MarketingWayStandardWork500强市场部培训材料课件

AveryDennisonWayGuidetoStrategicMarketing

December17,2010AveryDennisonWayGuidetoSt222UnderstandingtheMarketplaceDimension#1:UnderstandingtheMarketplaceSegmentation&TargetingInsightsDevelopmentMarketAssessment21A222UnderstandingtheMarketpla3333MarketAssessmentDefinitionWhatismarketassessment?Anevaluationofthebusinessenvironmentincludingindustry,competitive,andcustomertrendstoidentifypotentialbusinessgrowth,opportunitiesandthreats1A3333MarketAssessmentDefiniti4444WhyMarketAssessmentisImportantProvidesinsightsfromwhichtoformulatebusinessstrategyHelpsemployeesunderstandtheboundariesaroundthemarketweareinandwherewecompeteProvidesacompletepictureoftrendsthatareormayimpactthebusinessBroadenstheknowledgebaseandexpandsabilitytoseeopportunitiesandrisksAllowsyoutostayaheadofthegameandbettercompeteGivesanopportunitytostepbackandthinkdeeplyaboutthegrowthofthebusiness1A4444WhyMarketAssessmentisI5555MarketAssessmentisNecessaryatAllLevelsoftheOrganizationMarketassessmentsshouldbedoneatalllevelsintheorganizationTheprinciples,process,tools,andoutputsarethesameSub-SegmentBusinessSegmentSegmentSub-SegmentSub-SegmentSub-SegmentSub-SegmentConsumerPackagedGoodsFoodBeverageBeerNon-alcoholicWineCouldfurtherbreakdownsub-segmentbyproductlevelIllustrativeExample1A5555MarketAssessmentisNeces66666MarketAssessmentLearningObjectivesHowtodefineamarketHowtoscopeandsizeamarketHowtoassessamarketusingthefiveforcesanalyticaltoolHowtoidentifyandprioritizekeymarkettrends1A66666MarketAssessmentLearnin77777MarketAssessmentProcessDefinetheMarket1SelectmarketdefinitionDeterminemarketsizeSummarizemarketattributesAssessMarketandFitwithAveryDennisonPrioritizeMarketTrends23DefinethevaluechainInvestigate&assessmarketbasedonfiveforces:CompetitiveRivalryImmediateBuyersEnd-UsersSuppliersSubstitutes/RiskofEntrantsAssessAveryDennison’smarketperformanceEvaluatemarkettrendsontwocriteria:SignificanceImpactonAveryDennisonClassifymarkettrendsandunderstandindicatedactions:ActInvestigateMonitorOverallMarketAveryDennisonImplications1A77777MarketAssessmentProcess88888MarketAssessmentProcessDefinetheMarket1SelectmarketdefinitionDeterminemarketsizeSummarizemarketattributesAssessMarketandFitwithAveryDennisonPrioritizeMarketTrends23DefinethevaluechainInvestigate&assessmarketbasedonfiveforces:CompetitiveRivalryImmediateBuyersEnd-UsersSuppliersSubstitutes/RiskofEntrantsAssessAveryDennison’smarketperformanceEvaluatemarkettrendsontwocriteria:SignificanceImpactonAveryDennisonClassifymarkettrendsandunderstandindicatedactions:ActInvestigateMonitorOverallMarketAveryDennisonImplications1A88888MarketAssessmentProcess99999MarketDefinition:AgroupofexistingandprospectivecustomersthatneedsaspecificsolutionorproductandhastheabilityandwillingnesstopurchasethatsolutionorproductThemarketdefinitionisalsoknownasthe‘FrameofReference’(Wheredowecompete?)MarketDefinitionAddressableViableWinnable50%ofalldetergentcontainersuselabels:$50M(=100M*50%)Total

