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SEGMENTS ANALYSES

This section of the analyses defines the business. It first segments the customers in the business according to the major customer needs that could increase company costs. Next, it segments customers by the potential volume each customer segment represents for the company.

Analysis 1: Business Definition

Analysis 2: Requirements for Customer Information

Segmentation by Cost Driver

Analysis 3: Segmentation By Cost Driver

Analysis 4: Segmentation by Cost Driver Brainstorming Exercise

Segmentation By Volume

Volume Segmentation: Size of Customer

Analysis 5: Customer Size Breakdown

Analysis 6: Company Share Index by Customer Size

Analysis 7: Industry Growth by Customer Size

Analysis 8: Average Price Paid by Size of Customer

Volume Segmentation: Role in Customer Relationship

Analysis 9: Purpose of Roles Other Than Primary

Analysis 10: Size and Role Segmentation Matrix

Analysis 11: Company Compared to Market in Volume by Role

Analysis 12: Company Volume Index on the Size/Role Matrix

Analysis 13: Company Role Reasons

Analysis 14: Customer Size Segments' Allocation of Volume By Role

Analysis 15: Average Unit Volume By Position

Volume Segmentation: Volatility

Analysis 16: Positive Volatility Across the Industry

Analysis 17: Share Shift Across the Customer Size and Role Segmentation Matrix

Analysis 18: Positive Volatility by Position

Analysis 19: Positive Volatility Index by Position

Analysis 20: Win and Fail Definitions

Analysis 21: The Cause of Volatility

Analysis 22: Likelihood of Share Gain from Lower Position When Higher Position Fails

Analysis 23: Competitor Share Change

Analysis 24: Competitive Vulnerability

Analysis 25: The Expected Gain Index

Volume Segmentation: Company Mode Of Growth

Analysis 26: Sources of Company Share Change

Analysis 27: Additional Approach Information to Separate Effects of Customer Growth and Company Volatility

Analysis 28: Company Volatility Compared to Industry Volatility

Analysis 29: Index Comparison of Company and Industry Volatility on the Customer Size/Role Matrix

Analysis 30: Returns By Size/Role Segment

Analysis 31: Using the Analyses to Support a Marketing and Customer Calling Program for Target Customers

 

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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.