Collection of 15 core strategic and operational frameworks—over 100 instructional slides and ready to use PowerPoint diagram templates. The frameworks include the following: Porter’s Five Forces, Customer Experience, Market Sizing & Share, Company & Competitor Analysis, PEST Analysis, Industry Attractiveness & Business Strength Assessment, BCG Growth-Share Matrix, Key Success Factors Analysis, Product Life Cycle, Economics of Scale, Adoption Cycle, Value Chain Analysis, SWOT Analysis, SWOT Strategies, and Balanced Scorecard. For additional frameworks, check out the MBA Toolkit II (http://learnppt.com/powerpoint/14_MBA-Toolkit-II.php) and the MBA Toolkit III (http://learnppt.com/powerpoint/16_MBA-Toolkit-III.php). Download @ http://learnppt.com/powerpoint/ PowerPoint Tutorials @ http://pptdiagrams.wordpress.com/

3. 1. Porter’s Five Forces

5. Porter’s five forces THIS IS A PARTIAL PREVIEW You can preview the full PowerPoint document and download it at http://learnppt.com/powerpoint/ 4. Suppliers Suppliers negotiation power 2. Competitors in the industry Rivalry among existing companies 1. Potential new competitors Threat by new competitors 3. Substitution products Threat by substitution products 5. Customers Buyers’ negotiation power

8. The stock market, unsure of publishing’s future role, is not rewarding print-focused players Value of $100 invested in March 1985 Source: Compustat Note: All dividends reinvested. Indices track independent, “pure play” print media companies in each print segment Publishing companies must to transition to full media companies, expanding beyond print to distribute their products to be seen as long-term competitors. The Wall Street appeal of online involvement could help publishers who proactively use the new distribution medium maa-85 maa-86 maa-87 maa-88 maa-89 maa-90 maa-91 maa-92 maa-93 maa-94 maa-95 THIS IS A PARTIAL PREVIEW You can preview the full PowerPoint document and download it at http://learnppt.com/powerpoint/ EXAMPLE

13. Distinct distribution channels serve the two major different end-user segments Business Massive increase of home PC usage has increased the strength of the mainstream channel, especially retailers. Source: IDC and Merrin Information Services, Inc. Channels Direct Sales System Integrators (SI) Value-Added Resellers (VAR) Dealers Computer Superstores Mass Merchants Consumer Electronic Stores Office Stores Mail Order Direct Response Value-added channels Mainstream channels Definitions Those sales made by a manufacturers’ sales force, agent, or representative Provide customized value-added solutions for clients Offer unique, tangible solutions “off-the-shelf” to targeted customers The “traditional” computer dealer channel. Do not add unique value to the system but do offer some value in the form of support, training, or other services Large, well-merchandized store fronts , with most revenue generated by computer-related sales Typically offer a wide range of products, including computer-related equipment Offer a wide range of electronic merchandise, including computer-related items Retailers and resellers focusing on office supplies Third-party computer sales that use telephone to perform all levels of sale Direct telephone sales from manufacturers not using third parties Typical buyer Home users THIS IS A PARTIAL PREVIEW You can preview the full PowerPoint document and download it at http://learnppt.com/powerpoint/ EXAMPLE

20. Porter’s five forces Analyze industry structure Identify rules of the industry and derive chances and risks Develop and implement measures 1 2 3 THIS IS A PARTIAL PREVIEW You can preview the full PowerPoint document and download it at http://learnppt.com/powerpoint/

21. Porter’s five forces Economies of scale Product differentiation Brand identity Conversion costs Access to sales channels Capital needs Access to state-of-the-art technology Access to raw materials Protection by government Experience effect Specialised assets One-time exit costs Strategic linkages Emotional restraints Legal and social restrictions Number of comparable competitors Industry growth Fixed or storage costs Product characteristics Capacity increases Diversification of competitors Strategic assignments Entry barriers Exit barriers Rivalry among competitors little poor poor low broad low broad broad not available unimportant many high many many many many slow high consumables large steps high many Highly unattrac- tive Un- attractive Neutral Attrac- tive Highly attractive high pronounced high high limited high limited limited strong very important few low few few few few fast low specialised prod. continuous low few THIS IS A PARTIAL PREVIEW You can preview the full PowerPoint document and download it at http://learnppt.com/powerpoint/