Laundrydetergentmarket:$100MThemarketwecouldtheoreticallyaddress,filteredfortargetmarketsegmentsThemarketwherewehavethestrongestfitwithneedsandthehighestlikelihoodofsustainablesuccessNarrowerdefinitionofthemarketwherecustomers/consumersresideandconsideringtheirbuyingbehavior/criteriaThebroadestdefinitionofthemarketExplanationIllustrativeExampleProductportfoliomeets30%ofcustomersproductspecs:$15M(=50M*30%)Duetomarketfactors(eg.geography,salescoverage,long-termcompetitivecontracts),AveryDennisonisabletoattain15%ofthemarket:$2.25M(=15M*15%)1A99999MarketDefinition:Market1010101010Examples:HowtoDefineaMarket10BroadNarrowCustomerneedsweserveProductswesellRangeofMarketDefinitionsPrimePaperBrandEnhancementConsiderexpandingthemarketdefinitionMakesuretoidentifycustomers’competitorswithinthemarketdefinitionHVACTapesIndustrialBondingBarCodeTagsLogistics&ProductivityEnhancementLabeling&PackagingMaterialsPerformanceTapeSolutionsRetailBrandingandInformationSolutionsDivision1A1010101010Examples:HowtoDefi1111111111?ororDeterminingtheRightMarketDefinitionLabelstock/PrimePaperLabeling&PackagingSolutionsBrandEnhancementHowtoselectwhichdefinitiontouse?Isthemarketattractive?MarketSize&Profitability:Isthemarketlarge?Isitgrowing?Doesitprovidethepotentialforprofits?Howlargeisthepotentialuserbase?RoomtoGrow:Havewealreadypenetratedthismarketoristhereroomtoprofitablyexpandourrole?Canweeffectivelycompeteinthismarket?CustomerPreference:Canweprovidevaluetocustomersrelativetothecompetition?Willcustomersgiveuspermissiontoplayinthismarket?Resources:Dowehavetheassetsandcapabilitiesnecessarytocompete?Ifnot,canwedeveloporacquirethem?

Example:Evaluateeachdefinitionagainstthefollowingquestions:1A1111111111?ororDeterminingthe1212121212Example:DefiningtheSpecialtyTapeMarketWecandefinetheAveryDennisonbusinessesindifferentwaysThemarketdefinitionfortheSpecialtyTapeDivisioncanbenarrow(Adhesives)orbroad(BuildingMaterials)AveryDennisonSpecialtyTapeDivisionMarketDefinitionNarrowDefinitionBroadDefinitionFasteningandJoining(Bolts,rivets,glues,tapes)AdhesiveMaterials(Acrylic,rubber-basedadhesives,doublecoatedtapes)BondingMaterials(Industrialglue,tapes,bolts)BuildingMaterials(Rivets,bolts,tapes,fasteners,glues,plasticties,nails)1A1212121212Example:Definingth1313131313HowtoSizeaMarketDevelopmarketsizingequationIdentifydatarequirementsCollectnecessarydataandanalyzeDefinethemarketserviceand/orproducttypegeographicalfocustargetindustry/technologyIdentifymajordriversofdemandwithinprimarymarketDefinecalculationlogictoderiverevenuesfromcoredriver(s)SelectapproachforestimatinggrowthEstimatesize/valueofcoredriver(s)EstimaterequireddataparametersIdentifypotentialsourcesformissingdataReviewsecondarysources1IfnecessaryconductqualitativeinterviewswithindustryexpertstovalidatemarketsizeandgrowthestimatesUsedatatocalculatesizeoftargetmarketinunitsordollars123Marketsizingdeterminesthenumberofcustomersandpotentialcustomersthatexistinagivenmarketandthetotalvaluetheyrepresentinunitsanddollars1SeeMarketSizingDataSourcesslideforexamples1A1313131313HowtoSizeaMarket1414141414HowtoDevelopaMarketSizingEquationMarketsizecanbecalculatedintermsofvolumeordollars.Marketsizingcalculationsareuniquetoeachmarket,butcanbesimplifiedtothefollowingequation:TotalNumberofCustomersAvg.UnitsPurchasedPerCustomerTotalNumberofUnitsPurchasedAvg.PricePerUnitTotalMarketSizeinDollarsWhoarecurrent&potentialcustomersHowmanypeoplesharethisneed?Isthetotalnumbergrowingordeclining?Iseveryonewiththeneedawareoftheneedandwillingtobuy?X=X=ThisisthetotalmarketsizeWhatisthemarketshareofexistingcompetitors?

