Data Gathering and Analysis Training 23 September 2005 26 September 2005.

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Data Gathering and Analysis Training23 September 200526 September 2005Data gathering vs. analysis20%Analysis80%Data gathering50%Analysis50%DatagatheringValue to clientsHistoric emphasisNew focusHighLowSimple rulesAlways ask yourself so what?Do not wait to analyze until data collection is completeKeep it simple and structuredMake the output of the analysis obviousConsider analysis techniques beyond the standard toolsSimple rulesAlways ask yourself so what?Do not wait to analyze until data collection is completeKeep it simple and structuredMake the output of the analysis obviousConsider analysis techniques beyond the standard toolsThe questionShould the client build a nursing home in upstate, New York?Nursing Home Ownership within Market RegionTotal Number of Nursing Homes: 47 RegisteredFor Profit Homes: 23 HomesRepresents 48.9% of totalNon for Profit Homes: 24 HomesRepresents 51.1% of totalHighest Number of Registered HomesFor Profit Corporation: 17 HomesNon For Profit Corporation: 14 HomesGovernment Ownership by County: 5 HomesFor Profit Partnership: 4 HomesNursing Home Statistical Information for Market RegionStatistical Averages:Average Number of Beds: 150 bedsAverage Number of Occupied Beds: 140 bedsAverage Percent of Occupied Beds: 93.4%Average Number of Staff Hours per Resident: 3.45 hoursAll Nursing Homes within area are Medicare and Medicaid CertifiedSource: www.medicare.govAll Surrounding Counties Senior Income DataSo what?Can we answer the question now?Definition of target marketTotal demand and trends of target marketTotal current supply Anticipated supply (new construction)Barriers to enter marketWhat do we needWhat do we haveWhat data gaps existWhat do we have?47 nursing home X 150 beds = 7,050 total beds93% occupancy rate18 % growth in 65 to 74 versus 75 & over57% growth in 55 to 64 versus 75 & overTarget marketCan we answer the question now?Definition of target marketTotal demand and trends of target marketTotal current supply Anticipated supply (new construction)Barriers to enter marketWhat do we needWhat do we haveWhat data gaps existCan we answer the question now?Definition of target marketTotal demand and trends of target marketTotal current supply Anticipated supply (new construction)Barriers to enter marketWhat do we needWhat do we haveWhat data gaps existPercent of people who end up in nursing home by ageNew nursing home startsNumber of nursing home permits filedRegulatory/ licensing requirementsMarket feasibility in 2 years7,050 beds6,557 beds 8,100 beds12,997 beds5,255 old +7,742 new7 known new buildings planned @ 150 beds each20% of target market will need nursing home care over age 7510% of current nursing home tenants will be removed each yearKey assumptionsCurrentIn 2 years 4,897 bedsSupplyDemandOpportunitySignificant market opportunity exists even with the potential additional building startsCompany should enter if licensing can be approvedConclusionSimple rulesAlways ask yourself so what?Do not wait to analyze until data collection is completeKeep it simple and structuredMake the output of the analysis obviousConsider analysis techniques beyond the standard toolsMarket Segmentation ScenariosSegment via IncomeFarms with income $100,000+In FL, GA, NC, SCHigh end vegetables2.Segment via Farmers Education LevelFarmers with some or 4 years of collegeIn FL, GA, NC, SCHigh end vegetables3.Segment via Income with Increased Target StatesFarms with income $100,000+In FL, GA, NC, SC plus additional statesHigh end vegetables4.Segment via Income with Increased Product PortfolioFarms with income $100,000+In FL, GA, NC, SCIncreased portfolio of high end vegetablesHow much potential revenue can be generated from our software to better manage high end vegetable yields?1. Segment via IncomeFL, GA, NC, SCFarms $100,000+High-end vegetablesThe target market: Farms with operating income of $100,000+ per year, in FL, GA, NC, SC, who grow one or more of the 15 stated high end vegetables.Calculation of total target market (acres). Total market was segmented as using farming economical class, location and output produce from farm. Target farm size by economical class was then calculated as a percentage of the total market. The same percentage was applied to the total target produce farm land. The calculation was performed for the nation as a whole and for the four target states. 1. Target Market Revenue Potential Total acres used to produce high end vegetables Assuming 54% of farms producing high-end vegetables also have income over $100,000 Total farms over $100,000+For the FL, GA, NC, SC.35,100,000 Acres$100K+: 18,954,000 AcresHigh-end vegetables: 117,000 AcresTotal Market the total farmed acres in FL, GA, NC, SC.Target MarketPotential Revenue: $3,525,000Source:http:// www.usdf.gov/nassAssumption of $30 revenue per acreSimple rulesAlways ask yourself so what?Do not wait to analyze until data collection is completeKeep it simple and structuredMake the output of the analysis obviousConsider analysis techniques beyond the standard toolsFive Force AnalysisRivalry Among Competitors (S) Strong rivalry among competitors Competitive price Slow market growth Intensive direct marketing Full consulting service package Active customer satisfaction improvementPotential New Entrants (S)S: StrongM: ModerateW: WeakSubstitute Products (M)Suppliers (M) Moderate access to substitutes Moderate suppliers bargaining power Sufficient engineers Buyers (S) Strong bargaining power Easy access to other competitors Low cost to switch to other competitors Large numbers of alternatives available Low entrance barrier High potential of