MarketingWayStandardWork500強(qiáng)市場部培訓(xùn)材料(1)(共47張)(PPT 47頁)

1、Avery Dennison Way Guide to Strategic MarketingDecember 17, 2010第1頁，共47頁。222Understanding the MarketplaceDimension #1: Understanding the MarketplaceSegmentation & TargetingInsights DevelopmentMarket Assessment21A第2頁，共47頁。3333Market Assessment DefinitionWhat is market assessment?An evaluation of the

2、business environment including industry, competitive, and customer trends to identify potential business growth, opportunities and threats1A第3頁，共47頁。4444Why Market Assessment is Important Provides insights from which to formulate business strategy Helps employees understand the boundaries around the

3、 market we are in and where we competeProvides a complete picture of trends that are or may impact the business Broadens the knowledge base and expands ability to see opportunities and risksAllows you to stay ahead of the game and better competeGives an opportunity to step back and think deeply abou

4、t the growth of the business1A第4頁，共47頁。5555Market Assessment is Necessary at All Levels of the OrganizationMarket assessments should be done at all levels in the organizationThe principles, process, tools, and outputs are the sameSub-SegmentBusinessSegmentSegmentSub-SegmentSub-SegmentSub-SegmentSub-

5、SegmentConsumer Packaged GoodsFoodBeverageBeerNon-alcoholicWineCould further break down sub-segment by product levelIllustrative Example1A第5頁，共47頁。66666Market Assessment Learning ObjectivesHow to define a market How to scope and size a marketHow to assess a market using the five forces analytical to

6、olHow to identify and prioritize key market trends1A第6頁，共47頁。77777Market Assessment ProcessDefine the Market1Select market definitionDetermine market sizeSummarize market attributesAssess Market and Fit with Avery DennisonPrioritize Market Trends23Define the value chainInvestigate & assess market ba

7、sed on five forces: Competitive RivalryImmediate BuyersEnd-UsersSuppliersSubstitutes/Risk of EntrantsAssess Avery Dennisons market performanceEvaluate market trends on two criteria:SignificanceImpact on Avery DennisonClassify market trends and understand indicated actions:ActInvestigateMonitorOveral

8、l MarketAvery Dennison Implications1A第7頁，共47頁。88888Market Assessment ProcessDefine the Market1Select market definitionDetermine market sizeSummarize market attributesAssess Market and Fit with Avery DennisonPrioritize Market Trends23Define the value chainInvestigate & assess market based on five for

9、ces: Competitive RivalryImmediate BuyersEnd-UsersSuppliersSubstitutes/Risk of EntrantsAssess Avery Dennisons market performanceEvaluate market trends on two criteria:SignificanceImpact on Avery DennisonClassify market trends and understand indicated actions:ActInvestigateMonitorOverall MarketAvery D

10、ennison Implications1A第8頁，共47頁。99999Market Definition:A group of existing and prospective customers that needs a specific solution or product and hasthe ability and willingness to purchase that solution or productThe market definition is also known as the Frame of Reference (Where do we compete?)Mar

11、ket DefinitionAddressableViableWinnable50% of all detergentcontainers use labels:$50M (= 100M * 50%)Total Laundry detergent market: $100MThe market we could the oretically address, filtered for target market segmentsThe market where we have the strongest fit with needs and the highest likelihood of

12、sustainable successNarrower definition of the market where customers / consumers reside and considering their buying behavior / criteriaThe broadest definition of the marketExplanationIllustrative ExampleProduct portfolio meets 30%of customers product specs:$15M (= 50M * 30%)Due to market factors (e

13、g.geography, sales coverage,long-term competitive contracts),Avery Dennison is able toattain 15% of the market:$2.25M (= 15M * 15%)1A第9頁，共47頁。1010101010Examples:How to Define a Market10BroadNarrowCustomer needs we serveProducts we sellRange of Market DefinitionsPrime PaperBrand EnhancementConsider e

14、xpanding the market definition Make sure to identify customers competitors within the market definitionHVAC TapesIndustrial BondingBar Code TagsLogistics & Productivity EnhancementLabeling & Packaging MaterialsPerformance Tape SolutionsRetail Branding and InformationSolutionsDivision1A第10頁，共47頁。1111

15、111111?ororDetermining the Right Market DefinitionLabelstock / Prime PaperLabeling & Packaging SolutionsBrand EnhancementHow to select which definition to use?Is the market attractive?Market Size & Profitability: Is the market large? Is it growing? Does it provide the potential for profits? How larg

