Competitive advantage
Description of the Model
This matrix examines how an organization might gain a
competitive advantage. It measures relative costs and the
degree to which the organization can differentiate its
products/services from those of its competitors.
Characterize Your Enterprise
The expert system will position your enterprise on the
chart based upon your description of:

ability to create barriers to entry

market prominence & tenure

brand recognition

product uniqueness

pricing & benefits

switching costs

distribution channels
You can trace through the supporting analysis and its
conclusions, adjusting your input until you are satisfied
your description accurately characterizes your
enterprise.
Companies that don't take steps to realign
their offerings with market demand risk failure.
Those who address the issue -- usually by
breathing new life into their business model -typically see an increase in revenue by
attracting new customers and offering new
value to current customers. Statistics show
that business model innovators see
operational margin growth of more than 5X
that of competitors who only practice product
or service innovation.
Competitive advantage
Maintain Specialty
Differentiation: High
Relative costs: High
Analysis of Your Enterprise Position
Outstandin
Hope for Growth Market
g Success
Differentiati Differentiation: Low
on: High
Relative costs: High
Relative
Costs: Low
Indicates a specialty company Outstanding You have high costs and a
that markets unique products at opportunity commodity type of product.
premium price.
for success. The only hope for success is
Freedom to rapid growth of the market.
compete at
any price.
Maintain Cost Advantage
Differentiation: Low
Relative costs: Low
Your products or services
are much like your
competitors'. If you can
maintain your cost
advantage, you can
compete well as the lowest
cost producer.
Potential Generic Strategies
Description of the Model
This chart graphically displays the potential for
your enterprise to implement each of the
generic strategies.
Characterize Your Enterprise
The expert system will position your enterprise
based upon your description of:
market segmentation
product differentiation
distribution channels
enterprise reputation
relative pricing
cost controls
economies of scale
You can trace through the supporting analysis
and its conclusions, adjusting your input until
you are satisfied your description accurately
characterizes your enterprise.
Potential Generic Strategies
A COST LEADERSHIP STRATEGY is based on the enterprise's ability to control their
operating costs so well that they are able to price their products or services very
competitively and still generate high profit margins, thus having a significant
competitive edge.
A DIFFERENTIATION STRATEGY involves the offering of a product or service that is
clearly unique when compared to alternatives. Uniqueness can take many forms
such as brand image, technology, functionality, customer service, dealer networks
and many others. It is likely that differentiation will involve a combination of two or
more of these forms.
A FOCUS STRATEGY may be the most sophisticated of the generic strategies, in that
it is a more intense form of either the cost leadership or differentiation strategy. It
is designed to address a focused segment of the marketplace, product form or cost
management process and is usually employed when it isn't appropriate to attempt
an across the board application of cost leadership or differentiation. It is based on
the concept of serving a particular target in such an exceptional manner, that
others cannot compete. Usually this means addressing a substantially smaller
market segment than others in the industry, but because of minimal competition
profit margins can be very high.
Strategic Factors
Description of the Model
Characterize Your Enterprise
This is a graphical display of strategic factors. The strongest The expert system will position your enterprise on the chart
enterprise would have all points at the outer limit of the chart. based upon your description of:

market penetration
Each factor is rated between zero and one hundred. To have a

demographic trends
reasonable chance for successful implementation of your
marketing strategy, each of the strategic factors should have a 
price sensitivity
rating of 70 or higher.

product differentiation

competitor's staying power

proprietary technology

competitive rivalry
You can trace through the supporting analysis and its
conclusions, adjusting your input until you are satisfied your
description accurately characterizes your enterprise.
Environmental Factors
Description of the Model
This chart presents the assessment of the environmental
factors on your product or service. The higher the rating (all
points near the outer extent of the chart), the more positive
is the factor for your business. You should study the weak
areas carefully and plan alternative actions to lessen their
impact on your plans.
Characterize Your Enterprise
The expert system will position your enterprise on the
chart based upon your description of:

competitive alternatives

government regulations

fashion trends

changes in income levels

changes in average age
You can trace through the supporting analysis and its
conclusions, adjusting your input until you are satisfied
your description accurately characterizes your enterprise.
Environmental Risk Matrix
Description of the Model
This matrix illustrates the relationship
between the risk of environmental
forces affecting a business area and the
other factors affecting the prospects for
developing and maintaining long-term
profits.
The prospect for profitability is based
on factors including:

