Factor CEP NGO

CEP Score NGO Score Assigned Score Score

Factors A B I Ax I Bx I
Large, growth potential Small, but growth potential
Market Size and projected growth rate attractive 7 (attractive) 3 0.10 0.7 0.3
The intensity of competition Strong/Fierce (unattractive) 7 Strong/Fierce (unattractive) 7 0.25 1.75 1.75
high(attractive) promising
Emerging opportunities and threats opportunities 7 high (attractive) 7 0.15 1.05 1.05
Unable to accomodate bi
Able to undertake bi-annual annual academic year
Market Attractiveness

Seasonal and cyclical factor academic year enrollment 10 enrollment 1 0.05 0.5 0.05
Access to non taxable
Finacing based on allocation, funding, good organisational
Resource requirement staff resources limited 4 capabilities (attractive) 8 0.15 0.6 1.2
The value chain matches up The value chain does not
well with the value chain match up well with the value
The presence of cross-industry strategic activities of other institutions chain activities of other
fits and resource fits (attractive) 8 institutions (unattractive) 3 0.15 1.2 0.45
(surplus) low, business risk profit high, risk
Industry profitability medium (attractive) 7 high(unattractive) 2 0.10 0.7 0.2
Social pressure for corporate
Social, political, regulatory and social responsibility, strong
environmental factors political support 7 good political support 9 0.05 0.35 0.45
Industry, uncertainty and business risk low business risk (attractive) 8 high risk, good certainty 4 0.10 0.8 0.4
Total 7.65 5.85
High competitive strength Low competitve strength,
Relative market share higher market shares 8 low market share 2 0.15 1.2 0.3
able to maintain cost parity High unable to maintain cost
Costs relative to competitors with rival (high) 8 parity with rival 2 0.20 1.6 0.4
Ability to match or beat rivals on key high –able to satisfy buyer partially able to satisfy
product attributes expectations 9 buyer expectations 3 0.05 0.45 0.15
medium – problems with
Ability to exercise bargaining leverage distribution and inbound
with key suppliers or customers logistics as per value chain 6 no problems 8 0.05 0.3 0.4
Competitive Strength

Calibre of alliances and collaborative

partnerships with suppliers and/or very good collaborative very good collaborative
buyers alliances 8 alliances 8 0.10 0.8 0.8
Ability to benefit from strategic fit
relationships with sister business excellent relationships 9 good relationships 5 0.15 1.35 0.75
Technological and innovation
capabilities medium 6 very low and relys on CEP's 1 0.05 0.3 0.05
How well the business unit’s
competitive assets and competencies
match industry key success factors Low 2 high, ability to outsource 9 0.10 0.2 0.9
Strong brand name High, Strong brand name High,
Brand name recognition and reputation Product quality 9 Product quality 9 0.10 0.9 0.9
Profitability relative to competitors low-budgeting is sourced
(profitability here referes to savings and due to project cost, little
or surplus) medium-within range 5 manouravability 3 0.10 0.5 0.3

Total 7.6 4.95

Market Share Statistics
Market Size Market Share
Present Future

Convicted Total= 2422 Participants 775 100% 1000 100%

Market (Programme Participants)= 775 (32%) CEP's Share 603 78% 828 83%

New Market (Non Participants)= 1647 (68%) NGO's Share 172 22% 172 17%
Typical (external) factors that affect Market Attractiveness Analytical Model/Tool
- Market size Market Analysis
- Market growth rate Life Cycle Analysis
- Market profitability Market Analysis
- Pricing trends
- Competitive intensity / rivalry Competitor Analysis
- Overall risk of returns in the industry
- Entry barriers Porter 5 Forces
- Opportunity to differentiate products and services
- Demand variability
- Segmentation
- Distribution structure
- Technology development
Typical (internal) factors that affect Competitive Strength of a
Strategic Business Unit
- Strength of assets and competencies Resource Audit
- Relative brand strength (marketing)
- Market share
- Market share growth
- Customer loyalty Customer Loyalty Matrix
- Relative cost position (cost structure compared with competitors)
- Relative profit margins (compared to competitors) Financial Analysis
- Distribution strength and production capacity Value chain
- Record of technological or other innovation Kays Distinctive Competecies
- Quality Value chain
- Access to financial and other investment resources Financial Analysis
- Management strength
 High
### Grow Penetrate Selective
Harvest or
9 Investment
Harvest for Cash
8 Generation

Competitive Strength
CEP
7
NGO
6
Medium
5 Controlled
Invest for Growth
Segment and Harvest
4 Selective
Investment
3
Selective
2 Controlled Exit Rapid Exit or
Investment
or Disinvestment Attack
Divestment
1
Low

High Medium Low

10 9 8 7 6 5 4 3 2 1

Market Attractiveness
NGO 172

total 603