COMPETITIVE ANALYSIS DEFINITIONS

 

BASIS OF THE ANALYSIS


It is important to establish the compatibility between the Products and the Market, Marketing, Supplier, Distribution/Customer Interface and Customer factors and parameters in each of the markets investigated in this report.

The Surveys of the industry Suppliers, Distribution Channels, Customers and various other sources have identified a number of critical or potentially critical factors and parameters for each Product, Market, Operation, Competitor and Sector. Most of these factors cannot be evaluated on a monetary scale and their measurements are not comparable, thus another mode of analysis and evaluation must be found.

In order to aggregate the separate factors into a single value, which will indicate areas of concern or potential opportunity, one must convert them into a value scale. This can be done by assigning value points to each critical or potentially critical factor through a scale of judgments which are based on actual past experience of the product, the marketing, and the customers concerned. The relative importance of each factor is indicated by the weights assigned. A factor's rating value is multiplied by its weight to yield its critical value. These values are then used to generate rational prose which best illustrates the value/s.

The prose produced (in certain editions) by the computer is logical in the assignment of the description of the cell in question and thus the adjectives used have a definitive scale (given in the Appendix).

Obviously such an analysis can assist readers in evaluating both areas which might produce problems for the marketing of the product and also areas of opportunity which may be exploited by suppliers when marketing or distributing the product/s in each of the areas concerned.

The techniques used here are very similar to that used in new product evaluation and screening, indeed readers frequently use the weightings and conclusions found here when evaluating new products and markets. The main purpose of these analyses is of course to attempt to provide a rational and objective basis with which to compare and evaluate the factors and parameters critical to the provision of products and services.


PRESENTATION OF THE ANALYSIS

 

This section analyses hundreds of major items in relation to the Market and Industry Norms. Thus several thousand Issues and Considerations are discussed and analyzed.

Clearly it would be extremely difficult, and indeed overwhelming in length, to produce this analysis in prose and thus the data is presented as spreadsheets for which the user can construct a tabular or graphic representation as needed.

In order to interpret this data it is necessary to understand the various factors being considered in the analysis. These factors include:

1. The relative strength, weakness and performance of the Companies, Market and Industry in terms of the Norms in all relevant Competitive, Operational, Geographic, Product and Market sectors.

2. The relative strengths, weaknesses and performance of the Companies and Industry in terms of all relevant Competitive, Operational, Geographic, Product and Market sectors.

3. The average strengths, weaknesses and performance of the competitors in terms of all relevant Competitive, Operational, Geographic, Product and Market sectors.

4. The Market and Industry in which the industry operates and the prevailing Norms and expectations of the marketplace.

5. All the above factors when forecast individually, in relation to the Product Companies, Markets and Industries, can thereafter be projected in the Medium Term.

CORPORATE DATABASES: 

The general basis of the analysis is the comparison of the products, market, operations and industry and the various SECTION Norms which exist in the product sectors, markets and industries in which Industry Companies operate.

The comparison is made in terms of the Strengths and Weaknesses of the industry in respect of the Company and its Competitors, (being the major competitors which together accounts for 80% of the cumulative Market Share in each country of the Trade Cell).

The forecasted performance of the industry is a function of its strengths and weaknesses in relation to that of the Product, Market, Operational and Competitive Norms. This function and the conclusions thereof drawn are projected from the various forecasts contained.

MARKET DATABASES:

The general basis of the analysis is the comparison of the National Industry in the Base Country and the Product, Market, Operational and Competitive Norms in the Trade Cell markets and industries which operate on the SECTION.

The comparison is made in terms of the Strengths and Weaknesses of the National companies versus the International Product, Market, Operational and Competitive Norms within the Trade Cell.

The data is gained from research into Customer and Distribution Channel Bases as well as those of the companies in the Trade Cells markets.

The forecasted performance of the National Industry is a function of its strengths and weaknesses in relation to that of the Trade Cell Norms. This function and the conclusions thereof drawn are projected from the various forecasts contained.