Whatdocustomerstypicallypayfortheproduct?Whatotherfactorsimpacthowmuchpeoplepay?Arepricesstable?Whatisoccurringoutsideofthemarketthatcouldimpactprices?ThisisthetotalmarketsizeHowarethesedollarscurrentlyallocatedacrosssuppliers?Whatisthevaluewecouldexpect?Considerations:Howmuchdoeseachcustomerbuy?Whatfactorsimpacthowmuchtheybuy?Isthefrequencyofpurchasegrowingordeclining?1A1414141414HowtoDevelopaMar1515151515MarketSizingExample:GlobalCarTireMarketTheglobalmarketfornewtirescanillustratehowtoestimatethesizeofamarket:Datacollected:850McarsareinuseatanygiventimeTireslast8yearsonaverageOnetirecosts$25onaverage$25pertire$10.6Btiremarket850Mcars/8years=~106McarsperyearTotalNumberofCustomersAvg.UnitsPurchasedPerCustomerTotalNumberofUnitsPurchasedAvg.PricePerUnitTotalMarketSizeinDollarsX=X=106Mcarsperyearx4tirespercar=424Mtiresperyear4tirespercarXX==1A1515151515MarketSizingExampl1616161616MarketSizingDataSourcesMostoftheinformationyouneedtosizeanexistingmarketisreadilyavailablethroughsecondarydataIndustrytradeassociationsMarketresearchreportsGovernmentagenciesEconomicindicatorsConsumerdataSizinganewmarketopportunityrequiresmoresearchingandpotentiallyprimaryresearchUtilizeexistingdatatomakeassumptionsaboutyourmarketIndustry/CustomerbehaviorsurveysConjointanalysisDiscretechoicemodelsExistingMarketsNewMarketsMostmarketsizingexercisesleverageexistingdatasourcesthattrackexistingmarketsorthatcanbeusedtomakeassumptionsaboutanewmarket1A1616161616MarketSizingDataS1717171717Example:SizingtheApparelLabelMarket#garments#labels/garmentavg.price/label=est.labelmarket($)xxi.ii.iii.i.#garmentsii.#labels/garmentiii.aveprice/labeltotalapparelsales/avg.price/garment=Canbeestimatedatanindividual(bottomsup)orcountry(topdown)levelDevelopmarketsizingequationIdentifynecessarydata12LabeltypePricingWovenCareGraphicsOtherAvg.#1.002.001.001.000.50Assumptionsfori.andii.canbefurtherrefinedtogarmentcategorylevel(e.g.,shirts,trousers,etc)LabeltypePricingWovenCareGraphicsOtherAvg.price$0.02$0.03$0.03$0.04$0.05Basedonindustryaverages1A1717171717Example:Sizingthe1818181818AveryDennisonMarketPerformanceSummaryDimensionDescriptionMarketPositionWheredowecompete?Whatareourcompetencies?AveryDennisonSize($andVol.)Whatisourvaluefromthismarket?GrossProfit(%)Whatisthepotentialprofitfromthismarket?CurrentMarketShare($andVol.)Whatisourcurrentshareofthemarket?KeyCompetitorsWhoelsecompetesinourmarket?AveryDennisonPointofDifferenceHowwillwewin?AccesstoMarket(Channel)Howdowereachthemarket?CustomerRelationshipsHowstrongareourrelationshipswiththecustomer?InvestmentPotentialWhatisourabilitytoinvestinthesegment?ProductPortfolioWhataretheadvantagesoftheproductportfolio?TheMarketPerformanceSummaryprovidesasnapshotofthefirm’srelativeposition1A1818181818AveryDennisonMarke1919MarketDefinitionSummaryExample:SpecialtyTapeAutomotiveSegmentExampleDimensionDescriptionMarketDefinitionInterior,ExteriorandunderhoodPSABondingapplicationsthroughengagementwithOEM,TiersandConvertersinthe19identifiedtapecategories.TotalMarketSize($andVol)$0.9bn2010$1.4bn2015ExpectedGrowthRate($andVol.)7%CAGRMarketPenetrationKeyCompetitors3M,Tesa,Nitto,Lohmann,AdchemEmergingSegmentsInteriorlowVOC,Laminatedsteel(EPB,brakeshims),LSEexteriorattachment,ForwardIntegrationbymanufacturersPricingStructureGlobalpricingagreementsincreasinglydemandedbyallplayersinthevaluechain(exceptconsumer)WillingnesstoPayWillingtopayforinnovationonnewplatforms,continuedcostoutpressureonexistingplatformsDistributionStructureMtl.suppliers-Converter–Tier–OEM-ConsumerEnvironmentalFactorsDoublediprecessionwouldhaveimmenserepercussionsforautoindustry.VOCcontentandrecyclabilityincreasinglyregulated.Constantexperimentationwithnewsubstrates.1A1919MarketDefinitionSummary2020MarketPerformanceSummaryExample:SpecialtyTapeAutomotiveSegmentExampleDimensionDescriptionMarketPositionPositionedwellwithconverters,littletonoOEMandTierpresenceAveryDennisonSize($andVol.)$47MM(2010)20.5MMSIGrossProfit(%)9.5%EBITCurrentMarketShare($andVol.)5%20.5MMSIKeyCompetitors1.3M2.Tesa3.Nitto,4.Lohmann5.Adchem6.AveryAveryDennisonPointofDifferenceCurrent:flexiblemix&matchFuture:integratedcomponentsupplierandglobalmanufacturer–onlyotherPSAsupplierabletobreak3MmonopolyAccesstoMarket(Channel)Historically:converteronlyStrategy:accessTier&OEMCustomerRelationshipsMaturewithconverters,ininfancywithTiersandnon-existantwithOEM’s(Tapes)InvestmentPotentialInvestmentinkeycomplementarytechnologies(AcrylicFoamTapes)ProductPortfolioConverters:gap–lowcostfoambondingTiers:verylimited,indevelopment(AFT,PEfoam)1A2020MarketPerformanceSummary2121212121MarketAssessmentProcessDefinetheMarket1SelectmarketdefinitionDeterminemarketsizeSummarizemarketattributesAssessMarketandFitwithAveryDennisonPrioritizeMarketTrends23DefinethevaluechainInvestigate&assessmarketbasedonfiveforces:CompetitiveRivalryImmediateBuyersEnd-UsersSuppliersSubstitutes/RiskofEntrantsAssessAveryDennison’smarketperformanceEvaluatemarkettrendsontwocriteria:SignificanceImpactonAveryDennisonClassifymarkettrendsandunderstandindicatedactions:ActInvestigateMonitorOverallMarketAveryDennisonImplications1A2121212121MarketAssessmentPr2222222222HowtoDrawaValueChainWhendevelopingavaluechainconsiderthefollowingquestions:Whoaretheplayersinthemarket?Howdowegetthematerialsneededtomanufactureproducts?Howdoproductsreachconsumers?Whataretherolesandresponsibilitiesofthevariousplayersinthevaluechain?Howdothedifferentplayersinteract?Whohasthegreatestinfluenceinthevaluechain?

RawMaterialSuppliersCustomersDistributorsManufacturersValueChainExample:RetailersThevaluechainisavisualdepictionofhowproductsgetmanufactured,distributed,andultimatelysoldtoconsumersThevaluechaindescribestherelativevalueeachplayerprovides1A2222222222HowtoDrawaValue2323232323ValueChainExample:ApparelIndustryAveryDennisonGarmentFactoryLogistics&DistributerRetailerEndConsumer%ofCost~1%Profitability~x%FactorsforSuccess:InnovationCustomerpartnershipQualitySpeedManyfragmentedbrandingproviders%ofCost~40%Profitability~6%FactorsforSuccess:CostSpeedQualityManygarmentFactories,mostlyinAsia%ofCost~3%Profitability~9%FactorsforSuccess:CostSpeedFewergloballogistics&warehousingfirms%ofCost~40%Profitability~1.5%-5%FactorsforSuccess:DesignSpeedQualityCostManyretailersservingmanydifferentmarkets%ofCostN/AProfitabilityN/AFactorsforSuccess:DesignQualityCostManyendConsumerswithverydiverseneedsDefinitions:%ofCost:ThepercentoftheCOSTtothefinalcustomerpergarment.Thiscanvaryacrossgarmentsandretailers,howevertheviewaboveisanaggregateview.Profitability

