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1、Step 1 Marketing Entry & Industry Insight Market OutlookUnderstand research objectiveo Understand the research product scope参考“国民经济行业分类与代码_GBT 4754-2002”o Understand the industry value chain - value chain, stakeholders num., type, trend and profitabilityExamine the market attractiveness and risk (PE
2、ST)o Market Size 通过应用类型、用户类型、供应商类型等估(production, demand, import and export), market trend and profitabilityo Influencing factors: policy对新进厂家的认证、规范要求，包括国标、行标等。要弄清在不同区域、不同行业的区别，及制定机构；以及执行效果和未来趋势, economicGDP，工业化，投资，消费，进出口 + 区域行业经济，以指明市场投资方向, society, technology主要技术指标；替代品和竞争性产品及其在这些指标上的表现；以及未来的新竞品，特点及
3、其影响 and other factors including logistic, e-businessFor material product +o End-Downstream market intelligence - Market Size (from supplier or purchaser), market share, market trend, export/import volume, policy and regulationo End-Downstream Key player intelligence launch time, product, investment.
4、& Capacity, Produce volume, sales intelligenceo End-Downstream dynamic intelligenceo Direct-Downstream market intelligence - production, (research) product use volume, its main supplier Compete Insight (whos our competitor? What they have down?)1 Outlooko Competitor outlook - num., type, location, c
5、oncentration ratio, classification, trend and whos key player根据营业额，投资类型等将竞争对手分为3层，画金字塔图2 Key player performanceo Basic Intelligenceo Key Intelligence - v Manufacture Performance - plant, equipment, technology, outsourcing, capacity usage ratev Sales Performance - revenue, market share, main clientv
6、Marketing Performance - 4P and SWOT analysisv Distribution Performance - Channel Analysis and incentive o Summary: Whats their KSF (raw material supply (steady supply, high quality material) manufacture (core technology, quality control, cost optimization) distribution (in time、steady、low-cost) - le
7、ading service (before-sales service、after-sales service) Consumer Insight (whos our consumer? What they want)1 Outlooko Consumer outlook - Downstream industry outlook number, type, share, location与渠道有关, profitability and trend & whos key downstream industry利用 “市场规模 VS 用户对产品要求 ”做二维图表 (for FMCG, it me
8、ans market size, trend, purchasing power, location)2 Downstream applicationo Location, number, concentration ratio, how use 应用环境与要求。牵涉到城市的分级tierand impact on product行业自身投资发展对产品的影响For company o sourcing process, decision maker, KBF, demando self-market performance, develop trend & planfor material pr
9、oduct +o What kind of products is directly purchased by End-Upstream, what kind is indirectly purchasedo The proportion for directly and indirectly purchase to End-Upstream Company Analysiso Whats our positions?o Finance: able to finance the launch (cost)? Can we make a profit? o Operation: missing
10、links of value chain? whats our key business and strength & weakness determine potential competitive advantagesM&A Analysis Main Purpose: Diversification?多样化 Gain market share? Geographic expansion地域扩张? Dose it do benefit to our clients purpose? (Understand the cost structure and rev. structure of o
11、ur client first)o Assess Industry Attractivenesso Identify Acquisition Candidates- Financial performanceCheck the balance sheet - Sales performance: More market share and more sales coverage? Whats our position in whole industry after M&A- Marketing performance Product line and capacity: More produc
12、t line? Or more production and more Capacity cut down the cost? - Bring synergy and economic of scale, then get the cost cut down Channel Resource: Sourcing & Distribution network? bring synergy and strengthen negotiation power Bring core technical- Risk culture, intellectual property, management fi
13、t, regulation Does our client have enough ability and resource to M&A and then manage it?o What does it cost to M&A the target company JV/Acquistion?o Equity structureo Estimate the ROIC = a reasonable rate of return on investment and NPV(现金流)Step 2 Strategy Planningl STEP：定义公司使命 - 确定公司目标 - 现有业务设计组合
14、（指战略业务单位 战略业务单位：拥有独立使命和目标，不受公司其他业务影响，独立进行计划的业务单位。）（BCG Matrix） - 进行市场拓展（业务市场拓展方格图）2.1 BCG Matrix（分析现有的业务组合）l 明星类：需要投入大量资金来维持高速的市场增长率，但最终他们的增长会降低，成为现金牛；l 金牛类：往往是扎实且成功的战略业务单位，只需要较少投资来维持市场份额，因此会给公司带来很多现金收入，来投资其他业务l 问题类：需要投资很大才能保证市场份额，而且不能保证一定能提高市场份额。因此需要考虑哪个问题产品能培养成明星，哪个问题产品需要淘汰l 瘦狗类：淘汰 图中圆圈的大小与战略业务单位的
15、销售额成正比 每个战略业务单位都有生命周期。他们从问题类开始，如果成功，就可以转向明星，随着市场增长率的下降随着变成金牛类，最终成为瘦狗，走向生命周期的终点。公司需要不断地增加新的产品和业务单位，来保证其中一些成为明星类，进而成为金牛类，为公司提供投资于其他业务单位的资金l BCG Matrix 应用难点&弊病 工具应用难点：（1）划分战略业务单位（2）衡量市场份额和增长率（3）实施起来较难，耗时和成本很高 弊病：过分强调市场份额增长or通过进入具有吸引力的新市场而带来的增长，投入到不相关的但增长率很高的业务中，但是不知道如何管理。同时，很快放掉了健康发展的成熟业务。（应该回到最了解的一个或几个行业中去）2.2 产品-市场拓展方格图（识别未来发展机会） 市场渗透策略：在现有市场提升销量的策略。 方法：吸引竞争者顾客；增加顾客购买次数和购买量 - 增加门店数量（or增加销售渠道），增加便利性；改进广告、价格、服务、店面设计等 市场开发策略：辨认和发展新细分市场的策略。 方法：基于地理因素（如进入国外市场）、人口统计因素（年龄、婚姻状况、文化程度、职业、经济状况、性别、民族、住地）、心理统计因素、行为因素等