the bargaining power of buyers

the bargaining power of suppliers

the threat of new entrants

the threat of substitutes

the competitive rivalry among
existing firms in the industry
Characterize Your Enterprise
The expert system will position your
enterprise on the chart based upon
environmental factors:

economic

cultural

technology

demographic

government
You can trace through the supporting
analysis and its conclusions, adjusting
your input until you are satisfied your
description accurately characterizes
your enterprise.
Tendency to Buy
Description of the Model
Buying decisions are influenced by many factors. Two of the
most important factors are the nature of the product itself
and the extent to which the customer knows and trusts the
supplier. This chart illustrates the relationship between these
factors as it relates to you and your competitors.
Characterize Your Enterprise
The expert system will position your enterprise on the chart
based upon your description of:

product features

proprietary technology

performance advantages

awareness of need
You can trace through the supporting analysis and its
conclusions, adjusting your input until you are satisfied
your description accurately characterizes your enterprise.
Tendency to Buy
Promotion
Well-known Company
Me-too Product
Your company is well
known but your
product offers little
differential advantage
over its competition.
The success you can
expect will depend
largely on your skills
in sales and your
efforts in the general
promotion of your
product.
Analysis of Your Enterprise Position
You Have It Made
Focused
Differentiation
Well-known Company
Unknown Company
Unique Product
Me-too Product
This quadrant implies
success. Most of your
customers will re-buy
from you most of the
time if you fall into this
category.
Most customers will
not buy from you. Your
best chance for
survival is to
differentiate your
product to make it
attractive for some
sub-group of
customers. It is going
to be difficult.
Advertising
Unknown Company
Unique Product
Customers are
suspicious about
dealing with
companies which are
unknown even if they
have superior products.
Your success depends
on the impact that sales
and advertising make
on your image. You
must focus your efforts
in these areas of
marketing to be
successful.
Price Sensitivity
Description of the Model
This is a two-dimensional grid that focuses on
the choice between reducing costs or building
in more value to the customer. Each of the four
quadrants has different implications in terms of
suggested strategy.
Characterize Your Enterprise
The expert system will position your
enterprise on the chart based upon your
description of:

product quality

product availability

prospect knowledge level

buyer objectives
You can trace through the supporting analysis
and its conclusions, adjusting your input until
you are satisfied your description accurately
characterizes your enterprise.
Price Sensitivity
Analysis of Your Enterprise Position
Commodity
Transitional
Hybrid
Specialty
High Price
Sensitivity
Few Perceived
Differences
High Price Sensitivity Low Price Sensitivity Low Price Sensitivity
Many Perceived
Few Perceived
Many Perceived
Differences
Differences
Differences
A commodity
strategy is
recommended.
Efforts should be
exerted to increase
the firm's market
share thereby
lowering marginal
costs.
A transitional strategy A hybrid strategy is
is suggested.
recommended. You
Emphasize the
should avoid price
quality of your
wars and talk
product, but be ready quality.
to respond to
competitor product
improvements that
attract customers.
A specialty strategy
is recommended.
You should initiate
or continue efforts
to differentiate your
offering.
Product & Market Change
Description of the Model
The form of your product or service and the makeup of your
prospect base will influence how you structure your promotion.
If you are offering an improved version of the same product or
service to the same customer/prospect base then no changes
should be required. On the other end of the spectrum, a new
product or service going to a new prospect base calls for a new
and innovative approach to promotion. In between
circumstances require a more subtle approach to promotional
changes.
Characterize Your Enterprise
The expert system will position your enterprise on the chart
based upon your description of:

product function

buyer history
You can trace through the supporting analysis and its
conclusions, adjusting your input until you are satisfied your
description accurately characterizes your enterprise.
Product & Market Change
Analysis of Your Enterprise Position
Brand Repositioning
The product remains the same,
but is now offered to a new
market. There will be new
competitors and a new
marketing mix.
Product Repositioning
The product is changing, and is
now offered to a new market.
There will be a new
appearance, new features and
benefits and new competitors.
Innovation
This is the most complex
change. New technology, new
price, new promotion, and new
competitors call for new
strategy.
Re-market
Re-launch
The product remains the same, Change the name, appearance,
but the marketing mix, price, costs and the marketing mix.
and promotion are re-blended.
Obvious Substitution
The new product appears in a
conspicuous manner drawing
attention to new technology
and materials. Change the
name, appearance, costs and
the marketing mix.
No change
Neither the product or market
is changing. Maintain the
status quo.
Quiet Substitution
No change in marketing. The
new product creeps quietly
into the market without
fanfare.
Face lift
No change in marketing, but
changes in the product must
provide greater competitive
advantage.
Industrial Decision Making
Description of the Model
In industrial markets two of the important
criteria controlling the decision cycle are the
complexity of the offering and the risk
associated with the purchase decision. This
chart examines the relationships between these
variables and indicates the implications to the
seller.
Characterize Your Enterprise
The expert system will position your
enterprise on the chart based upon your
description of:

degree of risk to buyer

technical content

variety of options

support required

training required
You can trace through the supporting analysis
and its conclusions, adjusting your input until
you are satisfied your description accurately
characterizes your enterprise.
Industrial Decision Making
Analysis of Your Enterprise Position
Functional Specialist
Large Decision Making Unit
Purchasing Manager
Financial Staff
High Complexity
High Complexity
Low Complexity
Low Complexity
Low Risk
High Risk
Low Risk
High Risk
Where there is significant
When both the complexity and the In the case where there is
When the complexity of the
complexity to understand but little commercial risk are high, a number little product complexity to offering is low but the
overall commercial risk in the
of key people throughout the
understand and absorb and commercial risk is high the
purchase decision process, a
customer's company will have to be there is little risk associated purchase decision is usually
functional specialist generally
satisfied that the purchase will be with making an incorrect
given to either the purchasing
makes the decision. This is the
beneficial. The decision making
decision, the purchasing
function or the senior
person who is most conversant with unit is likely to be large and the
manager generally handles financial staff. Efforts must
the technology employed in the
process is likely to be lengthy.
the purchase decision by
be focused at reducing the
offering. Sales activities should be Generally there must be sales
himself. Here, past
perceived commercial risk for
focused on the technical side and be efforts focused at each of the major experience is the most crucial these personnel.
prepared to point out the
groups represented in the process; factor. It is critical here to be
differential advantages of your
at the executive, financial and
in front of purchaser at every
offering.
technical levels to insure that their opportunity through
needs and concerns are addressed. advertising, promotion, and
sales calls. Make sure your
offering is readily available
through all possible sources
and channels so that the
purchaser can gain easy
access to it.
Product Life Cycle
Description of the Model
This chart illustrates the value of
customer loyalty in markets with
different levels of growth.
Characterize Your Enterprise
The expert system will position your
enterprise on the chart based upon your
description of:

visibility in the industry

complementary products

buyer non-price objectives

stage of the market cycle
You can trace through the supporting
analysis and its conclusions, adjusting
your input until you are satisfied your
description accurately characterizes
your enterprise.
Product Life Cycle
Analysis of Your Enterprise Position
Develop Loyalty
Maintain Loyalty
Specialist Company
Try Not to Lose It
High Market Growth High Market Growth Low Market Growth
Low Customer
High Customer
Low Customer
Loyalty
Loyalty
Loyalty
Low Market Growth
High Customer Loyalty
There are clear longterm advantages to
developing customer
loyalty in this
quadrant. Your actions
should be focused at
the efforts required to
secure this loyalty.
Some customers are
very loyal to their
suppliers. If you have
developed their trust
and support, even in a
low-growth market,
take care not to do
anything to lose that
loyalty. The market is
probably mature, so do
not overspend in this
environment.
This quadrant
indicates success. You
should be reaping the
rewards of customer
loyalty. However, you
should continue to
work to maintain that
loyalty. You should
not become
complacent.
The low market
growth makes it
questionable for you
to spend resources in
building customer
loyalty. If you are a
specialist company or
are in the embryonic
stage of a market,
your efforts may be
justified.
Capacity & Propensity to Attack
Description of the Model
Competition can offer benefits as well as threats to your participation in the industry.
Competition may actually increase your competitive advantage by providing such
benefits as a cost umbrella. They can assist in market development activities, and thereby
increase the overall demand for your offering. Their actions may also deter new market
entrants by crowding distribution channels thereby allowing you higher margins.
Competitors can also threaten your position by attacking your offerings and your moves
in the market. This chart presents your competitors as being threats or benefits to your
efforts.
Characterize Your Enterprise
The expert system will position your enterprise on the chart based upon your
description of:

share of market

market growth rate

competitor's staying power

liquidity

exit barriers
You can trace through the supporting analysis and its conclusions, adjusting your input
until you are satisfied your description accurately characterizes your enterprise.
Capacity & Propensity to Attack
Analysis of Your Enterprise Position
Disruptive
Dangerous
No Threat
Good Competitors
Low Capability
High Propensity to
Attack
High Capability
Low Capability
High Propensity to Attack Low Propensity to
Attack
High Capability
Low Propensity to
Attack
While lacking the
capability to improve
the industry structure,
these competitors can be
highly disruptive to your
activities. They may
counter your moves and
be a continual
annoyance.
These are the competitors Competitors in this
that are truly dangerous to quadrant are neither a
your position. They
threat nor a benefit.
posses both the capability Their efforts do not
to attack and often
enhance the industry
demonstrate that behavior. because of their limited
You should attempt to
capability. On the other
position yourself away
hand, they do not
from these participants. threaten your position.
Select other segments,
distribution channels,
pricing and packaging
alternatives to create as
much distance as possible.
These competitors can
be good to the industry
structure. They are
highly capable, but are
not prone to capricious
acts which damage the
industry and your
position. Their
capability will clearly
offer a challenge to your
efforts and will keep you
honest.
Sales Volume
Description of the Model
Characterize Your Enterprise
This chart displays the projected revenue for Financial information is entered directly
your enterprise and all of the named
and the chart is drawn automatically.
competitors over the five year planning
period.
Product Market Profitability
Description of the Model
Profit Impact of Market Studies (PIMS) research has shown that
there is a clear relationship between profitability, market share,
and product quality. Here we consider quality of all aspects of
your offer.
Characterize Your Enterprise
The expert system will position your enterprise on the chart
based upon your description of:

performance

durability
If customers perceive the offering as being of higher quality,
they are prepared to pay more for it. This matrix displays this
relationship.

conformance to specifications

features

brand recognition

reliability

fit and finish

serviceability
You can trace through the supporting analysis and its
conclusions, adjusting your input until you are satisfied your
description accurately characterizes your enterprise.
Product Market Profitability
Analysis of Your Enterprise Position
40$ ROI
20% ROI
20% ROI
Low Return
High Market Share
High Product Quality
High Market Share
Low Product Quality
Low Market Share
High Product Quality
Low Market Share
Low Product Quality
Your offering is in the best
quadrant. Companies
which are able to combine
high product quality with
high market share average
around 40 percent return
on investment.
Your offering is in the
quadrant that averages
about 20 percent return
on investment. These
profits probably result
from low costs as a result
of economies of scale
made possible by the
high market share.
Products in this quadrant
are often oriented to a
mass market and are
generally quite difficult
to differentiate. The
principal criteria for
purchase is price.
Your offering is in the
group that averages a 20
percent return on
investment. Although
you have a low market
share, customers are
willing to pay a higher
price for the product.
Your offering is in the
quadrant where
profitability is generally
very low. Both market
share and product quality
are below average.
Companies in this
quadrant generally
consider withdrawing
their offering and making
investments elsewhere.
Boston Consulting Group Matrix
Description of the Model
One axis shows the market share relative to the industry
leader which is always the leftmost circle.
The other axis shows market growth rate for the industry.
A circle is drawn for each competitor. The size of each
circle represents that company's dominance.
Characterize Your Enterprise
The expert system will position your enterprise on the
chart based upon your description of:

share of market

condition of the market
You can trace through the supporting analysis and its
conclusions, adjusting your input until you are satisfied
your description accurately characterizes your enterprise.
Boston Consulting Group Matrix
Analysis of Your Enterprise Position
Stars
High growth
High share
Cash Cows
Low growth
High share
Question Marks
High growth
Low share
Dogs
Low growth
Low share
Business is likely to Business can be used Business requires a
Business is a cash trap.
generate enough cash to support other
lot of cash to maintain  focus on short term
to be self sustaining. business units.
market share.