new entranceSo what?SWOT analysis exampleOpportunitiesGrowing market and purchase powerRelatively stable demand Mexican consumer segmentDemand for authentic Mexican food non-Hispanic segmentTrends towards healthy foodBusiness opportunities with existing customersBusiness ImplicationsThreatsMass markets are dominated by established brandsNiche markets are dominated numerous small brands and private brandsStrengthsReputation in the industryFlexible operation and responsive to the market Strong collaboration among R&D, marketing and sales teamsTailored products: customizationCapability in food innovationWeaknessesLack of brand equityLate Mexican food market entry in U.S.Customize products to overcome lack of brand equityLeverage strong R&D capabilities to enter growing market in R&DLeverage relationship with existing customersSimple rulesAlways ask yourself so what?Do not wait to analyze until data collection is completeKeep it simple and structuredMake the output of the analysis obviousConsider analysis techniques beyond the standard toolsDifferentiate yourselfSWOT and Five Forces are overused and NOT typically used by real consulting firmsLets look at some examples.Company Positioning of Salsas (perceptual maps)Frito LaysCampbellAuthenticGringoNiche MarketMass marketHormelGoyaPillsburyGriffith LaboratoriesPrivate labelsNestleSource: OSBI AnalysisCompany Positioning of Salsas (perceptual maps)Frito LaysCampbellAuthenticGringoNiche MarketMass marketHormelGoyaPillsburyGriffith LaboratoriesPrivate labelsNestleSource: OSBI AnalysisRecommended PositioningMarket attractiveness exampleRecommendation: Enter marketSensitivity analysis example: Salad Dressings Scenario Analysis Market is small yet attractive and growing Note: 1% is conservative, 5% is aggressiveMarket Share & % Gross MarginSales in Million DollarsGross Margin in Million Dollars1% Market Share 30% Gross Margin0.80.241% Market Share 20% Gross Margin0.80.165% Market Share 30% Gross Margin3.91.25% Market Share 20% Gross Margin3.90.8Required Current WWQ&A functionsPrimusCyracleServiceWareeGainAdjacent word search Me too tagging facility Notification process Scheduled reports User satisfaction survey and related reports Automated notification process for revalidationDatabase Maintenance/Authorizations Maintenance/nomination/promotion Search within one iteration Boolean search facilityEditor functions Auto assignment of questions Large SME text area Search of Q&A technical databases Comparison of the ToolsCompanyCyraclePrimusServiceWareeGainMicrosoftDell Apple Compaq Sun HP Clients using the ToolsIn-houseOption 2:PrimusOption 1:CyracleOption 3:ServiceWareOption 4:eGainReports Library/FAQ Database Maintenance/Authorizations Responding Authoring Searching Fully SupportsNo SupportInquiry about the costs of implementation for Primus and ServiceWareComparison of the Tools (Harvey Balls!)SWOT AnalysisSummary: Competitive PositioningStrengths outweigh weaknessesOpportunities outweigh threatsPositioning in unique segments such as prototyping and casting can find a niche for ABC in the industryComparison of Customers Needs and ABCs PositionSheet1Customer's NeedsABC's PositionFamiliarity and trustS - Excellent reputation in generalS - Strong relationship with existing suppliersW - Newcomer in design and simulation industryRelated experienceS - Experience in heavy equipment and casting technologyW - Limited knowledge in some other industriesLow priceS - Cost advantage leverage from UIUC studentsW - High margin desired by ABCTesting needsS - Experience in heavy equipment and casting technologyW - Unfilled opportunityTime savingW - Limited capacityOngoing and reliable communicationS - Strong leadership teamW - Located in small townW - Limited human resource to offer public relationshipMarket EnvironmentCAT's Position- Market demand is still growingS - Experience in heavy equipment and casting technologyS - Excellent reputation in general- Increasing Market demand in casting industryS - Good market penetration ideasS - Huge capital for R&D investment (differentiation potential)-Limited casting servicesW - New comer in design and simulation industryW - Limited Capacity-Global Competition-Low entrance barrier-Software innovation and improvementS - Excellent technical skills leverage from UIUC studentsSheet2Sheet3Comparison of Market Environment and ABCs PositionABC can leverage its strengths and overcome its weaknessesSheet1Market EnvironmentABC's PositionMarket demand is still growingS -Experience in heavy equipment and casting technologyS -Excellent reputation in generalIncreasing market demand in casting industryS -Good market penetration ideasS -Huge capital for R&D investment (differentiation potential)Limited casting servicesW -New comer in design and simulation industryW -Limited capacityGlobal competitionLow entrance barrierSoftware innovation and improvementS -Excellent technical skills leveraged from UIUCSheet2Sheet3Overview: Strategy ImplementationStrategies to place ABC in a better position in market environmentand fulfill customers needs in the simulation industryDifferentiate your service byOffering prototypingEmphasizing stronger disciplines like casting simulationFocus your energies byUsing selective pricingTargeting local customersAligning organizational supportSo whatnow?Simple rules- summaryAlways ask yourself so what?Do not wait to analyze until data collection is completeKeep it simple and structuredMake the output of the analysis obviousConsider analysis techniques beyond the standard toolsSuch as: provvyFluent alliance with engineous software.Business network effect Direct and one-to-one marketing Overwhelming small companiesJohn

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