Video 4 - 4 Corners Analysis - Oriented to Competitors

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来自 Fundação Instituto de Administração 的课程

Sales Strategy

40 个评分

Fundação Instituto de Administração

Sales Strategy

40 个评分

课程 2（共 5 门，Specialization Strategic Sales Management）

Welcome to Course 2 - Sales Strategy - This course is designed to discuss the application of intelligence analysis in the sales planning process. And this approach contributes to integrating the sales planning process into the corporate strategy of the company because, in the strategy analysis and formulation process, we apply models, frameworks, tools, and techniques that also apply to the sales planning and management process. Therefore, the expected outcomes of this course focus on the transition from traditional to strategic sales planning, by discussing and applying the concepts recommended to support the development of the strategic guidelines. The concepts, models, tools, and techniques discussed and practiced during the course focus on the improvement of value creation from the sales function empowered by intelligence analysis, a process which typically applies in the strategy analysis front. The discussions go through how intelligence analysis can support the sales function, by providing methods to connect strategy to marketing and sales planning processes. In this course, the primary learning outcome is the ability to apply intelligence analysis to support sales planning process, and by being able to do this, you’ll improve your competencies and skills to support sales planning with a strategic approach. You’ll develop a final assignment at the end of the course, and it is designed from an adapted real-life business case. The challenges of the case comprise the business context, through which you’ll apply the conceptual framework discussed during Course 2. The outcomes of your analysis on the assignment case will be evaluated through a peer-review process.

从本节课中

Module 3 - Intelligence analysis for sales: Analytical tools and techniques

Welcome to module 3 – Intelligence analytical tools and techniques to support the sales strategy. At this point of the course, we already have an awareness of the effectiveness of intelligence analysis to improve sales planning process. Also, we have a conceptual understanding of how intelligence analysis can support the external environment assessment and the connection between the external and internal environment. Now it’s time to dedicate some efforts in the analytical tools and techniques, with the recommendations on how to apply them, and the use of their outcomes in the sales planning and management processes. This module primary learning outcome is the knowledge of the different analytical tools and techniques, and how they can contribute to the sales planning and management processes. We’ll discuss the tools and techniques, the recommendations of how to apply them, and the applicability of the tools and techniques analyses outcomes in the sales planning process.

Video 1 - On the importance of analytical tools6:24

Video 2 - 5 Forces Analysis4:18

Video 3 - STEEP Analysis3:49

Video 4 - 4 Corners Analysis - Oriented to Competitors5:38

Video 5 - 4 Corners Analysis – Oriented to Clients4:10

Video 6 - Value Chain Analysis6:18

Video 7 - VRIO Analysis5:56

Video 8 - Demand estimation5:20

Video 9 - Probability of Victory Analysis3:46

Video 10 - Win Loss Analysis4:34

与讲师见面

Nelson Yoshida
Ph.D., MBA, B.Eng.
FIA Profuturo – Futures Studies Program
Samantha Mazzero
MSc, MBA, BS Math
FIA Profuturo – Futures Studies Program
Edson Ito
Specialist Professor

Hi. Welcome back.

In the last videos,

we talked about how to perform an external analysis.

External analysis are important to

understand the environment in which your firm operates.

They are also used for you to identify which players

and elements needed to be monitored and understood.

To really understand your current and future behavior,

we will discuss another of Professor Michael Porter's tool, competitor analysis.

Some authors refer to this type of study as competitor profiling or four-corner analysis.

The concept of competitor profiling was borrowed from

the military which have used this concept for centuries as

a way to understanding and predicting the enemy's decisions and

their most likely actions and incorporate this knowledge into their planning.

Although the benefits of this kind of analysis seems obvious,

a relatively small number of companies use this too well.

When you analyze a competitor,

you should focus on four main factors.

Current actions, which is basically the current competitor strategy.

What resources the competitor has available,

which is the capabilities.

What motivates the competitor or drivers,

and what competitors decision makers think about the market and about itself.

These are the assumptions.

The current competitive strategy.

Well, this is the easy part.

All you need to do is to identify what the competitor sells,

to what market segments,

in which geographic markets,

to what channels and at what prices?

This will give you a glimpse on the competitor's strategy.

Capability. Know what resources competitors have is also relatively easy.

Many companies have this information on their websites.

Resources such as physical facilities, laboratories,

patents, manufacturing plants, partners,

et cetera are easy to find.

Many people will try to make an analysis based only on these two types of information.

This is wrong, and this is dangerous.

Many companies will think of something like,

if I were in my competitor's situation, this is what I would do.

Well, this works sometimes.

The problem is that you are not in your competitor's shoes,

and you do not have access to the same information.

You do not feel the same pressures,

and you do not have the same history.

Also, you do not think in a static way.

Why should your competitor?

To predict the competitor's future behavior,

one must see the world with your competitor's eyes, not yours.

You can do that by understanding drivers and assumptions.

Drivers is what motivates your competitors,

one which will understand.

What motivates your competitors to analyze his or her goals,

and if the competitors has been achieving them?

According to the gap, you will have a good idea

on the motivation level to achieve these goals.

This analysis needs to be performed at a tactical and strategic levels.

Each companies has its own metrics,

and these can be expressed in terms of market share, profitability, and others.

If you pay attention to your competitor's language,

that will be clear.

Assumptions. That is what the competitor thinks about him or herself, and the industry.

Assumptions are key to predict future behavior.

The competitor will act according to his or her vision of the world.

Therefore, if we can understand how the competitor sees the world,

we will have a very good idea on what he or she will do.

The nice thing about this technique is that if you

identify that your competitor has an incorrect assumption,

the competitor will make wrong decisions systematically.

For example, in the Kodak case,

the assumption was that photography was a chemical process,

and Kodak customers would not migrate to the digital world quickly.

Kodak assume that he had years to act.

When you understand these competitive parameters, current strategy,

capabilities, drivers and assumptions,

you will be able to answer the following questions.

Is the company satisfied with this current position?

If not, the company will act.

What are your competitor's most likely actions?

If these moves caused you problems,

you have to act.

Where is the competitor vulnerable?

If you can identify and explore your competitor's vulnerability,

you should do it. Hot Buttons.

What will provoke the strongest reactions?

Every companies has hot buttons.

Actions that generate a disproportionate response.

For example, if your firm's survival is threatened by a competitor actions,

you are more than likely to act.

This technique is very useful because it

offers a structured way to understand the competitor behavior.

Although originally designed for competitor analysis,

it can also be used to understand customers.

This is the topic of our next video.

Thank you for watching. I'll see you in our next video.

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