Acknowledgment: During the first years of my professional
career I had the pleasure of working with many excellent
professionals at Arthur Andersen. It is because of their hard
work and dedication of advancing knowledge that this
document was prepared. So I feel it is somewhat ashamed to
see this document go to waste. Therefore, I have decided to
make it available for students enrolled in Module 2 of my
Excellence in Financial Management Program. This document
is made possible by the folks at Arthur Andersen and I do not
take any credit for this Tools and Techniques Handbook. –
Matt H. Evans
Tools and Techniques
Handbook
Table of Contents
Tools and Techniques
Key Question
1. Strategy Concepts

Porter’s 5 Forces

SWOT

Growth Share (BCG) Matrix

Product Life Cycle

EOS : ROS – RMS

EOS : Learning Curve
Typical Output Format

ROS / RONA

Value Disciplines

Happy Line

Conversion Waterfall

SWOT
Tool Description
What are the key market drivers ?
What are the top-line factors affecting the issue at hand ?
What industries or sectors should we be in ?
What stage of the product cycle are we at ?
Does size matter ?
What are the benefits of scale or experience ?
How well are we using our assets ?
What type of possible strategies are there in this market ?
Where are we over-satisfying our customers ?
Where do we lose potential customers ?
What are the top-line factors affecting the issue at hand ?
2. Key Visual Tools








Typical Process






Pareto Curve (“80:20”)
Value Map (“Mekko”)
Value Chain
Weighted Column Maker
Share Gain Line
KPC Combs
Harvey Balls
Quotes
Lollipops
Channel Maps
Conceptual Maps
Forces at Work
Crocodile Chart
Parfait
What matters ?
What are the various segments and sub-segments ?.
Where do our core competencies reside ?
Which are the most profitable competitors in absolute terms ?
Who has been gaining market share ?
What are the main purchasing criteria, and how do we fare ?
What is the best way to display “soft” quantitative data ?
What is the best way to display qualitative data ?
Tips data displays of my own ?
Can I come upTricks
with&creative
What is the relative importance of various routes to market ?
How can I simply structure a set of data before analysing it ?
What are the forces at work ?
Can I come up with creative data displays of my own too ?
What is the easiest way to display market growth ?
3. Analysis Techniques









Logic Tree
Process Maps
Sanity Checks
Top-down Estimation
One-Off Interviews
Interview Programmes
Focus Groups
Clustering
Factorial Analysis
How does one organise the research ?
What are the key steps ?
Does this number make sense ?
How can I estimate a sub-set ?
What are the main issues with one-off interviews ?
What are the main issues with interview programmes ?
What are the main issues with organising focus groups ?
How can I group people by preferences ?
How can I group people’s preferences in broader sets ?
4. Sources
Training Modules