Reflectsthebottomlineprofitability(NetIncome)ofparticipantsinthevaluechain.TheabovechainreflectstheMass-Market,PremierandMid-MarketLifestylechannel.CostandProfitabilityvaryacrossgarmentsandretailers.Additionally,privatelabelbrandsarefarmoreprofitableforretailersthannational(orglobalbrands).FactorsforSuccess

Theprimaryfocusesofparticipantsinvaluechainthatdrivestheirbehavior.WholesaleDesigner%ofCost~10%Profitability ~5%-10%FactorsforSuccess:DesignQualityCostSpeedManyglobalandnationalbrandowners1A2323232323ValueChainExample:2424242424FiveForcesIndustryAnalysisGoal:Principles:Output:DescribecurrentstateaswellaschangestakingplaceLeveragebroadteamexperienceThinkdeeplyandbroadlytoidentifytrendsbeforecompetitorsEngagepeopleoutsideofmarketingtoprovideinsightCompleteFiveForcesTooltoidentifymarkettrendsUnderstandtheindustryenvironmentandpotentialpressuresthatareimpactingthebusinessFiveForcesAnalysisFirm’sPerformanceThreatofSubstitutesandPotentialNewEntrantsSupplierInfluencesCompetitiveRivalryEnd-UserInfluencesImmediateBuyerInfluences1A2424242424FiveForcesIndustry2525252525FiveForcesIndustryAnalysisFirm’sPerformanceThreatofSubstitutesandPotentialNewEntrantsHoweasyisitforcustomerstofindnewproducts/services?Howhigharetheswitchingcosts?Whatnewinnovationsexistthatcouldreplacemyproducts?SupplierInfluencesWhatinnovationsarecomingfromsuppliersthatwecanleverage?Dowehavealternativesourcesofsupply?Isiteasytoswitch?CompetitiveRivalryWhyarecompetitorswinning/losing?Arethereanynewcompetitorsthataredoingthingsdifferently?End-UserInfluencesWhataretheirprimaryneeds?Wheredotheygetinformationandhowdotheymakepurchases?Whataretheexistingattitudes,behaviors,andbeliefs?ImmediateBuyerInfluencesWhataretheirprimaryneeds?Whatareexistingattitudes,behaviors,andbeliefs?1A2525252525FiveForcesIndustry2626262626CompetitiveRivalry:SWOTAnalysisGoal:WhotoAnalyze?Output:Conductaself-assessmentofAveryDennisonbusinessReviewthetop2-3competitorsaswellasamarketinsurgent/innovatorCompleteSWOTanalysistoolforeachcompetitorandAveryDennisonAssessthestrengths,weaknesses,opportunitiesandthreatsforcompetitorsandAveryDennisonStrengthsWeaknessesOpportunitiesThreatsASWOTanalysiscanbeusedtoevaluatecompetitorrivalryandunderstandthecompetitivetrendsthatcouldbeimpactingthebusiness1A2626262626CompetitiveRivalry:2727272727CompanyName:_____________________StrengthsWeaknessesWhatareourprimaryadvantages?Whatareouruniqueresources?Whydowewin?Whatcouldbeimproved?Whatshouldbeavoided?Whydowelose?OpportunitiesThreatsWherecanwegrowthebusiness?Whatemergingtechnologiesexist?Howarecustomerneedsevolving?Whataretheobstacleswemustovercome?Whatisthecompetitiondoingthatworriesus?Whyarewelosingcustomers?CompetitiveRivalry:SWOTAnalysis

KeyQuestions/Considerations1A2727272727CompanyName:______2828282828MarketAssessmentProcessDefinetheMarket1SelectmarketdefinitionDeterminemarketsizeSummarizemarketattributesAssessMarketandFitwithAveryDennisonPrioritizeMarketTrends23DefinethevaluechainInvestigate&assessmarketbasedonfiveforces:CompetitorsDirectCustomersEndCustomersSuppliersSubstitutes/RiskofEntrantsAssessAveryDennison’smarketperformanceEvaluatemarkettrendsontwocriteria:SignificanceImpactonAveryDennisonClassifymarkettrendsandunderstandindicatedactions:ActInvestigateMonitorOverallMarketAveryDennisonImplications1A2828282828