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1 Market Excellence Plan Market Excellence Plan Company Name. Company Name. Your Business Unit or Your Business Unit or Line. Line. From 201X-201Y. From 201X-201Y. Your Name. Your Name.
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1 Market Excellence Plan Company Name. Your Business Unit or Line. From 201X-201Y. Your Name.

Mar 26, 2015

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Page 1: 1 Market Excellence Plan Company Name. Your Business Unit or Line. From 201X-201Y. Your Name.

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Market Excellence PlanMarket Excellence Plan

Company Name.Company Name.

Your Business Unit or Line.Your Business Unit or Line.

From 201X-201Y.From 201X-201Y.

Your Name.Your Name.

Page 2: 1 Market Excellence Plan Company Name. Your Business Unit or Line. From 201X-201Y. Your Name.

Manual.Manual.

On the On the notes pages notes pages to each slide, you will to each slide, you will find an explanation of what it is that you find an explanation of what it is that you need to do. need to do.

Make sure that you Make sure that you explainexplain your analyses your analyses and choices. Do and choices. Do not assume not assume we will we will understand without explanations.understand without explanations.

22

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Market Excellence PlanMarket Excellence PlanYour Business Roadmap to SuccessYour Business Roadmap to Success

Prof.dr. Henry Robben [email protected]

Prof.dr. Rudy Moenaert [email protected]

drs. Peter [email protected]

www.visioN2B.nl

© Rudy Moenaert, Henry Robben & Peter Gouw

Page 4: 1 Market Excellence Plan Company Name. Your Business Unit or Line. From 201X-201Y. Your Name.

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Part 1Part 1Where and How Where and How

Do We Compete Today?Do We Compete Today?

Analyzing The Present Internal Analyzing The Present Internal and External Situations.and External Situations.

Page 5: 1 Market Excellence Plan Company Name. Your Business Unit or Line. From 201X-201Y. Your Name.

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Business ObjectivesBusiness Objectives

BHAG (‘BHAG (‘Big Hairy Audacious Goal’Big Hairy Audacious Goal’) for ) for __________________

Commercial goals for next 3 yearsCommercial goals for next 3 years

Commercial target for next yearCommercial target for next year

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Business Definition and HistoryBusiness Definition and History

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Way-to-Market ArchitectureWay-to-Market Architecture

<company><company><company><company>

Direct Channels, e.g., Direct Channels, e.g., •The InternetThe Internet•Face to FaceFace to Face

Direct Channels, e.g., Direct Channels, e.g., •The InternetThe Internet•Face to FaceFace to Face

Influencers, e.g.,Influencers, e.g.,• AdvisersAdvisers

•Regulatory institutionsRegulatory institutions•MediaMedia

Influencers, e.g.,Influencers, e.g.,• AdvisersAdvisers

•Regulatory institutionsRegulatory institutions•MediaMedia

End-Customer SegmentsEnd-Customer SegmentsEnd-Customer SegmentsEnd-Customer Segments

Segment 1Segment 1Segment 1Segment 1 Segment 2Segment 2Segment 2Segment 2 Segment 3Segment 3Segment 3Segment 3 Segment 4Segment 4Segment 4Segment 4

Sales per channel (%)

Sales per segment (%)

Nature ofrelationship, support

& reputation

Influence

Influence

Indirect Channels, e.g., Indirect Channels, e.g., •Distributors & ResellersDistributors & Resellers•SuppliersSuppliers•OEMs and ConvertorsOEMs and Convertors

Indirect Channels, e.g., Indirect Channels, e.g., •Distributors & ResellersDistributors & Resellers•SuppliersSuppliers•OEMs and ConvertorsOEMs and Convertors

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Contemporary SituationContemporary Situation

Market Mix %

<P1>

<P5>

<P2>

<P4>

<P3>

<....>

<P6>

Segment Size (€)

<company> Mkt. Share %

€ (000) Market SegmentsMarket Segments

ProductsProducts Total(€)

MarketSize (€)

<company> Market

Share (%)

Total (€)

<S1> <S2> <S3> <S4> <...> <S5> ProductMix %

100 %

Total Sales (000 €) :

Year -1: (est.) Year 0: (est.) Year 1: (est.) Year 2: (est.)Year 3: (est.)