Desk Sources
Usual AABC Sources
Where can I find secondary data ?
What are the usual AABC sources ?
2
Table of Contents
Tools and Techniques
Key Question
Tool Description
Typical Output Format
1. Strategy Concepts
Typical Process
Tricks & Tips
Training Modules
3
Porter’s 5 Forces
Tools and Techniques
Key Question
What are the key market drivers ?
Tool Description
Porter’s model is a great check list when starting to describe an industry. It helps you organise
your research and, more importantly, provides a good framework in which to present your
findings.
Typical Output Format
Porter’s 5 forces map
Threat of
New Entrants
Bargaining power of
Suppliers
Rivalry among
Competitors
Bargaining power of
Customers
Threat of
Substitution
Typical Process
Tricks & Tips
• Start with top-line list of the main
players in each of the 5 boxes
- key competitors
- key suppliers
- key customers
- most likely entrants
- most likely substitution
•
Carry out lit. search on the names
compiled above
•
Gather all relevant articles in one binder
•
“lift” most common comments into a
word document
•
Organize results into 5 boxes
•
Summarize
• Keep a good balance between
words and data
• “Force quantification” of words.
For example if you read “customer
power is likely to continue growing
at broadly the same rate” try and
find relevant data and write
“customer power is likely to
continue growing, keeping price
hikes on historical level of 2%p.a.”
• Think about Newton and
Archimedes (every proactive force
creates its own reactive force) and
try capturing both the net effect
and the 2 opposing forces
• Ground model in the analytical
process: what further research
would be required to conclude on a
given trend?
Training Modules
Market-I
4
SWOT
Tools and Techniques
Key Question
What are the top-line factors affecting the issue at hand ?
Tool Description
The SWOT box is a less formal , more intuitive version of Porter’s model . It provides a good
framework in which to lay out initial findings - and can be used to start a Logic Tree (see below)
Typical Output Format
SWOT analysis of Chelsea FC
Strengths
•
•
•
•
•
Opportunities
•
Typical Process
Experienced players
Key real estate location
“Cultured” football methods
shared across the squad
Midfield play
•
Attract further key
international names
Umbrella branding
(internationally recognized
name)
•
•
•
•
•
•
Little development
opportunities for the youth
teams
Old players more accident
prone
Low scoring
Inexperienced manager
Still backed by private
investors
MUFC and Arsenal keep
getting bigger
Leeds, Liverpool, etc back
in contention for N° 3 spot
Weaknesses
Threats
Tricks & Tips
• Self-explanatory
• Many issues are both an
opportunity and a threat, or a
strength and a weakness !
• Do not sit on the fence; you will
revisit this analysis in due course
but start by choosing a box for
every phenomenon observed /
anticipated
Training Modules
Competitor-I
5
Growth Share (BCG) Matrix
Tools and Techniques
Key Question
Which industries or sectors should we be in?
Tool Description
The Share-Growth matrix is a simple matrix devised to visualise multiple investment
alternatives. It helps you compares relative attractiveness of different shares vs. growth
situations. It requires an Excel sheet and the Bubble function in the Chart Menu.
Typical Output Format
Fish food service segments, Share & growth, 1998
Segment
FORECAST
growth
(%)
Low
12,0%
High
Services
10,0%
Hotels
High
8,0%
Pubs
Restaurants
6,0%
4,0%
Fish & Chips
Health
Catering
2,0%
Low
0,0%
Clubs
-2,0%
0
Education
10
20
40
30
50
60%
Segment share (% of market)
Typical Process
Tricks & Tips
• Compile competitor or division market
shares in their relevant market
• Each quadrant of the matrix
corresponds to a generic term,
describing the strategic opportunities
available to a company or division
present there:
- bottom-left quadrant, “dog”, small
market share of a below par growth
industry, little opportunity
- top-left , “question mark”, small
market share of an above par growth
industry, good opportunity
- top-right, “star”, big market share of
above par growth industry, great
opportunity
- bottom-right, “cow”, big market share
at below par growth, superb position
but little opportunity , time to milk !
• Gather market growth rates for each
industry or segment
• Plot
• Split chart in 4 quadrants : Dog;
Question Mark; Star; and Milk
• Do not worry exceedingly about
accuracy of positioning of a given data
point in the matrix but focus rather on
relative positioning
• Original BCG had the x-axis with
RMS (relative market share) and was
plotted with leaders on the left rather
than the right
Training Modules
Market-I
6
Product Life Cycle
Tools and Techniques
Key Question
What stage of the cycle are we at ?
Tool Description
The Product Life Cycle is a concept devised to keep in mind that relative competitive
advantages can ebb and flow. It helps you position competitors or industries against one
another and against a time line. Works better on a theoretical level rather than with lots of data
Typical Output Format
Product life cycle curve
Measure or
phenomenon
(ie sales in £,
penetration in %,
etc)
Time line of phenomenon
(in years, or months, or days, etc)
Typical Process
Tricks & Tips
• Find start date of timeline (i.e. first
recorded mention of the technology, the
product, the industry, etc)
• Tip : it is usually quicker - and as
illustrative to plot 3 or 4 milestones
than it is plotting the whole line
• Define a vertical axis (i.e. sales,
penetration levels, etc)
• Create Excel table with measurement
records over time
• Plot
Training Modules
Market-II
7
EOS : ROS - RMS
Tools and Techniques
Key Question
Does size matter ?
Tool Description
The ROS-RMS is a simple chart displaying together relative size of competitors and profitability
levels. It requires an Excel table and the Bubble function in the Chart Menu. The parallel band
lines need be added afterwards
Typical Output Format
ROS - RMS
Industry A
ROS - RMS
Industry B
25%
ROS 20
(last 3
years, 15
%)
10
ROS
(last 3
years,
%)
5
0
-5
25%
20
15
10
5
0,01
0,10
1,00
10,00
0
-5
0,01
-10
-10
-15
-15
-20
-20
-25
RMS (log)
Typical Process
• Define list of competitors to be
included, and order annual reports
• Create Excel table with last year’s sales
+ last 3 years’ profits
• Plot
• Annotate competitors with incomplete
and / or misguiding data, such as less
than 3 years of profits; latest year of
sales is not last year; finer data
available includes other divisions, not
just sales and profits of relevant
segments, etc
-25
1,00
10,00
RMS (log)
Tricks & Tips
• Order annual reports in advance : 2
weeks lead-time for foreign
companies
• Don’t forget 3 years average for ROS
• Start plotting data you have : partial
is better than nothing
• Do not hesitate to call competitor
directly - after clearance from case
team manager - to gain idea of
segment profitability (ie “higher
than average of company”, etc)
• Strip down competitor sales to relevant
segments
• Estimate comparative profitability of
remaining segments
Training Modules
Competitor-I & II
0,10
8
EOS : Learning Curve
Tools and Techniques
Key Question
What are the benefits of scale or experience ?
Tool Description
The Learning Curve is a very simple concept: it is the trend line of a set of data where the Y axis
represents the cost/unit of the X axis. It requires an Excel table and the Scatter function in Chart
Menu
Typical Output Format
Manufacturing scale curve, Biscuits industry, 1997
1,2
Cost per Tonne
(excl. materials, 1,0