avoid risky project
Recommended

defend &

invest more cash

limited future
tactics:
maintain

or, divest

promote
aggressively

expand your
product or service

invest in R & D
Product Competitive Position
Description of the Model
This graph compares the attributes of your offering
with the best of your competition in each category.
Ideally the display for your product will form a
circle around the extremes of the graph. This
evaluation will force you to consider the strength of
each of the competitive offerings and how you must
position your offering to face them.
Characterize Your Enterprise
The expert system will position your enterprise on
the chart based upon your description of:

distribution channels

product quality

product performance

product features

relative pricing
You can trace through the supporting analysis and
its conclusions, adjusting your input until you are
satisfied your description accurately characterizes
your enterprise.
Industry Attractiveness
Description of the Model
This industry model was initially described by Michael Porter in
his book, Competitive Strategy. It addresses the key factors that
influence industry profitability.
The ideal position would be the outer edge of each axis. Any
point on the scale where your enterprise ranks higher than all
competitors represents a market opportunity.
Any competitor positioned higher on the scale represents a
threat.
Characterize Your Enterprise
The expert system will position your enterprise on the chart
based upon your description of:

switching costs

economies of scale

barriers to entry

substitutes

shopping costs

differentiation

capacity
You can trace through the supporting analysis and its
conclusions, adjusting your input until you are satisfied your
description accurately characterizes your enterprise.
Marketing Strategy Matrix
Description of the Model
The General Electric Company, with the aid of the Boston
Consulting Group and McKinsey and Company, pioneered
the nine cell strategic business screen illustrated here. The
circle on the matrix represents your enterprise. Both axes
are divided into three segments, yielding nine cells. The
nine cells are grouped into three zones:
The Green Zone consists of the three cells in the upper left
corner. If your enterprise falls in this zone you are in a
favorable position with relatively attractive growth
opportunities. This indicates a "green light" to invest in this
product/service.
Characterize Your Enterprise
The vertical axis represents the industry attractiveness. The expert system
will position your enterprise on the chart based upon your description of:
bargaining power of the buyers
bargaining power of the suppliers
internal rivalry
the threat of new entrants
the threat of substitutes
The horizontal axis represents the firm's competitive strength or ability to
compete in the industry. It includes an analysis of:
the value and quality of the offering
market share
staying power
experience
You can trace through the supporting analysis and its conclusions, adjusting
your input until you are satisfied your description accurately characterizes
your enterprise
The Yellow Zone consists of the three diagonal cells from
the lower left to the upper right. A position in the yellow
zone is viewed as having medium attractiveness.
Management must therefore exercise caution when making
additional investments in this product/service. The
suggested strategy is to seek to maintain share rather than
growing or reducing share.
The Red Zone consists of the three cells in the lower right
corner. A position in the red zone is not attractive. The
suggested strategy is that management should begin to
make plans to exit the industry.
Marketing Strategy Matrix
High Attractiveness
Strong Competitive Position
The strategy advice for this cell is to invest for growth.
Consider the following strategies:

provide maximum investment
Analysis of Your Enterprise Position
High Attractiveness
Average Competitive Position
The strategy advice for this cell is to invest for growth.
Consider the following strategies:

build selectively on strength
Low Attractiveness
Strong Competitive Position
The strategy advice for this cell is to selectively invest
for earnings. Consider the following strategies:

defend strengths
Low Attractiveness
Average Competitive Position
The strategy advice for this cell is to restructure, harvest
or divest. Consider the following strategies:

make only essential commitments

shift resources to attractive segments

prepare to divest

examine ways to revitalize the industry

shift resources to a more attractive segment

time your exit by monitoring for harvest or
divestment timing
High Attractiveness
Weak Competitive Position
The strategy advice for this cell is to opportunistically
invest for earnings. However, if you can't strengthen your
enterprise you should exit the market. Consider the
following strategies:

diversify

define the implications of challenging for market 
ride with the market growth
leadership

consolidate your position to focus your resources

seek niches or specialization

fill weaknesses to avoid vulnerability

accept moderate near-term profits to build share

seek an opportunity to increase strength through
acquisition
Medium Attractiveness
Medium Attractiveness
Medium Attractiveness
Strong Competitive Position
Average Competitive Position
Weak Competitive Position
The strategy advice for this cell is to selectively invest The strategy advice for this cell is to selectively invest The strategy advice for this cell is to preserve for harvest.
for growth. Consider the following strategies:
for earnings. Consider the following strategies:
Consider the following strategies:

invest heavily in selected segments,

segment the market to find a more attractive

act to preserve or boost cash flow as you exit the
position
business

establish a ceiling for the market share you wish
to achieve

make contingency plans to protect your

seek an opportunistic sale
vulnerable position

seek attractive new segments to apply strengths

seek a way to increase your strengths
Low Attractiveness
Weak Competitive Position
The advice for this cell is to harvest or divest. You should
exit the market or prune the product line.
Directional Policy Matrix
Description of the Model
This matrix measures the health of the market
and your strength to pursue it. The results
indicate the direction for future investment.
The recommendation may be to invest, grow,
harvest or divest.
Characterize Your Enterprise
The expert system will position your enterprise on the chart based upon your
description of:

Supplier Bargaining Power

Threat of Substitutes

Threat of New Entrants

Competitive Rivalry

Buyer Bargaining Power

Product Quality

Product Value

Relative Market Share

Reputation

Customer Loyalty

Staying Power

Experience
You can trace through the supporting analysis and its conclusions, adjusting
your input until you are satisfied your description accurately characterizes your
enterprise.
Directional Policy Matrix
Analysis of Your Enterprise Position
Invest
Grow
Harvest
Divest
High Market Attractiveness
High Business Strengths
High Market Attractiveness
Low Business Strengths
Low Market Attractiveness
High Business Strengths
Low Market Attractiveness
Low Business Strengths
This is the ideal quadrant.
Your strengths are directed at
a highly attractive market.
Invest your best resources in
those parts of your business
which are in this quadrant.
You are in an uncomfortable
quadrant. The market
potential is attractive but you
do not have the business
strengths necessary for being
really successful. The options
facing you are either to take
what you can while it is still
possible or to invest in
building a better competitive
position. You must be
selective in your efforts here,
as this segment will cost you
to invest in every aspect of
the business.
In this quadrant you have
high strengths in a market
that has lost its attractiveness
in terms of future potential. It
is still good for near term
profits, so maintain the
position for as long as
possible.
Think carefully about what you
are doing to be in this quadrant.
The market is not particularly
attractive and your business
strengths are below average
here. Keep in this segment only
if it supports a more profitable
part of your business (for
instance, if this segment
completes a product line range)
or if it absorbs some of the
overhead costs of a more
profitable segment.
Business Risk Analysis
Description of the Model
The concepts of closeness to the core business and market
attractiveness can be combined to analyze the risk of investing in
new offerings. The proximity of the new offering to the core
business is measured by its proximity to current offerings and
current markets.
Characterize Your Enterprise
The expert system will position your enterprise on the chart based
upon your description of:

technology

familiarity with the materials

special finishes

quality standards

suppliers bargaining power

threat of substitutes

threat of new entrants

competitive rivalry

bargaining power of the buyers
You can trace through the supporting analysis and its conclusions,
adjusting your input until you are satisfied your description
accurately characterizes your enterprise.
Business Risk Analysis
Analysis of Your Enterprise Position
Ideal
Risky
Low Potential
Poor Prospect
Close to Core Business Distant from Core
High Market
Business
Attractiveness
High Market
Attractiveness
Close to Core Business Distant from Core
Low Market
Business
Attractiveness
Low Market
Attractiveness
Offerings in this
category represent the
least risk and will be
ideal candidates for
development.
The decision to proceed Offerings in this
should be based on the quadrant are poor
evaluation of the
prospects. They depart
market potential. The from the core business
low attractiveness of
and offer low market
the market may be a
attractiveness
benefit since it will be
less lucrative for
competitors.
Offerings in this
quadrant are risky to
develop since they
stray from the core
business. They will
need a high level of
investment, both in
terms of resources and
expertise. Proceed only
if the long-term
corporate strategy is
intended to develop in
this way.
Market Forces
Description of the Model
This chart portrays the interaction between three of the five forces
from the Industry Attractiveness chart. If the prospect is in a
position to dictate the terms under which they purchase your
product or service and there is also a high probability of new
competition or substitute products then it will be difficult to be
profitable. As either or both of these forces is weakened, your
potential for profitability increases.
Characterize Your Enterprise
The expert system will position your enterprise on the chart
based upon your description of:

switching costs

economies of scale

barriers to entry

distribution channels

differentiation
You can trace through the supporting analysis and its
conclusions, adjusting your input until you are satisfied your
description accurately characterizes your enterprise.
Internal Factors
Description of the Model
Characterize Your Enterprise
This is a graphical display of critical internal
The expert system will position your enterprise
operations factors. The strongest enterprise would have
on the chart based upon your description of:
all points at the outer limit of the chart.
Each factor is rated between zero and one hundred. To
have a reasonable chance for successful
implementation of your marketing strategy, each of the
internal factors should have a rating of 70 or higher.

market prominence

distribution channels

service history

production experience

complexity of technology

economiebargaining power of suppliers

s of scale
You can trace through the supporting analysis
and its conclusions, adjusting your input until
you are satisfied your description accurately
characterizes your enterprise.