The techniques used here produce an evaluation and screening of each item and in addition one can use the weighting and conclusions found here when evaluating the item. The main purpose of these analyses is to provide a rational and objective basis with which to compare and evaluate the factors which are critical to the product industry in the countries covered.   

Readers wishing to apply this analysis to their own activities should amend both the Value scale and the Weight to suit their own situation. It should be remembered that once a company has decided upon a Value scale and a Weight scale this should be retained and not changed. This is because it is important to be able to relate one company or operation to another and thus scales must remain constant if a valid comparison is to be made. Subscribers wishing to undertake such analyses should formulate a blank set of analysis forms which may be used when evaluating current or changing circumstances.

In addition to the scale of value judgments the results are applied to a standard weighting for each factor and parameter. These weights are based on past experience of the corporate environment in relation to the individual factors analyzed.

The evaluation of any particular factor of corporate activity will allow readers to gain an insight into the problems and opportunities of the industry and the market and this can be first achieved by considering the relative Weightings:-

C

08

11

E

L

L

03

05

10

15

06

V

A

L

 

 

 

 

x

U

E

04

09

14

13

02

07

12

01

            RELATIVE CORPORATE STANDING & ENVIRONMENT

The values of base Factors (fields Crit_A to Crit_K), together with the data is for 15 sectors (products, markets, operations, geographic locations, competitors, et al) covered in each table (fields Headx01 to Headx15) represent the relative weightings.

One can plot these weightings as an initial analysis of the relative importance to the criticalness of the Factors and the criticalness of the factors (defined in fields A_Def to K_Def) to the individual Sectors (defined in fields Head01 to Head15).

 x = Base reference for the Factor.

In this example one can compare the weightings of one particular base Factor, x, with that of the 15 other sectors.


THE DATABASE

There are a series of spreadsheet and database tables for this section, and each table will consist of a number of records for each of the specific products, markets, operations, geographic locations and competitor areas:

TABLE

Datafile

CORPORATE STANDING Analysis (x)

C8I – C8A

MAJOR CITY STANDING Analysis (x)

C8I – C8B

COMPETITOR STANDING Analysis (x)

C8I – C8C

OPERATIONAL STANDING Analysis (x)

S8I – S8O

PRODUCT STANDING ANALYSIS(x)

S8I – S8P

MARKET STANDING Analysis (x)

C8I – C8T

CORPORATE ENVIRONMENT Analysis (x)

C9C – C9A

MAJOR CITY - ENVIRONMENT Analysis (x)

C9C – C9B

COMPETITOR ENVIRONMENT Analysis (x)

C9C – C9C

OPERATIONAL ENVIRONMENT Analysis (x)

S9C – S9O

PRODUCT ENVIRONMENT Analysis (x)

S9C – S9P

MARKET ENVIRONMENT Analysis (x)

C9C – C9T

There are 4 types of tables for this section with distinct considerations (headings indicate Field names):