1993, £k/Tonne)
0,8
Linkoping
Hatton
Durango
0,6
A 10 times increase in scale represents a
theoretical cost improvement of £275p.T.
Some of this, however, would be offset
by increased distribution and other costs
Broxburn
Lauragais
Ashby
X1
Gyor
Carlisle
Maastricht
0,4
Jyvas Hyva
0,2
0,0
1 000
10 000
X2
Dortmund
R2 = 65%
Genoa
Tyneside
100 000
Manufacturing Capacity (kTonnes, 1996, Log scale)
Typical Process
Tricks & Tips
• Define the exact value chain dimension
whose learning curve you want to
display (manufacturing, purchasing,
etc)
•
• Careful! There are 2 versions of the
“learning curve”. One is really about
learning, the other really about scale
• In the first case, the X axis represents
the cumulative N° of units produced
to date and the Y axis the cost/unit
over time (A typical example is plane
production. Few units produced per
year, and the cost of each unit keeps
coming down as assemblers get
better at it with experience)
Choose the number of data points you
need (5 will result in rather illustrative
outcome, 10 - 12 will give more
confidence)
• Gather data on cost/unit from client
for relevant objects (eg: get exact
capacity and cost/tonne for client in 4
plants)
• In the second case, the X axis
represents the size of a given process
(eg. plant capacity) and the Y axis
the cost/unit for this process in
various plants.
• Interview competitors’ relevant director
for missing data using smart approach
(eg: by how much would your cost/unit
drop if you doubled size
• Tip: manufacturing directors are not
often approached for market
research and thus tend to talk a lot
Training Modules
Competitor-II
9
ROS / RONA
Tools and Techniques
Key Question
How well are we using our assets ?
Tool Description
The ROS-RONA is a simple chart displaying together asset turn and profitability of a set of
competitors. It requires an Excel table and the Bubble function in the Chart Menu. The RONA
iso-curves need be added afterwards
Typical Output Format
Major retailers ROS-RONA, UK, 1993-95
20%
ROS
(last 3
years, %)
1,8%
16%
14%
Body
Shop
M&S
12%
RONA
(%)
Boots
10%
8%
WH Smith
6%
4%
House of
Fraser
2%
0%
0
1
2
70%
50%
Kingfisher
John Menzies
3
4
Typical Process
5
6
Asset Turn
7
8
30%
10%
9
10
Tricks & Tips
• Check with manager the definition of
net assets that will be used
• Define list of competitors to be
included, and order annual reports
• Create Excel table with last year’s sales
+ last 3 years’ profits + last 3 years’ net
assets
• Plot, and create RONA iso-curves
• Order annual reports in advance : 2
weeks lead-time for foreign
companies
• Annotate competitors with incomplete
and / or misguiding data, such as
different definition of net assets, less
than 3 years of profits; finer data
available includes other divisions, not
just sales and profits of relevant
segments, etc
• Strip down competitor sales to relevant
segments
• Estimate comparative profitability of
remaining segments
• Let manager know early if agreed
definition of net assets creates data
problem - there are many possible
definitions and another one might
make things easier for you without
affecting usefulness of information
• Don’t forget 3 years average for ROS
• Start plotting data you have : partial
is better than nothing
• Do not hesitate to call competitor
directly - after clearance from case
team manager - to gain idea of
segment profitability (ie “higher
than average of company”, etc)
Training Modules
Competitor-I & II
10
Value Disciplines
Tools and Techniques
Key Question
What types of possible strategies are there in this market ?
Tool Description
The Value Discipline model helps you position competitors or industries against one another
according to 3 possible main generic strategies. Works better on a theoretical level rather than
with lots of data
Typical Output Format
Value disciplines, Car industry, UK, 1999
Product Leadership
BMW
Rolls
Vauxhall
Lada
Daewoo
Operational
Excellence
Typical Process
Customer
Intimacy
Tricks & Tips
• If without data :
• If using data :
• Define list of competitors to be included
• Create Excel table with score of
each competitor against each of the
3 dimensions
• Position each competitor on map based
on available evidence (lit.search, annual
reports, brokers’ reports, gutfeel, etc)
• Plot data using the Radar function
in the Chart Menu
Training Modules
Competitor-I
11
Customer “Happy Line”
Tools and Techniques
Key Question
Where are we over-satisfying our customers ?
Tool Description
The Customer “Happy Line” is a complex, but powerful concept that helps illustrate the areas
where we under-deliver on customers’ expectations and those where we over-deliver. It requires
an Excel table and the Scatter function in the Chart Menu. The Line needs be added afterwards
Typical Output Format
« Happy Line », Company X, Industy Y, 1999
10
Good
Our score
against each
KPC (1 to 10)
Average
9
8
7
6
Bad
5
4
9
8,5
8
Critical
7,5
7
6,5
Important
6
5,5
5
4,5
Secondary
KPC Score (i.e. relative importance of criteria to Customers)
Typical Process
• Create Excel table with outcome of
customer interview programme :
average score given to each criteria and
score of each competitor against the
criteria
• Plot client score, with X axis as criteria
score
• Set X axis so that Min and Max equal the
scores of respectively the lowest and
highest ranking customer purchasing
criteria
Tricks & Tips
• Tip : set Y axis by choosing a
relevant set of competitors for
which to obtain lowest and highest
scores (you do not want to
benchmark the client against nohopers in the industry)
• Happy Line goes from Top left of
chart to the middle, and then
horizontally to the right
• Reverse X axis so that Max is to the left
• Set Y axis so that Min and Max equal
respectively the lowest and highest
scores obtained by one of the relevant
competitors against any criteria
• Add Happy line
Training Modules
Customer-I
12
Conversion Waterfall
Tools and Techniques
Key Question
Where do we lose potential customers ?
Tool Description
The Conversion Waterfall is a concept that helps you summarise the findings of a customer
interview programme along 6 major measures. It requires an Excel table and the Bar function in
the Chart Menu. Can work as well on a preliminary, data-less level
Typical Output Format
Conversion waterfall, Retailer X, France & Germany, 1997
% of
population
100%
90%
France
Germany
80%
70%
60%
50%
40%
30%
20%
10%
0%
Awareness Knowledge
Typical Process
• Create Excel table with outcome of
customer interview programme : share
of the sample population that meets the
successive measures
Liking
Preference
Tricks & Tips
• Self-explanatory
• Plot
Training Modules
Customer-I
Visit
13
Purchase
Table of Contents
Tools and Techniques
Key Question
Tool Description
Typical Output Format
2. Key Visual Tools
Typical Process
Tricks & Tips
Training Modules
14
Pareto Curve (“80:20”)
Tools and Techniques
Key Question
What matters ?
Tool Description
The Pareto Curve is a simple and powerful concept : it posits that quite regularly 20% of a given
population will account for 80% of this population’s actions with a third party (ie sales,
purchases, etc). It requires an Excel table and the Scatter function in the Chart Menu*
Typical Output Format
Company X, Customer Pareto, 1998
100%
Cumulative
% of Sales
80%
Pareto Rule
60%
20% of a given population accounts
for 80% of this population’s actions
(eg. 20% of a customer base account
for 80% of sales)
40%
20%
0%
0
10
20
30
40
50
60
70
Customers (Ranked by decreasing Sales)
Typical Process
