costs without damaging revenue streams Volume Expand intonow areas fincrease sales (volume and force) lincrease marketing fReduce prices improve customer service fTumaround tratesy [Learn about company [Review services, products, finances secure funding view talent and culture mine short term / long term goals susiness plan | sure clients, suppliers, distributors rioritize goals and develop some small successes for momentum.