ANALYSIS

FAC_CODE

FACTORS

A_DEF

B_DEF

C_DEF

D_DEF

E_DEF

F_DEF

G_DEF

H_DEF

I_DEF

J_DEF

K_DEF

C8I_01

RELATIVE STATURE

PREVALENT AWARENESS BY CUSTOMERS

PREVAILING REPUTATION

PERCEPTION OF PRODUCTS

RECOGNITION OF PRODUCT QUALITY

PERCEPTION OF SERVICE SUPPORT

PERCEPTION OF CLIENT TREATMENT

C8I_02

COMPETITIVE PROMOTIONAL PRACTICE

EVALUATION OF ROUTINE SALES PROMOTION ACTIVITY

MERIT OF ADVERTISING

VALUE OF SALES PERSONNEL

CALIBER OF SALES PRINT

C8I_03

COMPETITIVE PRODUCT AVAILABILITY

GRADE OF PRODUCT AVAILABILITY

MERIT OF PRODUCT DEFINITION

GRADING OF ON-TIME DELIVERY

RATING OF UNIMPAIRED ORDER DELIVERY

RATING OF ORDER HANDLING

RATING OF CAPACITY TO PROVIDE

C8I_04

COMPETITIVE MARKETING APTITUDE

CALIBER OF MARKETING EXPERTISE

EVALUATION OF MARKETING RESPONSE

EVALUATION OF MARKETING TECHNIQUE

EVALUATION OF PROMOTIONAL DOCUMENTATION

EVALUATION OF PROMOTIONAL + SALES DECAY

EVALUATION OF ADVERTISING DEXTERITY

C8I_05

MARKET COMPONENTS

CONSCIOUSNESS OF PRODUCT PRICING

PRODUCT EXCELLENCE

CLIENT SERVICE

RELIABLE DELIVERY

SERVICE RELIABILITY

SERVICE STANDARDS

SERVICE CONDUCT

SERVICE CONVENIENCE

PRODUCT DELIVERY SYSTEM

RESPONSIVENESS OF CLIENT TREATMENT

OBSERVANCE OF FAIR TERMS OF BUSINESS

C8I_06

SALES STAFF ACHIEVEMENT

PRIMARY CONTACT

ORDER HANDLING STAFF

SALES STAFF

ADMINISTRATION STAFF

SALES MANAGEMENT

SALES PERSONNEL

C8I_07

CORPORATE SALES ELEMENTS

UPSTREAM SALES CONSOLIDATION

DOWNSTREAM PROMOTIONAL HARMONIZATION

CAPTIVE SALES CONDUITS

DEPENDENCE ON SELLING OUTLETS

OPERATION OF SEGMENTED PROMOTIONAL UNDERTAKING

BENEFITS OF SEGMENTED MARKETING

CAPTIVE CUSTOMER BASES

C8I_08

COMPETITIVE SALES CHANNEL AWARENESS

WAREHOUSING & HANDLING

PACKING & PACKAGING

SALES ACTIVITY

STOCK AVAILABILITY

CUSTOMER SATISFACTION

C8I_09

COMPETITIVE CLIENT AWARENESS

LOCATION OF CUSTOMERS

CAPTIVENESS OF THE CUSTOMER BASE

CUSTOMER BASE LOYALTY

CONCENTRATION OF PURCHASES

PURCHASE FREQUENCY

ORDER SIZE

CUSTOMER SERVICING

SEASONALITY

C8I_10

COMPETITIVE PROMOTIONAL CONSIDERATIONS

ADVERTISING & SALES PROMOTION

MARKETING

SALES PROMOTION

SALESFORCE

ADVERTISING

C8I_11

COMPETITOR CONSEQUENCES

PRICING CONDUCT

ECONOMIC ENVIRONMENT

COMPARATIVE MARKETING ACTIVITY

RESPONSE TO OPPONENTS

NEW COMPETITORS

PRICES AT MSP

PRICE INCREASES

PRICES AT RSP

MARKET SHARE

 