• Let’s assume we are drawing a Pareto of
a client’s customers
• Gather client total sales, and sales by
customer
• Rank customers in column by decreasing
sales
• Calculate weight of each customer as a %
of total client’s sales
• Set-up column with cumulative share of
customer sales
• Plot scatter of cumulative sales column
90
100
Tricks & Tips
• * : instead of using the scatter
function you can use the Bar
function, Select Data series, and set
Options / Gap to “0”
• Tip : do not despair if you only
have sales of the Top 50 customers
(or of the Top 50 suppliers) . Find
out how many customers (or
suppliers) make up the total list
and posit that each of the smaller
ones has the same - tiny - weight.
You can now draw a pseudo-Pareto
where the top right hand part of
the curve will effectively be a nearflat straight line
Training Modules
Customer-I & II
80
15
Value Maps (“Mekko”)
Tools and Techniques
Key Question
What are the various segments and sub-segments ?
Tool Description
A Mekko is a visually simple but analytically complex tool that helps you display in one sole
slide 2 successive cuts at a data set (eg market size by product category and by product, industry
sales by sector and by competitor, etc). It requires a special input tool; the “Mekko Maker”
Typical Output Format
General insurance market, UK, 1998
100%
Personal vs
commercial
split for
sector
Property
£8.2bn
Accident Pecuniary
& Health
Loss
£2.7bn
£2.3bn
Motor
£6.8bn
Other
Extended Public/
Warranty General
80
60
Personal Property
Liability
= PI
Personal
Payment
Protection
40
20
Total Market = £21.9bn
Domestic
Mortgage
Private Non-Comprehensive
Private Comprehensive
Liability
£ 1.9bn
Commercial Property
Commercial Vehicles
Corp
orate
0
20
40
60
Sector as per cent of UK market
Typical Process
• Create Excel table formatted as follows :
- one segment by column
- rank segments by decreasing size
- each sub-segment of a given segment in
the successive rows of the relevant
column
- rank sub-segments by decreasing size
• Open “Mekko Maker”
• Copy Excel table into “Mekko Maker”
Employers
Liability
Consequential
Loss
Fleet
0
Other
80
100%
Tricks & Tips
• Tip : use only absolute measure of
size (ie £), not market shares or
other relative measures / ratios
• For clarity of reading segments of
size inferior to 5% of total market
size should be grouped into an
“other” segment
• Likewise, all sub-segments of size
inferior to 3% of total size of a
given segment should be grouped
into an “other” sub-segment
• Use shading & patterns
Training Modules
Market-I & II
16
Value Chain
Tools and Techniques
Key Question
Where do our core competencies reside ?
Tool Description
The Value Chain model helps you highlight for different competitors within a given industries
the competencies each one has developed to succeed. Works better on a theoretical level rather
than with lots of data
Typical Output Format
Value chain
Finance
HR
Technology
Logistics
Purchasing
Manuf’ing
Typical Process
Marketing
Sales
Tricks & Tips
• Identify the main competencies in the
industry
• Do not hesitate to alter the arrow
above
• Create generic industry arrow with
support functions and operating
functions
• Only principle to follow for visual :
- horizontal division separate
“support” functions from
operating ones
- key operating processes are
split vertically
• Gather from desk research (annual
reports, articles, etc) and one-off
interviews the area of the value chain
where each competitor chooses to focus
(“core competencies”)
• This principle will justify treating
different functions differently by
industry (e.g. technology is a
support competency in most
industries, but a key operating one
for a software company)
• Tip : an organisation chart is often a
good starting point to understand
emphasis attached to the
competency
Training Modules
Competitor-I
17
Weighted Column Maker
Tools and Techniques
Key Question
Which are the most profitable competitors in absolute terms ?
Tool Description
A Weighted Column chart is a simple tool that helps you display at once both competitor
profitability level and overall industry profits. It requires a special input tool; the “Weighted
Column Maker”
Typical Output Format
Industry profitability, Industry X, 1995-98
20%
ROS
(last 3
15
years,%)
Weighted Average = 10.0%
10
5
Comp 1
Comp 2
Etc
0
0
20
40
60
80
100%
-5
-10%
Share of Market, by Competitor
Typical Process
• Define list of competitors to be included,
and order annual reports
• Create Excel table with last year’s sales +
last 3 years’ profits
• Plot
• Annotate competitors with incomplete
and / or misguiding data, such as less
than 3 years of profits; latest year of sales
is not last year; finer data available
includes other divisions, not just sales
and profits of relevant segments, etc
• Strip down competitor sales to relevant
segments
• Estimate comparative profitability of
remaining segments
Tricks & Tips
• Order annual reports in advance : 2
weeks lead-time for foreign
companies
• Don’t forget 3 years average for ROS
• Start plotting data you have : partial is
better than nothing
• Do not hesitate to call competitor
directly - after clearance from case
team manager - to gain idea of
segment profitability (ie “higher than
average of company”, etc)
• Plot Weighted Average industry
profitability line based on information
you have, but indicate what total % of
industry sales you have profitability
data for
Training Modules
Competitor-I & II
18
Share Gain Line
Tools and Techniques
Key Question
Who has been gaining market share ?
Tool Description
The Share Gain Line is a visually simple tool - if a bit difficult to grasp at first - that helps you
display relative share performance of competitors in the market context. It requires an Excel table
and the Bubble function in the Chart Menu. The “Zero-gain” line needs be added afterwards
Typical Output Format
Share movements by competitor, Music, Cards & Video retail, UK, 1995-1999
Competitors
Growth
(%
over
4
years)
60%
Competitors
gaining share
50%
Blockbuster
Paperchase
40%
WH Smith
Disney Store
30%
20%
Disney Store
Boots
WH Smith
Woolworths
J. Menzies
Our Price
10%
Woolworths
J. Menzies
Competitors
losing share
0%
-10%
0%
-10%
10%
WH Smith
Music
20%
30%
Cards
40%
50%
60%
Video
Total Market Growth
Typical Process
• Gather historical market data and
compile market growth for each market
• Define list of competitors to be
included by market
• Gather historical competitors sales data
and compile competitors sales growth
• Create excel table with market size Year
Zero (Yo), market size now (Yn),
competitors sales Yo and competitor
sales Yn
Tricks & Tips
• Always write meaning of bisecting
line on the chart:
above line = gaining share
below line = losing share
• Tip : for multi-segments on one
graph all the bubbles in a given
market should be on the same
vertical line
• Plot
• Draw line bisecting the two axes
Training Modules
Competitor-I & II
19
KPC Combs
Tools and Techniques
Key Question
What are the main purchasing criteria, and how do we fare ?
Tool Description
The KPC Combs is a visually simple tool - if a bit difficult to grasp at first - that helps you display
jointly both the importance of customer purchasing criteria and the ranking of competitors against
those criteria. It requires an Excel table and the Bar + Line function in the Chart Menu
Typical Output Format
Key purchase criteria (KPC) comb, Industry X, Germany, 1999
10
Score
(1 to 10)
9
8
7
Criteria
Comp 1
Comp 2
Comp 3
Client
6
5
4
3
2
1
Criteria 1
Criteria 2
Criteria 3
Criteria 4