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Competitive AnalysisCompetitive Analysis

SuppliersSuppliers......

SuppliersSuppliers......

ComplementorsComplementors......

ComplementorsComplementors......

CompetitorsCompetitors......

CompetitorsCompetitors......

CustomersCustomers......

CustomersCustomers......

Your CompanyYour Company......

Your CompanyYour Company......

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Conclusions of the Conclusions of the Competitive AnalysisCompetitive Analysis

FORCE:FORCE: CONCLUSION:CONCLUSION:

1.1. Your companyYour company ::

2.2. CompetitorsCompetitors ::

1.1. SuppliersSuppliers ::

2.2. CustomersCustomers ::

3.3. ComplementorsComplementors ::

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1111

STEP AnalysisSTEP Analysis

Forces External Forces External to the Industry to the Industry

and to the and to the CompanyCompany

Forces External Forces External to the Industry to the Industry

and to the and to the CompanyCompany

SocialSocialContextContext

EconomicEconomicContextContext

TechnologicalTechnologicalContextContext

PoliticalPoliticalContextContext

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External Analysis:External Analysis:Opportunities & ThreatsOpportunities & ThreatsOpportunitiesOpportunities

1.1.

2.2.

3.3.

4.4.

5.5.

6.6.

7.7.

8.8.

9.9.

N. N.

ThreatsThreats

1.1.

2.2.

3.3.

4.4.

5.5.

6.6.

7.7.

8.8.

9.9.

N. N.

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Business Model forBusiness Model for

CA 3CA 3 CA 4CA 4

CA 1CA 1 CA 2CA 2

Resource 10Resource 10

Resource 5Resource 5

Resource 1Resource 1

Resource 2Resource 2Resource 4Resource 4

Resource 8Resource 8 Resource 7Resource 7

Resource 6Resource 6

Resource 3Resource 3

Resource 8Resource 8

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Internal Analysis:Internal Analysis:Competitive Advantage (‘Winners’)Competitive Advantage (‘Winners’)Competitive AdvantageCompetitive Advantage

CACA11: : ____________________________________________

CACA22: : ____________________________________________

CACANN: : ____________________________________________

ExplanationExplanation

CACA11: : ____________________________________________

CACA22: : ____________________________________________

CACANN: : ____________________________________________

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Internal Analysis:Internal Analysis:Basic RequirementsBasic Requirements

Basic Basic RequirementRequirement

1.1.

2.2.

3.3.

4.4.

5.5.

6.6.

7.7.

8.8.

9.9.

N.N.

Performance Relative to Performance Relative to Competition Competition

1.1.

2.2.

3.3.

4.4.

5.5.

6.6.

7.7.

8.8.

9.9.

N.N.

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Sustainability Evaluation of the Sustainability Evaluation of the Present Situation / 1Present Situation / 1

Superior Superior resourcesresources

Durable Durable demanddemand

Inimita-Inimita-bilitybility

SubstitutaSubstituta-bility-bility

Appropria- Appropria- bilitybility

EfficiencEfficiencyy

OverallOverall

CA1CA1

CA2CA2

CACANN

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Sustainability Evaluation of the Sustainability Evaluation of the Present Situation / 2Present Situation / 2

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Part 2Part 2Where and How Where and How

to Compete in the Future?to Compete in the Future?

Choosing the Hunting Grounds Choosing the Hunting Grounds and the Hunting Strategy.and the Hunting Strategy.

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Market ExcellenceMarket Excellencefor the Future: Targetingfor the Future: Targeting

Where to Compete?Where to Compete?Key Market Segments/Key Market Segments/

Product LinesProduct Lines

1.1. 2.2. 3.3.

N. N.

Your Choice for the Future Is:________________________.

WhyWhy

1.1. 2.2. 3.3.

NN. .