ANALYSIS

FAC_CODE

FACTORS

A_DEF

B_DEF

C_DEF

D_DEF

E_DEF

F_DEF

G_DEF

H_DEF

I_DEF

J_DEF

K_DEF

S8I_01

RELATIVE REPUTATION

OVERALL AWARENESS BY CUSTOMERS

OVERALL REPUTATION

REPUTATION OF PRODUCTS

REPUTATION OF PRODUCT QUALITY

REPUTATION OF SERVICE PROVIDED

REPUTATION OF CUSTOMER HANDLING

S8I_02

RELATIVE PROMOTIONAL ACTIVITY

RATING OF OVERALL SALES PROMOTION ACTIVITY

RATING OF ADVERTISING

RATING OF SALES PERSONNEL

RATING OF SALES PRINT

S8I_03

RELATIVE PRODUCT AVAILABILITY

RATING OF PRODUCT AVAILABILITY

RATING OF PRODUCT SPECIFICATIONS

RATING OF ON-TIME DELIVERY

RATING OF COMPLETE ORDER DELIVERY

RATING OF ORDER HANDLING

RATING OF ABILITY TO SUPPLY

S8I_04

RELATIVE TECHNICAL COMPETENCE

RATING OF TECHNICAL COMPETENCE

RATING OF TECHNICAL AWARENESS

RATING OF PRODUCT TECHNOLOGY

RATING OF PRODUCT DOCUMENTATION

RATING OF PRODUCT RETURNS

RATING OF AFTER-SALES SERVICES

S8I_05

RELATIVE MARKETING FACTORS

PERCEPTION OF PRODUCT PRICES

TECHNICAL SUPERIORITY

SERVICE FACTORS

PROMPT DELIVERY

WHOLE ORDER DELIVERY

STOCK LEVELS

ORDERING PROCEDURES

DELIVERY CONVENIENCE

THE DELIVERY SYSTEM

FLEXIBILITY OF CUSTOMER HANDLING

PERCEPTIONS OF TERMS OF TRADING

S8I_06

RELATIVE STAFF PERFORMANCE

INITIAL CONTACT

ORDER HANDLING STAFF

SALES STAFF

ADMINISTRATION STAFF

SPECIALIST STAFF

SERVICE PERSONNEL

S8I_07

RELATIVE CORPORATE CONSIDERATIONS

UPSTREAM INTEGRATION

DOWNSTREAM INTEGRATION

CAPTIVE DISTRIBUTION CHANNELS

RELIANCE ON OTHER MANUFACTURERS

UTILIZATION OF OTHER DISTRIBUTORS

BENEFITS OF OTHER MARKETING

CAPTIVE CUSTOMER BASES

S8I_08

RELATIVE DISTRIBUTION CONSIDERATIONS

WAREHOUSING & HANDLING

PACKING & PACKAGING

DISTRIBUTION

STOCK AVAILABILITY

ORDER BACKLOG

S8I_09

RELATIVE CUSTOMER CONSIDERATIONS

LOCATION OF CUSTOMERS

CAPTIVENESS OF THE CUSTOMER BASE

CUSTOMER BASE LOYALTY

CONCENTRATION OF PURCHASES

PURCHASE FREQUENCY

ORDER SIZE

CUSTOMER SERVICING

SEASONALITY

S8I_10

RELATIVE PROMOTIONAL CONSIDERATIONS

ADVERTISING & SALES PROMOTION

MARKETING

SALES PROMOTION

SALESFORCE

ADVERTISING

S8I_11

RELATIVE COMPETITIVE CONSIDERATIONS

PRICING POLICY

ECONOMIC CONDITIONS

RELATIVE MARKETING EFFORT

REACTION TO COMPETITORS

NEW COMPETITORS

PRICES AT MSP

PRICE INCREASES

PRICES AT RSP

MARKET SHARE

 