Criteria 5
Criteria 6
Key Purchasing Criteria
Typical Process
Tricks & Tips
• Create Excel table with outcome of
customer interview programme :
average score given to each criteria and
score of each competitor against the
criteria
• You can plot both the Criteria and
competitors score using the same
scale : draw chart as a Line chart,
select the Criteria line; go into
Chart Options and select a Bar
• Plot
• Do not forget to set minimum and
maximum of Y axis to values of the
range offered (eg from 1 to 10, not 0
to 10)
• Tip : for a large interview
programme, the dispersion of the
average scores will be minimal.
You can increase visibility of
differences by setting Y values
more finely on either side of the
average (eg display from 3 to 8, or 4
to 7, instead of from 1 to 10)
Training Modules
Customer-I & II
20
Harvey Balls
Tools and Techniques
Key Question
What is the best way to display “soft” quantitative data ?
Tool Description
Harvey Balls are a technique that helps you summarise the results of a benchmarking exercise
where the item benchmarked obey different metrics. It needs to be hand drawn. Can work as
well on a preliminary, data-less level
Typical Output Format
Competitor benchmark summary table, Mixed retailers, UK, 1999
Competitors
KPI
WH
Smith
John
Menzies
Boots
Woolworths
etc
Supply chain
efficiency
Customer
retention level
Staff utilisation
level
Etc ...
Typical Process
• Select dimensions to be included in table
• Write down a code for each dimension
(ie what score justifies a full ball, what
deserve half, what is a quarter, what is
zero)
Tricks & Tips
• Tip : Write code before filling the
table, as filling a Harvey Ball table
usually throws open at least one
implication that wasn’t foreseen
with just the base data
• If wanting a “Total” row, give a
weighting to each dimension and
calculate total for each column
• Hand-draw
Training Modules
Competitor-I
21
Quotes
Tools and Techniques
Key Question
What is the best way to display qualitative data ?
Tool Description
Quotes are a systematically under-used technique for displaying qualitative data in a powerful
way.
Typical Output Format
“ There has bee a trend away from sport shoes and towards “work” boots worn
as streetwear. This has been going on at the rate of 2-3% p.a. over the last 3
years, is getting stronger now, and is no longer just a teenage fashion”
- J. Swartz, CEO, Timberland
“Consumer shift towards good value and cheaper shoes, together with the
availability of imports from the Far East and economically weaker countries
have intensified price pressure and competition in the market”
- Euromonitor
“Camel is the best selling boot in Germany, with in excess of 5% market share”
- Marketing Director, Camel UK
Typical Process
• Create on an on-going basis a database /
binder of comments with good quote
value
• Write comprehensive notes during oneoff interviews
• Manage a good filing system when
carrying outlit. search
Tricks & Tips
• Format all quotes in a consistent
manner, preferably as above
• Try and get a number in every
other quote, ie :
– select the quotes on the basis of
their number content (ex-post)
– force interviewee to quantify
qualitative statements (ex-ante)
• Quote value rests in the nature of
comment heard or read and / or in the
authority of the source
Training Modules
Customer-I
22
Lollipops
Tools and Techniques
Key Question
Can I come up with creative data displays of my own ?
Tool Description
Lollipops are a technique that helps you display in one sole slide a large number of detailed
information across a large selection of objects (competitors, products, etc). It requires an Excel
table and the Bubble function in the Chart Menu
Typical Output Format
Plant sizes & total capacity by competitor, Storage products industry, Europe, 1998
70k
Plant size
(k tonnes),
E
60
50
D
40
30
20
10
0
UK
B
E
NL
60k
tonnes
UK
D
D
S
N
SF UK
NL
D
UK
B
D
D
Total Capacity
(k tonnes)
Competitor
Typical Process
• Create Excel table with all the data
required : one object / criteria per row
(eg competitor) and one measure per box
vertically (eg plant capacity of
competitors plant)
• Plot
• A Lollipop chart is simply a creative
answer to a regular problem : how to
display a large number of data points,
the detail of which is necessary but less
important that the overall picture it
paints
Tricks & Tips
• Tip1 : always try creative solution
on paper before launching into big
Excel manipulation
• Tip2 : remember that a nicely laid
out Excel table is always a more
powerful visual than a
cumbersome graph ...
• A “Mekko” is another creative way to
solve the problem described above
• Any solution you may come up with that
solves your display issue has got to be a
good one !
Training Modules
N/A
23
Channel Maps
Tools and Techniques
Key Question
What is the relative importance of various routes to market ?
Tool Description
Channel Maps are a technique that helps you display the complexity of various routes to market
whilst quantifying their relative importance. There isn’t a software available to generate them :
they need to be hand drawn
Typical Output Format
Channel map, Construction materials, UK, 1999
Products
£15.3bn
Channels
Additional
Products*
Construction Materials
Manufacturers/Importers
£22.3bn
Distributors/Stockists
Direct
£3.2bn
£4.4bn
£7.0bn
Specialist Merchants/
Factors Wholesalers
£4.6bn
Builders
Merchants
£6.3bn
£0.8bn
EndCustomers
Builders/Contractors
• Gather on one page all the data you have
about the industry sales (manufacturer
sales, retail sales, wholesale sales), and
organize data into 3 tiers : products (or
manufacturers), channels, and endcustomers (or retailers)
• Firstly, draw the product and endcustomer horizontal bars
• Secondly, draw the “direct” flow
between these 2 bars (on the left of the
above map), and infer from this a MSP to
RSP ratio
£0.5bn
£7.3bn
Tricks & Tips
• Be sure to use the same units
throughout, £100 of manufacturer
sales can be exactly the same as
£200 of retailer sales if RSP (retail
selling price) = 2xMSP
(manufacturer selling price) in thi
industry ..
• Tip : when possible volumes are a
better measure than values (as stay
the same throughout the flow normally…)
• Thirdly, split this ratio in two to “body
double” the MSP to WSP and WSP to
RSP ratios, and “convert” your whole
data set in the relevant unit you are
using
• Finally, draw a first map, and iterate...
Training Modules
Market-I
£7.6bn
Home Customers
£18.2bn
Typical Process
DIY Stores, Superstores and
Hardware shops, Garden Centres etc
24
Conceptual Maps
Tools and Techniques
Key Question
How can I simply structure a set of data before analysing it ?
Tool Description
Conceptual Maps are basic techniques that help you breakdown complex issues into sub-sets so
as to better either lay out the thinking, plan the research or map the results. They do not require
intricate softwares; just a ruler, a pencil, and an eraser ...
Typical Output Format
Key conceptual maps
“2x2” Matrix
Conceptual Cross
Dimension 1
Dimension 3
1
High
1
6
3
Low
6
9
Low
3
8
Dimension 4
8
9
High
Dimension 2
Typical Process
• Conceptual Maps come in various
shapes. The mother of all conceptual is
the “2 x 2” Matrix, where various objects
are plotted in 4 boxes : dimensions 1 & 2
with sub-sets “low” and “high”
• A Conceptual Cross provides another
way to think about how objects can be
classified against 2 other dimensions
Tricks & Tips
• The 2x2 Matrix is the most useful
consulting tool ever …
• The Conceptual Cross is marginally
less helpful. It can come handy