MarketAssessmentPr2929292929IdentifyingMarketTrendsWhatisamarkettrend?Anychangeinindustry,environment,competitive,orcustomerdynamicsthatimpactsthedemandand/orvaluecustomersplaceonproductsandservicesThefollowingaresomeexamplesofpotentialmarkettrends:FromthemarketanalyseswecanidentifyasetofmarkettrendsimpactingthebusinessLookacrossdifferentanalysestoidentifysimilarthemesFocusonlyonthemostimportantmarkettrendsandtheirimpact(atmost15-20trends)TechnologicalshiftfromanalogtodigitalCustomersareonlybuyingonpromotionsRegulatorychangeaffectingthewaylabelsarerecycledEconomyslowsandproductionofdownstreamproductsslows1A2929292929IdentifyingMarketT3030303030IdentifyMarketTrendsUsingtheFiveForcesAnalysis,SWOT,andotherexistingknowledgedevelopasetofmarkettrendsthatcouldbeimpactingthebusinessPrimaryMarketTrendsPrimaryMarketTrendsDescription1A3030303030IdentifyMarketTren3131313131EvaluationCriteria:Significance&ImpactSignificanceImpactSignificanceandImpactonAveryDennisonareevaluateddifferently,butthereareafewcriteriathatcanserveasastartingpointindevelopingyourownlistofcriteriaLikelihoodthatthetrendwilloccurorcontinue?Year-over-yeartrendsSustainableimpactinmarketHowstrongwillthemarkettrendbe?GeographicreachNumberofsegmentsaffectedHowfastisthetrendtakingshape?MarketpenetrationGrowthrateHowwillthemarkettrendimpactrevenues?BetterenablecompetitionIntroducesubstituteproductofferingsorchangecustomerbuyingbehaviorsChangeincustomerperceptionsofAveryDennisonMarketTrendSignificanceSummaryAssessmentImpactonAveryDennisonSummaryAssessment1A3131313131EvaluationCriteria:3232323232MarketTrendEvaluationTemplateUsingyourexistingknowledgeofthemarketconsidereachmarkettrendagainsttheevaluationcriteriaandassignascorePrimaryMarketTrendRatingsSummaryWorksheetMarketTrendDescriptionSignificance(H/M/L)SignificanceCommentsImpact(+/=/-)ImpactonAveryDennisonComments*Note:Trendswith‘Low’significancewillnotbeexplored1A3232323232MarketTrendEvaluat3333333333MarketAssessment:RespondingtoMarketTrendsActImmediatelytoleverageopportunityordefendagainstriskInvestigatefurthertodeterminewhetheractioniswarrantedNoimmediateactionrequired,continuetomonitorACTINVESTIGATEMONITOREachmarkettrendwillfallintoacategory……whichisassociatedwithoneofthreeindicatedresponses:Usingtheevaluation,ploteachmarkettrendtoidentifyacourseofaction*Note:Trendswith‘Low’significancewillnotbeexplored1A3333333333MarketAssessment:R3434343434MarketTrendAssessment:SpecialtyTapeAutomotiveExampleIllustrative1AActInvestigateActInvestigateMonitorInvestigateNegativeUncertainPositiveImpactSignificanceHighMedium1.LowV.O.C2.EPB3.CAFE4.Recyclability5.LSEClearcoats6.GlobalSupply3434343434MarketTrendAssessm3535353535Informssegmentecosystemunderstanding&hypothesisdevelopmentModuleLinkageOverviewMarketAssessmentInsightsDevelopmentGrowthOpportunitiesValuePropositionsInformshowwecompeteInformsthechoiceofwhosebehaviorwewanttochangeandwhichbehaviorswewanttochangeSegmentation&TargetingInformssegmentationapproachesandprioritysegmentselectionOutputsusedinStrategicMarketingPlan:MarketDefinitionSummaryFiveForcesIndustryAnalysisMarketPlayersOverviewSWOTAnalysisAveryDennisonMarketPerformanceSummaryPrimaryMarketTrendListPrimaryMarketTrendRatings1A3535353535Informssegmentecos3636363636MarketAssessmentToolsandTemplatesTemplates:PrimaryMarketTrendAssessmentTools:MarketDefinitionSummaryFiveForcesIndustryAnalysisSWOTAnalysisAveryDennisonMarketPerformanceSummaryPrimaryMarketTrendListPrimaryMarketTrendRatings1A3636363636MarketAssessmentTo3737373737Template:PrimaryMarketTrendAssessmentObjectives:DevelopasetmarkettrendsimpactingthebusinessandassesstherelativeimportanceofeachDeterminehowtoreacttoeachmarkettrendbasedonSignificanceandImpactInstructions:DevelopalistofmarkettrendsbasedonFiveForcesIndustryAnalysis,ACIC/ValueChain,andSWOTanalysesCreateevaluationcriteriaforTrendsignificanceandImpactonAveryDennisonAssesseachtrendagainstevaluationcriteriaPlotmarkettrendstodeterminehowtohandlethemaspartofstrategicplanWhentoUse:Duringstrategicplanningprocessconductareviewofpotentialmarkettrends3737373737Template:PrimaryMa3838383838Template:PrimaryMarketTrendAssessmentActInvestigateActInvestigateMonitorInvestigateNegativeUncertainPositiveImpactSignificanceHighMedium3838383838Template:PrimaryMa3939393939Tool:MarketDefinitionSummaryDimensionMarketDefinitionTotalMarketSize($andVol)ExpectedGrowthRate($andVol.)MarketPenetrationKeyCompetitorsEmergingSegmentsPricingStructureWillingnesstoPayDistributionStructureEnvironmentalFactors3939393939Tool:MarketDefinit4040404040Tool:FiveForcesIndustryAnalysisThreatofSubstitutesandPotentialNewEntrantsImmediateBuyerInfluencesEnd-UserInfluencesCompetitiveRivalrySupplierInfluencesSegmentorProductPerformance4040404040Tool:FiveForcesIn4141414141Tool:SegmentChangeSummaryDimensionWhat’sChangingChangestoSegmentEcosystemMarketDefinitionWheredowecompete?TotalMarketSize($andVol)Whatisthevalueoftheentiremarket?ExpectedGrowthRate($andVol.)Howfastisthemarketgrowing(declining)?MarketPenetrationHowfastistheproduct/servicebeingadopted?KeyCompetitorsWhoelsecompetesinourmarket?Barrierstoentry?EmergingSegmentsAretheregapsinthemarket?PricingStructureWhatarethepricingtrendswithinthemarket?WillingnesstoPayWhatisthecustomer’swillingnesstopay?DistributionStructureWhatarethecharacteristicsofthedistributionnetwork?EnvironmentalFactorsAnysignificanteconomic,regulatoryortechnologicalrisks?TheFiveForcesSummaryhelpsidentifychangesinthesegmentecosystemthatcanimpactourgotomarketstrategiesandvaluepropositions4141414141Tool:SegmentChange4242424242Tool:SWOTAnalysisCompanyName:_____________________StrengthsWeaknessesOpportunitiesThreats4242424242Tool:SWOTAnalysisC4343434343Tool:AveryDennisonMarketPerformanceSummaryDimensionDescriptionMarketPositionAveryDennisonSize($andVol.)GrossProfit(%)CurrentMarketShare($andVol.)KeyCompetitorsAveryDennisonPointofDifferenceAccesstoMarket(Channel)CustomerRelationshipsInvestmentPotentialProductPortfolio4343434343Tool:AveryDennison4444444444Tool:PrimaryMarketTrendListPrimaryMarketTrendsPrimaryMarketTrendsDescription4444444444Tool:PrimaryMarket4545454545Tool:PrimaryMarketTrendRatingsPrimaryMarketTrendRatingsSummaryWorksheetMarketTrendDescriptionSignificance(H/M/L)SignificanceCommentsImpact(+/=/-)ImpactonAveryDennisonComments123456789104545454545Tool:PrimaryMarket46464646©2010AveryDennisonCorporation.Allrightsreserved.46464646©2010AveryDennison演讲完毕，谢谢观看！演讲完毕，谢谢观看！AveryDennisonWayGuidetoStrategicMarketing

December17,2010AveryDennisonWayGuidetoSt494949UnderstandingtheMarketplaceDimension#1:Understandingt