22. Porter’s five forces Number of important buyers Availability of substitution products from other industries Buyers’ conversion costs Buyers’ threat with backward integration Industry’s threat with forward integration Importance for the quality or service of the buyers Buyers’ total costs in the industry Buyers’ profitability Number of important suppliers Availability of substitution products for the suppliers’ products Differentiation or conversion costs for delivery products Delivery’s threat with forward integration Industry’s threat with backward integration Suppliers’ importance for the quality or service of the industry Overall industry costs caused by suppliers Importance of the industry for the supplier group Buyers’ negotiation power Suppliers’ negotiation power few high low strong strong high large share low few low high strong strong high large share low many low high weak low low small share high many high low weak weak low low share high Highly unattrac- tive Un- attractive Neutral Attrac- tive Highly attractive THIS IS A PARTIAL PREVIEW You can preview the full PowerPoint document and download it at http://learnppt.com/powerpoint/

23. Porter’s five forces Availability of closely related substitution products Users’ conversion costs Profitability and aggressiveness of the substitution product manufacturers Value for money of substitution products Industry protection Industry regulations Availability of substitution products Authority measures high low high high disadvantageous disadvantageous low high low low advantageous advantageous Political continuity International capital transfer low limited high unlimited Customs Foreign exchange operations high limited low unlimited Foreign ownership Help for competitors limited substantial unlimited no Highly unattrac- tive Un- attractive Neutral Attrac- tive Highly attractive THIS IS A PARTIAL PREVIEW You can preview the full PowerPoint document and download it at http://learnppt.com/powerpoint/

26. Porter’s five forces THIS IS A PARTIAL PREVIEW You can preview the full PowerPoint document and download it at http://learnppt.com/powerpoint/ Overall assessment Authority measures Availability of substitution products Suppliers’ negotiation power Buyers’ negotiation power Rivalry of competitors Exit barriers Entry barriers high middle low high middle low Future Currently Industry Attractiveness

27. Porter’s five forces THIS IS A PARTIAL PREVIEW You can preview the full PowerPoint document and download it at http://learnppt.com/powerpoint/ Overall assessment … … … … … … … high middle low high middle low Future Currently Industry Attractiveness

28. 2. Customer Experience

34. 3. Market Sizing and Share

41. Markets can either be sized using data from a 3rd party provider, or by creating an approximation in-house In reality it is rare to be able to pluck a market size estimate directly from a 3 rd party. Approaches to market sizing Publicly available data from 3rd party Not publicly available data from 3rd party Top down Bottom up x + y + z a + b + c $ $ $ Create an in-house approximation using component data and proxies / assumptions where necessary THIS IS A PARTIAL PREVIEW You can preview the full PowerPoint document and download it at http://learnppt.com/powerpoint/

47. There are two methods to calculate growth – compound annual growth rate and average annual growth rate CAGR is a more sophisticated calculation and is used more widely than average annual growth rate. CAGR formula Average annual growth formula ( Last year – first year First year ) / n x 100 CAGR formula CAGR Average Annual Growth Rate THIS IS A PARTIAL PREVIEW You can preview the full PowerPoint document and download it at http://learnppt.com/powerpoint/ [ ( ( Last year First year ) 1/n-1 ) - 1 ] x 100 200 176 143 110 100 Size 5 4 3 2 1 Year [ ( ( 200 100 ) 1/5-1 ) - 1 ] x 100 = 18.9% ( 200 – 100 100 ) / 5 x 100 = 20.0%

48. 4. Company & Competitor Analysis

52. Most overviews hit the basics and then go deeper into certain areas depending on the question Profitability Glaring issues Market share Players The basics: Customized detail: Size / growth 1. 2. 3. Case studies Market attractiveness Company profiles Trends / issues THIS IS A PARTIAL PREVIEW You can preview the full PowerPoint document and download it at http://learnppt.com/powerpoint/

53. Company/competitor analysis – illustrative output Competitive Field Map Company Profile Template (Tailored to Specific Use) Competitive Field map 4: Multi-local vs Global Networked Islands Global Scale Local Scale BofA BofA Deutsche Deutsche HSBC HSBC Citibank Citibank Stan.Chart. Stan.Chart. • Asian Focu s ABN AMRO ABN AMRO • German-centric • Focus: European companies • Seeks domestic relationship s • Serve both local and cross-b order businesses well Chase Chase • Major money centre focu s; supplement ed with partn er banks BKB THIS IS A PARTIAL PREVIEW You can preview the full PowerPoint document and download it at http://learnppt.com/powerpoint/

58. 5. PEST Analysis

61. 6. Industry Attractiveness & Business Strength

67. END OF PARTIAL PREVIEW You can preview the full PowerPoint document and download it at http://learnppt.com/powerpoint/

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