when you find that the objects you
have plotted in a matrix all fall on
the diagonal line : a 45° rotation of
Matrix dimensions gives you a
Cross map
Training Modules
Customer-I
25
Forces at Work
Tools and Techniques
Key Question
What are the forces at work ?
Tool Description
The Forces at Work visual is simple version of Porter’s model . It highlights complexity rather
than simplify / organise it in the way Porter and the SWOT box do.
Typical Output Format
Convergence in
national tastes
across Europe
Clothing manufacturing
shifting production
overseas
Clothing manufacturers
shifting production from
West to East and South
Europe
Customers demanding
shorter lead times
Improvements in the
speed and cost of
logistics across Europe
Threat of
cheap imports
from Asia
Growth of
international
customers, e.g.
Nike & Benetton
Typical Process
• Self-explanatory
Price convergence
between markets
driven by the
Euro
Shortening product life
cycles in fashion
Tricks & Tips
• Do it either at the beginning of a
case - or at the end to illustrate
complexity of forces at work
• During case work, try and organize
these forces either in Porter’s 5
Forces model, or in SWOT box
Training Modules
N/A
26
Crocodile Chart
Tools and Techniques
Key Question
Can I come up with creative data displays of my own too ?
Tool Description
Crocodile Charts are a technique that helps you display in one sole slide how the issue you are
studying narrows down to your specific area of focus. It requires an Excel table and the Bubble
function in the Chart Menu
Typical Output Format
Crocodile chart, Oil reserves, 1995
100%
90%
Sea
80%
North
70%
60%
50%
Land
UK
40%
South
30%
Europe
20%
10%
0%
Global
Typical Process
• Create Excel table with all the data
required
• Plot 4 bars
Continental
National
Tricks & Tips
• Tip : it is easier to add lines across
all bars and delete unnecessary one
upon finalizing the chart than the
other way round
• Add connecting lines
Training Modules
N/A
Regional
27
Parfait
Tools and Techniques
Key Question
What is the easiest way to display market growth ?
Tool Description
A Parfait is a visually simple tool that helps you display jointly both the relative size of market
segments and their relative growth. It requires an Excel table and the Area function in the Chart
Menu
Typical Output Format
UK Clothing Market 1994-98
3 000
Annual Growth
Market size
(1998, £m)
2 500
3%
Childrenswear
2 000
10%
Sportswear
1 500
Menswear
2%
Womenswear
2%
1 000
500
1994
1995
Typical Process
• Create Excel table with all the data
required
1996
1998
Tricks & Tips
• Do not forget to add growth data to
the right of the chart
• Plot
Training Modules
N/A
1997
28
Table of Contents
Tools and Techniques
Key Question
Tool Description
Typical Output Format
3. Analysis Techniques
Typical Process
Tricks & Tips
Training Modules
29
Logic Tree
Tools and Techniques
Key Question
How does one organise the research ?
Tool Description
One half of Structured Thinking, the Logic Tree turns the initial client brief into a set of discrete
questions. Each Logic Tree has a “twin” in the shape of the Research Tree. Once the key questions
have been established it is usually clear which research method is the most appropriate
Typical Output Format
Logic Tree
Research Tree
I gather data to inform
the applicability
of each option
I can find a solution
to my sockless state
I can
find another
sock in the flat
I can
trace
the
other
sock
I can
trace
another
pair
I can get
an entirely
new pair
I can
buy a
new
pair
in time
I can
have
one
sent
I can
compensate for
what I don’t have
I can
alter
clothing
to hide
sockless
ness
I can
justify
sockless
ness
Typical Process
• Write “top of tree” as a positive
statement answering the client question
• Create sub-branches by splitting the top
of the tree into its natural components
(writing a good Logic Tree is an art and a
technique that one acquires with
experience)
• The sub-branches should obey the MECE
method (Mutually Exclusive Completely
Exhaustive), i.e.all the sub-branches
taken together must exhaustively
support the branch above, and each subbranch must deal with something
different from the other sub-branches
• The MECE methods implies that
- if one of the sub-branches is false then
the top of the tree must be false
- if all the sub-branches are true then the
top of the tree must be true
Research
inside the flat
Check
my room
(under
the bed,
other
drawers)
Inquire about
socklessness
Ask
Check Check
flatmates there are who is
Check
sock
coming
laundry shops
Call to
room
on the get them
way
to bring
one
Check
with
partner
that
socks are
needed
Ask for
a good joke
Think
of how to
turn it into
a statement
Tricks & Tips
• A positive statement is more
difficult than a negative statement,
and thus gives client more
confidence on strength of our
answer
• Tip : some first level “split” of the
logic tree occur rather regularly.
Typical first level branches are :
- Sales, Margins and Costs
- Customers, Competitors and Cost
• Tip : do the research tree only once
finished with logic tree (on 80:20
basis). Indeed some research
branches can address several
branch of the logic tree at once
Training Modules
N/A
Research
outside the flat
30
Process Maps
Tools and Techniques
Key Question
What are the key steps ?
Tool Description
Process Maps are a technique that helps you group a set of research and/or action points into
broad sequential steps
Typical Output Format
Bidding,
Negotiation
& Closing
Deal
Origination
•
•
Target
identification
Assessment of
potential postdeal synergies
•
•
•
Typical Process
• Self-explanatory
Market Study / strategic
due diligence
External validation
Ammunition for
negotiations
‘Black holes’ check
Resolve competition and
regulatory issues
Valuation analysis
•
•
Strategy
development
Post-acquisition
disputes
•
•
•
Business plan
preparation
Market study for
potential prospectus
‘Outside in’ view for
potential buyers’
Synergy valuation
for negotiations
Tricks & Tips
• Try to aim for 4 to 7 steps to keep
the process map useful
Training Modules
N/A
Exit
(Trade Sale
or
Flotation)
Owning
31
Sanity Checks
Tools and Techniques
Key Question
Does this number make sense ?
Tool Description
Sanity Checks are basic techniques that help you assess the viability of a data point obtained through desk
research or one-off interviews. This do not require anything else than careful consideration ...
Typical Output Format
Main data sanity checks
Confidence
Ranging
Narrowing a
variety of N° from
different sources
down to a range
within which you
are fairly confident
the true answer is
to be found
(“confidence
interval”)
Feel Right
Test
Connecting data
obtained on esoteric
issues to more
easily
understandable
dimensions and
assessing
credibility
of implication
Typical Process
• See above & Generic Research
Impact
Criticality
Test
Materiality
Test
Putting in
perspective the
differences
between the
various estimates
obtained typically
by expressing
biggest delta as %
of average value
Establish whether
the different
estimates obtained
lead to the same
outcome with
regard to the
question
you are really
addressing
Body
Doubling
Choosing one
unique data point
as the estimate
you will go with
pending further
information
Tricks & Tips
• Most important test is materiality
test, i.e. how different are the
various estimates obtained ?
• Tip : choose a different color - red
for examples - for the body doubles
in an Excel worksheet
Training Modules
Generic Research
32
Top - Down Estimation
Tools and Techniques
Key Question