16、e is the potential user base? Room to Grow: Have we already penetrated this market or is there room to profitably expand our role?Can we effectively compete in this market?Customer Preference: Can we provide value to customers relative to the competition? Will customers give us permission to play in

17、 this market?Resources: Do we have the assets and capabilities necessary to compete? If not, can we develop or acquire them? Example:Evaluate each definition against the following questions:1A第11頁，共47頁。1212121212Example: Defining the Specialty Tape MarketWe can define the Avery Dennison businesses i

18、n different waysThe market definition for the Specialty Tape Division can be narrow (Adhesives) or broad (Building Materials)Avery Dennison Specialty Tape Division Market DefinitionNarrow DefinitionBroad DefinitionFastening and Joining(Bolts, rivets, glues, tapes)Adhesive Materials(Acrylic, rubber-b

19、ased adhesives, double coated tapes)Bonding Materials(Industrial glue, tapes, bolts)Building Materials(Rivets, bolts, tapes, fasteners, glues, plastic ties, nails)1A第12頁，共47頁。1313131313How to Size a MarketDevelop market sizing equationIdentify data requirementsCollect necessary data and analyzeDefin

20、e the marketservice and/ or product typegeographical focustarget industry/ technologyIdentify major drivers of demand within primary marketDefine calculation logic to derive revenues from core driver(s)Select approach for estimating growthEstimate size/ value of core driver(s)Estimate required data

21、parametersIdentify potential sources for missing dataReview secondary sources1If necessary conduct qualitative interviews with industry experts to validate market size and growth estimatesUse data to calculate size of target market in units or dollars123Market sizing determines the number of custome

22、rs and potential customers that exist in a given market and the total value they represent in units and dollars1 See Market Sizing Data Sources slide for examples 1A第13頁，共47頁。1414141414How to Develop a Market Sizing EquationMarket size can be calculated in terms of volume or dollars.Market sizing ca

23、lculations are unique to each market, but can be simplified to the following equation:Total Number of CustomersAvg. Units Purchased Per CustomerTotal Number of Units PurchasedAvg. Price Per UnitTotal Market Size in DollarsWho are current & potential customersHow many people share this need?Is the to

24、tal number growing or declining?Is everyone with the need aware of the need and willing to buy?X=X=This is the total market sizeWhat is the market share of existing competitors? What do customers typically pay for the product?What other factors impact how much people pay? Are prices stable?What is o

25、ccurring outside of the market that could impact prices?This is the total market sizeHow are these dollars currently allocated across suppliers?What is the value we could expect? Considerations:How much does each customer buy?What factors impact how much they buy?Is the frequency of purchase growing

26、 or declining?1A第14頁，共47頁。1515151515Market Sizing Example: Global Car Tire MarketThe global market for new tires can illustrate how to estimate the size of a market:Data collected:850M cars are in use at any given timeTires last 8 years on averageOne tire costs $25 on average$25 per tire$10.6B tire

27、market850M cars / 8 years = 106M cars per yearTotal Number of CustomersAvg. Units Purchased Per CustomerTotal Number of Units PurchasedAvg. Price Per UnitTotal Market Size in DollarsX=X=106M cars per yearx 4 tires per car=424M tires per year4 tires per car XX=1A第15頁，共47頁。1616161616Market Sizing Data

28、 SourcesMost of the information you need to size an existing market is readily available through secondary dataIndustry trade associationsMarket research reportsGovernment agenciesEconomic indicatorsConsumer dataSizing a new market opportunity requires more searching and potentially primary research

29、Utilize existing data to make assumptions about your marketIndustry / Customer behavior surveys Conjoint analysisDiscrete choice modelsExisting MarketsNew MarketsMost market sizing exercises leverage existing data sources that track existing markets or that can be used to make assumptions about a ne

30、w market1A第16頁，共47頁。1717171717Example: Sizing the Apparel Label Market# garments# labels/ garmentavg. price/ label=est. label market ($)xxi.ii.iii.i. # garmentsii. # labels/ garmentiii. ave price/ labeltotal apparel sales/avg. price/ garment=Can be estimated at an individual (bottoms up) or country

31、(top down) levelDevelop market sizing equationIdentify necessary data 12Label typePricingWovenCareGraphicsOtherAvg. #1.002.001.001.000.50Assumptions for i. and ii. can be further refined to garment category level (e.g., shirts, trousers, etc)Label typePricingWovenCareGraphicsOtherAvg. price$0.02$0.0