ANALYSIS

FAC_CODE

FACTORS

A_DEF

B_DEF

C_DEF

D_DEF

E_DEF

F_DEF

G_DEF

H_DEF

I_DEF

J_DEF

K_DEF

C9C_01

COMPANY PHYSICAL MARKETING CONCERNS

PHYSICAL MARKETING OBSTACLES

PHYSICAL MARKETING RESOURCES

PHYSICAL ADVERTISING POTENTIAL

RESPONSIVENESS OF ADVERTISING REACTION

ADROITNESS TO MODIFY MARKETING EFFORT

CLIENT HANDLING SYSTEMS & EQUIPMENT

C9C_02

ADVERTISING & MARKETING MATERIALS ELEMENT

ADVERTISING + MARKETING MATERIALS ACQUISITION & SOURCES

ADVERTISING & MARKETING MATERIALS STOCK LEVELS

DEPENDENCE ON ADVERTISING + MARKETING CONTRACTORS & AGENTS

ADVERTISING BUYING INFLUENCE

C9C_03

SALES PERSONNEL PERCEPTIONS

SALES PERSONNEL ACCESSIBILITY

SALES EMPLOYEES RELATIONS

PRESSURE OF SALESFORCE WAGE RISES

RELATIVE SALES PAYROLL LEVELS

RELATIVE SALES INCENTIVE LEVELS

SALESFORCE SPECIALIZED EXPERTISE

C9C_04

MARKETING COSTS & MARGIN CONCERNS

MARKETING SUPPLIES INVENTORY LEVELS

VARIABLE MARKETING COSTS

FIXED MARKETING COSTS

MARKETING PAYROLL COSTS

DIRECT MARKETING COSTS RELATIVE TO COMPETITORS

PRODUCT DEVELOPMENT COSTS

C9C_05

PRODUCT ADVERTISING + MARKETING

QUALITY

PRODUCT SPECIFICATIONS

DESIGN

OPERATING CRITERIA

PRODUCT EFFICIENCY

PRODUCT RELIABILITY

PRODUCT LONGEVITY

PRODUCT LIFE CYCLE

PRODUCT CUSTOMIZATION

PRODUCT TECHNOLOGY

PRODUCT USAGE

C9C_06

MARKETING MANAGEMENT STRENGTHS

MANAGEMENT STRENGTHS: SENIOR MARKETING PERSONNEL

MANAGEMENT STRENGTHS: SALESFORCE MANAGERS

MANAGEMENT STRENGTHS: SALES & MARKETING STAFF

MANAGEMENT STRENGTHS: CUSTOMER HANDLING MANAGERS

MANAGEMENT STRENGTHS: TECHNICAL APTITUDE

MANAGEMENT STRENGTHS: CUSTOMER HANDLING RELIABILITY

C9C_07

CORPORATE MARKETING CONSIDERATIONS

UPSTREAM MARKETING STRATEGIES

DOWNSTREAM MARKETING TACTICS

CAPTIVE MARKETING CHANNELS

RELIANCE ON EXTERNAL MARKETING

RELIANCE ON EXTERNAL PROMOTION

RELIANCE ON EXTERNAL MARKETING SUPPORT

RELIANCE ON CUSTOMERS ATTITUDES

C9C_08

DISTRIBUTION MARKETING CONSIDERATIONS

WAREHOUSING & HANDLING

PACKING & PACKAGING

DISTRIBUTION

STOCK AVAILABILITY

ORDER PROCESSING

C9C_09

CUSTOMER TOPICS

LOCATION OF CUSTOMERS

RELIANCE ON CUSTOMER BASE

CAPTIVE CUSTOMER BASE

CONCENTRATION OF CUSTOMERS

PRODUCT USAGE FREQUENCY

ORDER VALUE

RELATIVE CUSTOMER SERVICING

SEASONALITY OF DEMAND

C9C_10

COMPETITIVE MARKETING CONSIDERATIONS

ADVERTISING & SALES PROMOTION

MARKETING COSTS

SALES PROMOTION COSTS

SELLING COSTS

ADVERTISING COSTS

C9C_11

COMPETITOR CONSIDERATIONS

COMPETITORS' PRICING GUIDELINES

SENSITIVITY TO ECONOMIC CONDITIONS

RELATIVE MARKETING SPEND

COMPETITORS' COMBATIVENESS

ACCESS OF NEW COMPETITORS

PRICES AT MSP

PRICE INCREASES AT MSP

PRICES AT RSP

MARKET SHARE

 