How can I estimate a sub-set ?
Tool Description
The Top-Down estimation is a method that consists in shaving off parts of something you know
(eg. market size) until you are left with the rump (eg. a segment size) that you were trying to
estimate in the first place
Typical Output Format
Own-label, non-ready meals, frozen fish market top down estimate,1998
Market
value
(£m, RSP,
1998)
2 000
1 800
Food
service
1 600
Canned
1 400
1 200
Fresh
1 000
800
Ready Meals
Chilled
600
Branded
Retail
400
Coated
Frozen
200
Natural
0
Total Fish
Market
Share of
Retail
Share of
nonReady
Meals
Share of
Frozen
Typical Process
Own
Label
Share of
Own
Label
Our Market
Tricks & Tips
• Gather all the available data on the
market you try to estimate as well as
data on broader market sets
• The outcome of a top-down
estimation is visually complex to
illustrate
• Make a list of the “cuts” for which you
have data (eg. you have data by channel
and by products but not by channel &
product)
• The best method is to create a set of
100% vertical bars and one by one
turn to “no border & no area” the
boxes that you don’t want to see
appearing
• Split the starting object into sub-set by
applying the cut for which you have
least data (eg. you know market share
of products in retail but not in
wholesale, thus share by channel before
you share by product)
• Think Rubik’s cube: you will
probably have to try 2 or 3 different
sequencing of the cuts before you
arrive at a satisfactory outcome
Training Modules
Generic Research
33
One-Off Interviews
Tools and Techniques
Key Question
What are the main issues with one-off interviews ?
Tool Description
Check-list for One-Off Interviews. Use framework below before proceeding with interviews
Typical Output Format
One-off Interviews Check-list
Preparation
Anticipation
of Answers
Contact &
Persuasion
• Be clear exactly • Define your
• Be polite,
•
which questions objectives for
especially to
need to be
the meeting up
secretaries
answered
front
•
• Be rigorous in
• Choose the
• Ensure you
using secretaries
appropriate
come out with
where possible
method
the specific
answers you
• Write a
•
• Contact the
require
professional but
correct people
deferential fax
Execution
Prioritise
questions
Be prepared for
obstructive
remarks from
interviewees
Interpretation
of Results
• Be flexible but
focused on the
answer
Write clear and
comprehensive
meeting notes
Wrapping Up
• Be prompt in
delivering high
quality
feedback
• Remember
who has paid
the bill!
• Do not lie !!
Typical Process
• See above & Generic Research module
Tricks & Tips
• Go through the check-list again &
again !
• Tip : always keep in mind the
ANSWERS you are expecting and
particularly the different SO
WHAT that different answers will
point to
Training Modules
Generic Research
34
Interview Programmes
Tools and Techniques
Key Question
What are the main issues with interview programmes ?
Tool Description
Check-list for Interview Programmes. Use framework below before proceeding with interviews
Typical Output Format
Interview Programme Check-List
Preparation
• Choose the
appropriate
method
- on the phone
- in the street
- mix
• Select the best
sample
- suitable
proportion
of market
- hit rate
Anticipation
of Answers
• Create a
questionnaire
which is
focused on
testing the
hypothesis
- correct
questions
- questions
asked
in the correct
way
Contact &
Persuasion
• Ensure
interviewers
are fully
briefed
Execution
• Ensure process
is managed
effectively
• Set-up database
• Pilot
and maintain it
questionnaire
throughout
and re-draft
ineffective
• Temp performance
questions
monitored and
data inputed as
rapidly as possible
Typical Process
• See above & Customer-I module
Interpretation
of Results
• Only
appropriate
analysis is
carried out
(80 : 20)
Wrapping Up
• Keep paper
copies of
questionnaires
at hand !
Tricks & Tips
• Go through the check-list again &
again !
• Tip : always keep in mind the
ANSWERS you are expecting and
particularly the different SO
WHAT that different answers will
point to
Training Modules
Customer-I
35
Focus Groups
Tools and Techniques
Key Question
What are the main issues with organising focus groups ?
Tool Description
Check-list for Focus Group. Use framework below before proceeding with organising groups
Typical Output Format
• Organising the day
• Managing the debate
Focussing
debate
Logistics
Getting the
right people
• Venue and travel
arrangements
• Agreeing the plan
with the client
• Maintaining records
• What to take
• (equipment, props,
• etc...)
• Selecting candidates
• Invitations
• Hit rate
• Incentives
Typical Process
• See Tricks & Tips
Tricks & Tips
• If possible, pre-select to ensure
representative cross section by
asking key questions on the phone
• Confirm details in writing (by fax
for speed)
• Invite up to double the candidates
you want unless they are motivated
to come - offer cash/other incentive
as appropriate as sanctioned by the
project manager Think through the
timing
• Draft issues for debate of key
questions beforehand
• Stick to the agenda
• Use flip charts to document
contributions
• Keep travel to a minimum
• Ensure venue is appropriately
comfortable
• Keep database as for interview
programmes
• Be prepared!
Training Modules
Customer-I
36
Clustering
Tools and Techniques
Key Question
How can I group people by preferences ?
Tool Description
Clusturing is a complex technique that helps you group object (eg customers) according to their
similarity of preference between a set of dimensions (eg customer purchasing criteria). It
requires an Excel spreadsheet and a conjoint analysis software, such as SPSS
Typical Output Format
Cluster analysis, Storage product industry, 1998
Speed of service
A lot
Cluster
Y
Average
Cluster
Little
X
Average
Z
Average
A lot
All-round support
Cluster
A lot
Exclusivity of operations
Typical Process
• Create Excel table with detail of
customer interview programme : score
given to each criteria by each customer
(one customer per row, one criteria per
column)
• Import dataset into conjoint analysis
software (SPSS or other)
• Run Classify \ Cluster function in
Statistics menu of conjoint analysis
software
• Write down N° of rows that fall in each
cluster
• Go back to Excel spreadsheet, create
Cluster N° column to tag each row
according to relevant cluster
• Calculate average criteria score by
cluster
Tricks & Tips
• Spend 3 or 4 hours reading the
conjoint analysis software manual,
and practicing on fictitious dataset !
• A Cluster analysis will start by
giving you X clusters for your X
customers (fair enough each one is
different …). It will then start
grouping the two customers with
the most similar preferences into a
single cluster, leaving you with X-1
clusters, etc, until all is one big
cluster. The real N° of clusters in
the population is usually obtained
by trial and error, thus …
• Tip : Never erase the content of a
given Cluster N° column when
tagging rows in Excel … a
discarded solution usually turns
out to be the correct one in the end !
Training Modules
Customer-I & II
37
Factorial Analysis
Tools and Techniques
Key Question
How can I group people’s preferences in broader sets ?
Tool Description
Factorial Analysis is a complex technique that helps you group a large number of dimensions of
choice (eg 14 customer purchasing criteria) into the relevant, fewer factors that underpin clusters’
preferences. It requires an Excel spreadsheet and a conjoint analysis software, such as SPSS
Typical Output Format
Factorial analysis, Storage product industry, 1998