32、3$0.03$0.04$0.05Based on industry averages1A第17頁，共47頁。1818181818Avery Dennison Market Performance SummaryDimensionDescriptionMarket PositionWhere do we compete? What are our competencies?Avery Dennison Size ($ and Vol.)What is our value from this market?Gross Profit (%)What is the potential profit f

33、rom this market?Current Market Share ($ and Vol.)What is our current share of the market?Key CompetitorsWho else competes in our market?Avery Dennison Point of DifferenceHow will we win?Access to Market (Channel)How do we reach the market?Customer RelationshipsHow strong are our relationships with t

34、he customer?Investment PotentialWhat is our ability to invest in the segment?Product PortfolioWhat are the advantages of the product portfolio?The Market Performance Summary provides a snapshot of the firms relative position1A第18頁，共47頁。1919Market Definition Summary Example: Specialty Tape Automotive

35、 Segment ExampleDimensionDescriptionMarket DefinitionInterior, Exterior and under hood PSA Bonding applications through engagement with OEM, Tiers and Converters in the 19 identified tape categories.Total Market Size ($ and Vol)$0.9bn 2010$1.4bn 2015Expected Growth Rate ($ and Vol.) 7% CAGRMarket Pe

36、netrationKey Competitors3M, Tesa, Nitto, Lohmann, AdchemEmerging SegmentsInterior low VOC, Laminated steel (EPB, brake shims), LSE exterior attachment, Forward Integration by manufacturersPricing StructureGlobal pricing agreements increasingly demanded by all players in the value chain (except consu

37、mer)Willingness to PayWilling to pay for innovation on new platforms, continued cost out pressure on existing platformsDistribution StructureMtl. suppliers - Converter Tier OEM - ConsumerEnvironmental FactorsDouble dip recession would have immense repercussions for auto industry. VOC content and rec

38、yclability increasingly regulated. Constant experimentation with new substrates. 1A第19頁，共47頁。2020Market Performance Summary Example: Specialty Tape Automotive Segment ExampleDimensionDescriptionMarket PositionPositioned well with converters, little to no OEM and Tier presenceAvery Dennison Size ($ a

39、nd Vol.)$47MM (2010)20.5 MMSIGross Profit (%)9.5% EBITCurrent Market Share ($ and Vol.)5%20.5 MMSIKey Competitors1.3M 2.Tesa 3.Nitto, 4.Lohmann 5. Adchem 6. AveryAvery Dennison Point of DifferenceCurrent: flexible mix&match Future: integrated component supplier and global manufacturer only other PSA

40、 supplier able to break 3M monopolyAccess to Market (Channel)Historically: converter only Strategy: access Tier & OEMCustomer RelationshipsMature with converters, in infancy with Tiers and non-existant with OEMs (Tapes)Investment PotentialInvestment in key complementary technologies (Acrylic Foam Ta

41、pes)Product PortfolioConverters: gap low cost foam bonding Tiers: very limited, in development (AFT, PE foam)1A第20頁，共47頁。2121212121Market Assessment ProcessDefine the Market1Select market definitionDetermine market sizeSummarize market attributesAssess Market and Fit with Avery DennisonPrioritize Ma

42、rket Trends23Define the value chainInvestigate & assess market based on five forces: Competitive RivalryImmediate BuyersEnd-UsersSuppliersSubstitutes/Risk of EntrantsAssess Avery Dennisons market performanceEvaluate market trends on two criteria:SignificanceImpact on Avery DennisonClassify market tr

43、ends and understand indicated actions:ActInvestigateMonitorOverall MarketAvery Dennison Implications1A第21頁，共47頁。2222222222How to Draw a Value ChainWhen developing a value chain consider the following questions:Who are the players in the market?How do we get the materials needed to manufacture produc

44、ts?How do products reach consumers?What are the roles and responsibilities of the various players in the value chain?How do the different players interact?Who has the greatest influence in the value chain? Raw Material SuppliersCustomersDistributorsManufacturersValue Chain Example:RetailersThe value

45、 chain is a visual depiction of how products get manufactured, distributed, and ultimately sold to consumersThe value chain describes the relative value each player provides1A第22頁，共47頁。2323232323Value Chain Example: Apparel IndustryAvery DennisonGarment FactoryLogistics & DistributerRetailerEnd Cons