ANALYSIS

FAC_CODE

FACTORS

A_DEF

B_DEF

C_DEF

D_DEF

E_DEF

F_DEF

G_DEF

H_DEF

I_DEF

J_DEF

K_DEF

S9C_01

COMPANY PRODUCTION CONSIDERATIONS

PRODUCTION & PROCESS DIFFICULTIES

MANUFACTURING CAPACITY

UNIT PRODUCTION CAPACITY

FLEXIBILITY OF PRODUCTION PLANT

ABILITY TO VARY PRODUCT RANGE

AGE OF PLANT & EQUIPMENT

S9C_02

COMPANY SUPPLIES CONSIDERATIONS

MATERIALS ACQUISITION & SOURCES

MATERIALS STOCK LEVELS

DEPENDENCE ON SUB-CONTRACTORS

BUYING INFLUENCE

S9C_03

COMPANY MANPOWER CONSIDERATIONS

MANPOWER AVAILABILITY

LABOR RELATIONS

PRESSURE OF WAGE RISES

RELATIVE PAYROLL LEVELS

RELATIVE SALARY LEVELS

TECHNICAL CAPABILITIES

S9C_04

COMPANY COSTS & MARGIN CONSIDERATIONS

STOCK LEVELS

VARIABLE COSTS

FIXED COSTS

PAYROLL COSTS

DIRECT COSTS RELATIVE TO COMPETITORS

R & D / PRODUCT DEVELOPMENT COSTS

S9C_05

COMPANY PRODUCT CONSIDERATIONS

QUALITY

PRODUCT SPECIFICATIONS

DESIGN

OPERATING CRITERIA

PRODUCT EFFICIENCY

PRODUCT RELIABILITY

PRODUCT LONGEVITY

PRODUCT LIFE CYCLE

PRODUCT CUSTOMIZATION

PRODUCT TECHNOLOGY

PRODUCT USAGE

S9C_06

COMPANY MANAGEMENT STRENGTHS

MANAGEMENT STRENGTHS: SENIOR CORPORATE OFFICERS

MANAGEMENT STRENGTHS: PRODUCTION STAFF

MANAGEMENT STRENGTHS: SALES & MARKETING STAFF

MANAGEMENT STRENGTHS: ADMINISTRATION STAFF

MANAGEMENT STRENGTHS: TECHNICAL & R + D STAFF

MANAGEMENT STRENGTHS: PERSONNEL STAFF

S9C_07

COMPANY CORPORATE CONSIDERATIONS

UPSTREAM INTEGRATION

DOWNSTREAM INTEGRATION

CAPTIVE DISTRIBUTION CHANNELS

DEPENDENCE ON OTHER MANUFACTURERS

DEPENDENCE ON OTHER DISTRIBUTORS

DEPENDENCE ON OTHER MARKETING

DEPENDENCE ON CUSTOMERS

S9C_08

COMPANY DISTRIBUTION CONSIDERATIONS

WAREHOUSING & HANDLING

PACKING & PACKAGING

DISTRIBUTION

STOCK AVAILABILITY

ORDER BACKLOG

S9C_09

COMPANY CUSTOMER CONSIDERATIONS

LOCATION OF CUSTOMERS

DEPENDENCE ON CUSTOMER BASE

CAPTIVE CUSTOMER BASE

CONCENTRATION OF PURCHASES

PURCHASE FREQUENCY

ORDER SIZE

RELATIVE CUSTOMER SERVICING

SEASONALITY OF DEMAND

S9C_10

COMPANY MARKETING CONSIDERATIONS

ADVERTISING & SALES PROMOTION

MARKETING COSTS

SALES PROMOTION COSTS

SELLING COSTS

ADVERTISING COSTS

S9C_11

COMPANY COMPETITIVE CONSIDERATIONS

COMPETITORS' PRICING POLICY

SENSITIVITY TO ECONOMIC CONDITIONS

RELATIVE MARKETING SPEND

COMPETITORS' AGGRESSIVENESS

ENTRY OF NEW COMPETITORS

PRICES AT MSP

PRICE INCREASES AT MSP

PRICES AT RSP

MARKET SHARE

These above 4 types of tables are then applied to the specific products, markets, operations, geographic locations and competitors for under 15 sub-headings (headings indicate Field names):

Items being considered (x)

Products, markets, operations, geographic locations and competitors

Field Name for Item

Field Name for Item Weight

For example:

Head01

Headx01

Industry Product Sector 1

Head02

Headx02

Industry Product Sector 2

Head03

Headx03

Industry Product Sector 3

Head04

Headx04

Industry Product Sector 4

Head05

Headx05

Industry Product Sector 5

Head06

Headx06

Industry Product Sector 6

Head07

Headx07

Industry Product Sector 7

Head08

Headx08

Industry Product Sector 8

Head09

Headx09

Industry Product Sector 9

Head10

Headx10

Industry Product Sector 10

Head11

Headx11

Industry Product Sector 11

Head12

Headx12

Industry Product Sector 12

Head13

Headx13

Industry Product Sector 13

Head14

Headx14

Industry Product Sector 14

Head15

Headx15

Industry Product Sector 15


FIELD MANIPULATION

Criticals

FAC_CODE

CRITICALS

Crit_A

Crit_B

Crit_C

Crit_D

Crit_E

Crit_F

Crit_G

Crit_H

Crit_I

Crit_J

Crit_K

C9C_01

COMPANY PHYSICAL MARKETING CONCERNS

120

120

120

120

120

120

120

120

120

120

120

The above fields (Crit_A to Crit_K) represents the average VALUE for the entire Factor, Eg. for C9C_01(“COMPANY PHYSICAL MARKETING CONCERNS”) across all Items, Eg. for headings A  to K. 

The individual cells (Axx – Kxx) represent the VALUE for the Items sub-Factors, Eg. A to K.

Cells – where, A01-K01 = A - K, etc.

A01

B01

C01

D01

E01

F01

G01

H01

I01

J01

K01

   …  To …

A15

B15

C15

D15

E15

F15

G15

H15

I15

J15

K15

110

100

98

80

70

80

85

90

100

121

80

Where, the xx, (i.e. 01-15) represents the VALUE for each Heading (i.e. Head01 – Head15)

The Weight for each Heading is found in fields Headx01 to Headx15

Field Name for Item Weight

Headx01

Headx02

Headx03

Headx04

Headx05

Headx06

Headx07

Headx08

Headx09

Headx10

Headx11

Headx12

Headx13

Headx14

Headx15

Graphically, one can establish a base reference line for each Item (Eg. Headx) by multiplying the Crit_x field with the Headxx field, viz, Crit_A x Headx01.

Then one can plot the value of each Item in relation to the base reference line and the other Item in the set by multiplying the A01 field with the Headx01.

Sub-Factor representation for tables:

A_DEF

B_DEF

C_DEF

D_DEF

E_DEF

F_DEF

G_DEF

 

C

160

 

z = Base Reference

(Crit_A – Crit_K)

 

 

x = Head01

o = Head02

… Etc.

E

150

z

L

140

o

x

L

130

x

z

120

o

z

V

110

x

o

A

100

z

z

x

L

90

x

U

80

E

70

 60

o

o

 50

Sub-Factors

RELATIVE CORPORATE STANDING & ENVIRONMENT


To enable users to readily incorporate the data into their own reports it will be noted that the first Definition field (named: A_ to K_ ) is formatted in lowercase to allow embedding into sentences; and the second Definition field (named: A_ DEF to K_DEF ) is formatted in UPPERCASE to enable use as a HEADING fields.

The data given below is entirely computer generated and represents an analysis of the various critical factors and parameters which affect the situation. For the Full Service Users this data is also given in prose (in addition to a numeric expression) in order to allow incorporation into client reports and to ease comprehension. This natural language prose is computer generated and thus readers should not expect perfect grammar or syntax.


UNDERSTANDING THE TABLE RECORDSET

RECORDS – FIELD NAME + DESCRIPTION

The identifier within each “<_>” is the Field Name, E.g. <TITLE> = the record “Title”

Each record consists of the following significant fields:-


RECORDS – FIELD SIGNIFICANCE

Example:-

SUGGESTED GRAPHICS

<Crit_A>

<Crit_B>

<Crit_C>

<Crit_D>

<Crit_E>

<Crit_F>

<Crit_G>

<Crit_H>

<Crit_I>

<Crit_J>

<Crit_K>

The first graphical comparison suggested is the relationship between the WEIGHTING of the SECTION NORMS (i.e. Fields <Crit_A> to <Crit_K>) and the individual WEIGHTING of the individual SECTORS (i.e. Fields <HEADx01> to <HEADx15>).

