个人总结市场进入(包括MA)战略规划营销规划营销审计

Step 1 Marketing Entry & Industry Insight Market Outlook Understand research objective Understand the research product scope o Understand the industry value chain - value chain, stakeholders’ num., type, trend and o profitability Examine the market attractiveness and risk (PEST) Market Size (production, demand, import and export), market trend and profitability o Influencing factors: policy, economic, society, technology and other factors including logistic, o e-business… For material product + End-Downstream market intelligence - Market Size (from supplier or purchaser), market share, o market trend, export/import volume, policy and regulation End-Downstream Key player intelligence – launch time, product, investment...& Capacity, o Produce volume, sales intelligence End-Downstream dynamic intelligence o Direct-Downstream market intelligence - production, (research) product use volume, it’s main o supplier Compete Insight (who’s our competitor? Wh at they have down?) 1 Outlook Competitor outlook - num., type, location, concentration ratio, classification, trend and who’s o key player 2 Key player performance Basic Intelligence o Key Intelligence - o Manufacture Performance - plant, equipment, technology, outsourcing, capacity usage rate Sales Performance - revenue, market share, main client Marketing Performance - 4P and SWOT analysis Distribution Performance - Channel Analysis and incentive Summary: What’s thei r KSF (raw material supply (steady supply, high quality material) – o manufacture (core technology, quality control, cost optimization) –distribution (in time、steady、low-cost) - leading service (before-sales service、after-sales service…) Consumer Insight (w ho’s our consumer? What they want) 1 Outlook Consumer outlook - Downstream industry outlook – number, type, share, location, profitability o and trend & who’s key downstream industry (for FMCG, it means market size, trend, purchasing power, loc ation…) 2 Downstream application Location, number, concentration ratio, how use and impact on product o For company sourcing process, decision maker, KBF, demand o

self-market performance, develop trend & plan o for material product + What kind of products is directly purchased by End-Upstream, what kind is indirectly purchased o The proportion for directly and indirectly purchase to End-Upstream o Company Analysis What’s our positions? o Finance: able to finance the launch (cost)? Can we make a profit? o Operation: missing links of value chain? what’s our key business and strength & weakness –o

determine potential competitive advantages M&A Analysis Main Purpose: Diversification? Gain market share? Geographic expansion? Dose it do benefit to our client’s purpose? (Understand the cost structure and rev. structure of our client first) Assess Industry Attractiveness o Identify Acquisition Candidates o - Financial performance - Sales performance: More market share and more sales coverage? What’s our position in whole industry after

M&A - Marketing performance Product line and capacity: More product 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 fit, regulation Does our client have enough ability and resource to

M&A and then manage it? What does it cost to M&A the target company – JV/Acquistion? o Equity structure o Estimate the ROIC =

a reasonable rate of return on investment and NPV(现金流) o

Step 2 Strategy Planning ：定义公司使命确定公司目标现有业务设计组合（指战略业务单STEP - - 1位）（）进行市场拓展（业务市场拓展方格图）BCG Matrix -