Key Purchasing Criteria
•1.
•2.
•3.
•4.
•5.
•6.
•7.
•8.
•9.
•10.
•11.
•12.
•13.
•14.
Speedy quotations turnaround time
Distributor brand
Choice of payment terms
Technical support & design assistance
Speedy & reliable delivery
Literature with distributor brand/name
No competing direct sales force
Complete territorial exclusivity
Choice of pricing structures
Full technical & design digest
Free contract management facility
Choice of stock holding policy
Free & regular training programmes
Dedicated account manager
Typical Process
• Create Excel table with detail of
customer interview programme : score
given to each criteria by each customer
(one customer per row, one criteria per
column)
• Import dataset into conjoint analysis
software (SPSS or other)
• Run Data Reduction \Factor function in
Statistics menu of conjoint analysis
software
• Check resulting plot, and iterate if need
be
Factors
Factor 1
Speed of service
Factor 3
All-round support
Factor 2
Exclusivity of operations
Factor 1 = KPC 1 & 5
Factor 2 = KPC 2, 7 & 8
Factor 3 = KPC 3, 4, 6, 9, 10, 11, 12, 13 & 14
Tricks & Tips
• Spend 3 or 4 hours reading the
conjoint analysis software manual,
and practicing on fictitious dataset !
• A good dataset will always give
you a reduction of your X criteria
into X/3 or X/4 factors. Trying to
fathom what these factors represent
can be a notoriously difficult
exercise. Ask for help
• Tip : it is usually easier to
understand a factor after having
carried out a Cluster analysis (see
previous page)
Training Modules
Customer-I
38
Table of Contents
Tools and Techniques
Key Question
Tool Description
Typical Output Format
4. Sources
Typical Process
Tricks & Tips
Training Modules
39
Desk Sources
Tools and Techniques
Key Question
Where can I find secondary data ?
Tool Description
Check-list for Desk Sources. Use framework below and create your own portfolio of regular &
favourite sources
Typical Output Format
Desk research avenues of enquiry
Eg.
Search
CD-ROM
or on-line
databases
Search
the
Net
Search
AABC
knowledge
base
Search
business
sources
Procure
documents
- Profound
- Datastar
- Reuters
- Worldscope
- etc
- FT.com
- search
engines
- etc
- Global
Best
Practices
database
- etc
- trade
publications
- government
statistics
- etc
- annual reports
- brokers reports
- market reports
- etc
Pure electronic
Typical Process
• Spend 10 minutes laying out the nature
and type of the data you are after
• Spend 10 minutes writing down the
sources where you are likely to
encounter each required data
• Start chasing !
Mix
Go to
various
libraries
- City business
library
- MBS library
- etc
Pure paper
Tricks & Tips
• Tip : when procuring documents
there is always a trade-off between
immediacy of availability and cost
… a well planned research is one
that leaves more $ in the case-team
dinner pot !
• Tip2 : it is uncanny how the
document you need on D day is the
one you thew away on day D-1.
Never throw, always file away.
• Tip3 : other team members will
randomly access your file. Do
develop a filing system that is
easily understandable by all ...
Training Modules
Generic Research
40
Usual AABC Sources (1)
Tools and Techniques
Key Question
Tool Description
News
Research
Typical Output Format
Reuters Business Briefing
News articles, regulatory
news announcements (e.g.
latest interims, directors
shareholdings etc)
Competitor listings
Descriptions of business
Disclosure tearsheets (one
page share performance
and financial summary)
Reuters industry briefings
(useful snapshot)
(£25 per hour)
FT Profile
Similar to Reuters but
refined searching method
(words in the first
paragraph of an article,
Typical Process
within one sentence /
paragraph and using
truncation
more FT articles
Mintel (market research
reports)
(4p or more for every line
viewed including
headlines)
Dow Jones Interactive
Similar to FT but US focus
(Approx £2 per article)
Research Bank CD (Investext)
Company and industry reports,
merger info etc
(FREE unless printing, then $9 per
page)
Lexis Nexis
General business news and legal
information database, e.g. EC
directives, particular cases etc.
($1-4 per article)
I-Plus Direct
On-line version of Research Bank CD
No free viewing, but can be useful for
text searching (reports available one
weeks after published date)
Datastar + Dialog
Host system for databases.
Particularly strong on medical,
pharmaceuticals, chemicals,
intellectual property and patents.
(European bias for Datastar, US for
Dialog)
(Charge per article)
Profound
Market research reports and briefing
reports (UK, USA, Japan, France &
Germany)
(£200+ per report, can do individual
sections for £2)
Consumers association on the web
Search back copies of “which”
(FREE)
Tricks & Tips
Anbar
Marketsearch online
Management and academic journals
Global sources of published market
(£6 per article – next day delivery)
research and market reports
(FREE)
Oxford Economic Forecasting
on the web
WARC
Global forecast for industries,
World Advertising Research Centre
consumer prices etc.
Source of advertising information
(FREE)
including “Admap” – main
advertising journal not avail
UMI- Proquest
elsewhere
Management and academic journals
(FREE)
(can download info)
(Approx. $4 per article)
Training Modules
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Usual AABC Sources (2)
Tools and Techniques
Key Question
Tool Description
Financial Information
Information Alliances
Typical Output Format
One Source Web & CD
Reports or custom tables on historical financials
(weblinks – news stories)
Web = UK companies + current year
CD = Global + last 10 years
(FREE)
Worldscope + Amadeus
Condensed financial information on quoted
companies worldwide. Amadeus = Europe
(including non listed, but have to be of certain size)
(FREE)
ICC Juniper
100% coverage of UK companies including info on
dissolved companies
(£9 for annual reports and accounts on private co.s)
Hoovers
Typical Process
US company profiles, including history,
competitors, management structure – useful for
large US private companies
(Reuters or FREE on web)
Dun & Bradstreet Direct Access
World-wide company reports including credit
score. Useful for US companies that are not listed
or small UK companies
(£20-70 per report)
Disclosure - Global Access
Annual reports, etc of almost all listed companies
globally
(£22 annual report)
Kompass On-line
Identifying companies within a particular industry
worldwide
(£1.15 per minute + 15 – 75p per article)
All of the below offer us research and information
resources/ book loans , research helpline and
library access
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Chartered Institute of Marketing
Chartered Institute of Accountants
Electricity Council
Institute of Management
Industrial Society
IPD - Institute of personnel development.
London Business School Library
Free access to all staff
Institute of Logistics
Cranfield Material Handling Centre
(Logistics issues)
Anglo American Chamber
London Chamber of Commerce
Institute of Directors
Tricks & Tips
Financial Times Business Information Services
Disclosure First Contact
British Library Document Supply Centre.
Proposed / On Trial
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Xls. – Gateway to Information providers
Euromonitor – Global Marketing data &
statistics on- line
Datamonitor Statistics extracts
FT journals online – Media/ Energy
Primark Extel Company Analysis
Analysis – telecoms information
Lafferty online – Direct
EIU – direct
Mintel Market Research
Training Modules
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