 

Thus,

 

<HEADx01>

<HEADx02>

<HEADx03>

<HEADx04>

<HEADx05>

<HEADx06>

<HEADx07>

<HEADx08>

<HEADx09>

<HEADx10>

<HEADx11>

<HEADx12>

<HEADx13>

<HEADx14>

<HEADx15>

A1

x1

x2

x3

x5

xn

<Crit_A>

<HEADx01>

<HEADx02>

<HEADx03>

<HEADx04>

<HEADx05>

<HEADxn>

(x4)


 

<Crit_A>

<Crit_B>

<Crit_C>

<Crit_D>

<Crit_E>

<Crit_F>

<Crit_G>

<Crit_H>

<Crit_I>

<Crit_J>

<Crit_K>

The first graphical comparison suggested is the relationship between the SECTION NORMS (i.e. Fields <Crit_A> to <Crit_K>) and the individual SECTORS (i.e. Fields <A01> to <A15>). The comparison shows the relationship between the individual SECTOR components (i.e. Fields <HEAD01> to <HEAD15>).

 

Thus,

<A01>

<A02>

<A03>

<A04>

<A05>

<A06>

<A07>

<A08>

<A09>

<A10>

<A11>

<A12>

<A13>

<A14>

<A15>

 

 

 

 

x3

 

x1

x2

x4

x6

Cn

<HEAD01>

<HEAD02>

<HEAD03>

<HEAD04>

<HEAD06>

<HEADn>

<HEAD05>

x5

 

 

 

 

The graph projects data to form a forecast and this is intended to show the relative performance of the industry in relation to the general and specific Norms in the SECTION, in this case the Trade Cell Markets and Competition. These Issues and Considerations may be greater than or less than the levels provided by the industry and the Competitors Expectations within the Trade Cell.

The graph compares the performance of the industry with the Market and Industry situation in which they operate.

The object of the graph is to give a visual representation of the many qualitative issues which in total comprise the performance of the industry in relation to SECTION (E.g. Trade Cell Market Competitive) averages.

The data analysis includes comparative data on the major competitors which the industry encounters in the Section (E.g. Trade Cell).

In addition to the above analysis, many other correlations can be made (and presented graphically) using the numeric data found in the spreadsheet.

[FOR FULL SERVICE USERS]

PROSE USED

The prose generated for the additional MEMO fields compares the performance of the market, product or industry with the SECTION Norms. This data is intended to enable the user to incorporate natural language analysis into their reports and documents.

The analysis is given in two sentences:

1. The first sentence looks at the performance of the market, product or industry SECTION in relationship to the SECTORS, E.g. the Competitors within a Trade Cell.

In addition a forecast is given for the Medium Term and this forecast is also indicated.

In some instances the industry may be performing (or forecast to perform) well against the market, product or industry SECTION (E.g. Trade Cell Competitive) Norms, yet the graph may show that this aspect is deteriorating. The interpretation of this if that Expectations are rising but in general the suppliers or competitors in the market are not meeting those expectations - whilst the market, product or industry performance is generally better than that of the Norms.

2. The second sentence gives a recommendation on action, and where necessary, indicates the importance of the factor being analyzed.

The data analysis includes comparative data on the market, product or industry as they encounter, for example, the Competitors and the Trade Cell Norms.

The prose produced is entirely computer generated and a program is used to emphasize problems and opportunities through the full use of the language. The program does, where possible, seek to create lively English prose.

The adjectives and adverbs used are representative of the criticalness or seriousness of the points being made and thus the computer produces and uses a ranking and scale of words which objectively reflect the importance or otherwise of the factors being analyzed.