46、umer% of Cost 1%Profitability x%Factors for Success:InnovationCustomerpartnershipQualitySpeedMany fragmentedbranding providers% of Cost 40%Profitability 6%Factors for Success:CostSpeedQualityMany garmentFactories, mostly inAsia% of Cost 3%Profitability 9%Factors for Success:CostSpeedFewer globallogi

47、stics &warehousing firms% of Cost 40%Profitability 1.5% - 5%Factors for Success:DesignSpeedQualityCostMany retailersserving manydifferent markets% of Cost N/AProfitability N/AFactors for Success:DesignQualityCostMany endConsumers withvery diverse needsDefinitions:% of Cost: The percent of the COST t

48、o the final customer per garment. This can vary across garments and retailers, however the view above is an aggregate view. Profitability Reflects the bottom line profitability (Net Income) of participants in the value chain. The above chain reflects the Mass-Market, Premier and Mid-Market Lifestyle

49、 channel. Cost and Profitability vary across garments and retailers. Additionally, private label brands are far more profitable for retailers than national (or global brands). Factors for Success The primary focuses of participants in value chain that drives their behavior. Wholesale Designer% of Co

50、st 10%Profitability 5% - 10%Factors for Success:DesignQualityCostSpeedMany global andnational brandowners 1A第23頁，共47頁。2424242424Five Forces Industry AnalysisGoal:Principles:Output:Describe current state as well as changes taking placeLeverage broad team experience Think deeply and broadly to identif

51、y trends before competitorsEngage people outside of marketing to provide insightComplete Five Forces Tool to identify market trendsUnderstand the industry environment and potential pressures that are impacting the businessFive ForcesAnalysisFirms PerformanceThreat of Substitutes and Potential New En

52、trantsSupplier InfluencesCompetitive RivalryEnd-User InfluencesImmediate Buyer Influences1A第24頁，共47頁。2525252525Five Forces Industry AnalysisFirms PerformanceThreat of Substitutes and Potential New EntrantsHow easy is it for customers to find new products / services?How high are the switching costs?W

53、hat new innovations exist that could replace my products?Supplier InfluencesWhat innovations are coming from suppliers that we can leverage?Do we have alternative sources of supply? Is it easy to switch?Competitive RivalryWhy are competitors winning / losing?Are there any new competitors that are do

54、ing things differently?End-User InfluencesWhat are their primary needs?Where do they get information and how do they make purchases?What are the existing attitudes, behaviors, and beliefs?Immediate Buyer InfluencesWhat are their primary needs?What are existing attitudes, behaviors, and beliefs?1A第25

55、頁，共47頁。2626262626Competitive Rivalry: SWOT AnalysisGoal:Who to Analyze?Output:Conduct a self-assessment of Avery Dennison businessReview the top 2-3 competitors as well as a market insurgent / innovatorComplete SWOT analysis tool for each competitor and Avery DennisonAssess the strengths, weaknesses

56、, opportunities and threats for competitors and Avery DennisonStrengthsWeaknessesOpportunitiesThreatsA SWOT analysis can be used to evaluate competitor rivalry and understand the competitive trends that could be impacting the business1A第26頁，共47頁。2727272727Company Name: _StrengthsWeaknessesWhat are o

57、ur primary advantages?What are our unique resources? Why do we win?What could be improved?What should be avoided?Why do we lose?OpportunitiesThreatsWhere can we grow the business?What emerging technologies exist?How are customer needs evolving?What are the obstacles we must overcome?What is the comp

58、etition doing that worries us?Why are we losing customers?Competitive Rivalry: SWOT AnalysisKey Questions / Considerations1A第27頁，共47頁。2828282828Market Assessment ProcessDefine the Market1Select market definitionDetermine market sizeSummarize market attributesAssess Market and Fit with Avery Dennison

59、Prioritize Market Trends23Define the value chainInvestigate & assess market based on five forces: CompetitorsDirect CustomersEnd CustomersSuppliersSubstitutes/Risk of EntrantsAssess Avery Dennisons market performanceEvaluate market trends on two criteria:SignificanceImpact on Avery DennisonClassify

60、market trends and understand indicated actions:ActInvestigateMonitorOverall MarketAvery Dennison Implications1A第28頁，共47頁。2929292929Identifying Market TrendsWhat is a market trend?Any change in industry, environment, competitive, or customer dynamics that impacts the demand and/or value customers pla