Page 20: 1 Market Excellence Plan Company Name. Your Business Unit or Line. From 201X-201Y. Your Name.

2020

Market ExcellenceMarket Excellencefor the Future: Differentiation for the Future: Differentiation

For_________________For_________________How to Compete?How to Compete?

Competitive AdvantagesCompetitive Advantages

CACA11: ______________________: ______________________

CACA22: ______________________: ______________________

CACANN: ______________________: ______________________

Why?Why?

CACA11: ______________________: ______________________

CACA22: ______________________: ______________________

CACANN: ______________________: ______________________

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Future Business Model Future Business Model For____________.For____________.

CA 3CA 3 CA 4CA 4

CA 1CA 1 CA 2CA 2

Resource 10Resource 10

Resource 5Resource 5

Resource 1Resource 1

Resource 2Resource 2Resource 4Resource 4

Resource 8Resource 8 Resource 7Resource 7

Resource 6Resource 6

Resource 3Resource 3

Resource 8Resource 8

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Part 3Part 3How to Get There?How to Get There?

Business RoadmappingBusiness Roadmapping

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Business Roadmap: Business Roadmap: Defining the Strategic ProjectsDefining the Strategic ProjectsProjectsProjects

1.1. 2.2. 3.3. 4.4. 5.5. 6.6. 7.7. 8.8. 9.9. N.N.

Year 1Year 1

1.1. 2.2. 3.3. 4.4. 5.5. 6.6. 7.7. 8.8. 9.9. N.N.

Year 2Year 2

1.1. 2.2. 3.3. 4.4. 5.5. 6.6. 7.7. 8.8. 9.9. N.N.

Year 3Year 3

1.1. 2.2. 3.3. 4.4. 5.5. 6.6. 7.7. 8.8. 9.9. N.N.

Responsible /Responsible /AccountableAccountable

1.1. 2.2. 3.3. 4.4. 5.5. 6.6. 7.7. 8.8. 9.9. N.N.

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Marketing Score Card 201X: Marketing Score Card 201X: Marketing CalendarMarketing Calendar

ActionsActions

ExplanationsExplanations

TimingTiming

CostsCosts

RevenuesRevenues

ResponsibleResponsible

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Part 4Part 4Return on Business!Return on Business!

Value@Firm & Value@CustomerValue@Firm & Value@Customer

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Marketing Score Card 201X :Marketing Score Card 201X :InnovationInnovation

New ProductsNew Products Marketing ActionsMarketing Actions TargetsTargets

New ChannelsNew Channels Marketing ActionsMarketing Actions TargetsTargets

New SegmentsNew Segments Marketing ActionsMarketing Actions TargetsTargets

New LeadsNew Leads Marketing ActionsMarketing Actions TargetsTargets

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Marketing Score Card 201X:Marketing Score Card 201X:Marketing Mix ProductivityMarketing Mix Productivity

FocusFocus (customers, channels, products) (customers, channels, products) TargetsTargetsM-Mix Instrument #1M-Mix Instrument #1

M-Mix Instrument #N Focus Focus (customers, channels, products)(customers, channels, products) TargetsTargets

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Marketing Score Card 201X:Marketing Score Card 201X:Customer ResponseCustomer Response

InitiativesInitiatives TargetsTargets

Customer ComplaintsCustomer Complaints

% Lost Customers% Lost Customers

Brand ValuationBrand Valuation

Customer SatisfactionCustomer Satisfaction

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Marketing Score Card 201X:Marketing Score Card 201X:Financial ResultsFinancial Results

Product LineProduct Line

200X200X

200X+1200X+1

200X+2200X+2

Difference%Difference%

Price%Price%

Volume%Volume%

CGM %CGM %

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Strategic Project Analysis / 1Strategic Project Analysis / 1

Strategic Strategic ProjectProject

Business Business OpportunityOpportunity

FeasibilityFeasibility Economic Economic ResultsResults

LeverageLeverage OverallOverall

SPSP11

SPSP22

SPSPNN

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Strategic Project Analysis / 2Strategic Project Analysis / 2