Analyses: Products and Services
- Video #69: Overview of Products and Services Part 1: How to Look
- Video #70: Overview of Products and Services Part 2: What to Expect
- Video #71: Overview of Products and Services Part 3: What to Do
Value Creation
This section helps the Company develop a value proposition that makes the company the best supplier for its chosen customer targets. This involves both correcting weaknesses and developing current or new relative strengths.
| Price Point Coverage
These analyses assist the Company in determining which price points it will cover in the marketplace. This section is the first subject in Value Creation. |
| Performance Innovation
These analyses help the Company define the improvements it will make to its product/services package to enable it both to appeal to customers and to discourage competition. |
| Analysis 43: Customer Life Cycle Cost Per Unit | |
| Analysis 44: Customer Buying Hierarchy Definitions | |
| Analysis 45: Positive Volatility by Buying Criteria | |
| Analysis 46: Ease of Copy |
| RELATED LINKS |
| Over the years, we have written a number of Perspectives that cover a broad range of subjects in deteriorating and hostile marketplaces. We recommend that you review some or all of these articles before undertaking extensive analyses or delving deeper into the other Perspectives. These broad discussion Perspectives add important context to the Analyses, Symptoms and Implications and to the other Perspectives. These general articles include: |
| “Use Subtle Strategy in Tough Markets” A hostile market operates differently than a market with “normal” competitive conditions. But as difficult as a tough market can be, it can also present an astute management team with an unusual opportunity. | |
| “Rare Mettle: Gold and Silver Strategies to Succeed in Hostile Markets” Managements of winning companies have common themes for success in hostile markets. They each follow five basic themes. While virtually all successful companies are aware of these themes, their implementation differs according to their market position at the onset of hostility. | |
| “Staying Alive in a Hostile Marketplace” A few companies survive and even prosper during periods of hostility. How do these companies avoid being the victims of tough market conditions? | |
| “Success Under Fire: Policies to Prosper in Hostile Times” A hostile market evolves through six predictable phases. Most companies fail, withdraw or become acquisitions before this evolution is complete. They fail because their management policies were not effective. The few who survive and prosper do so by making decisions that follow two rules: attract customers and discourage competition. Losers lose by not following the second rule. | |
| “The Wisdom of Salomon” In the late ’80s, the investment banking firm of Salomon Inc. decided to leave the municipal bond market – a market the firm had lead. This withdrawal showed just how limited management’s options are when a market goes into overcapacity and how the best choice under such conditions may be the painful decision to leave the industry. |