Tools Techniques Handbook

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

Key Question
1. Strategy Concepts
Porters 5 Forces
What are the key market drivers ?
Tool Description
SWOT
What are the top-line factors affecting the issue at hand ?
Growth Share (BCG) Matrix

What industries or sectors should we be in ?
Product Life Cycle

What stage of the product cycle are we at ?
EOS : ROS RMS

Does size matter ?
EOS : Learning Curve

What are the benefits of scale or experience ?
Typical Output
ROSFormat
/ RONA
How well are we using our assets ?
Value Disciplines
What type of possible strategies are there in this market ?
Happy Line
Where are we over-satisfying our customers ?
Conversion Waterfall
Where do we lose potential customers ?
SWOT
2. Key Visual Tools
Pareto Curve (80:20)
Value Map (Mekko)
Value Chain
Weighted Column Maker
Share Gain Line
KPC Combs
Harvey Balls
Quotes
Lollipops
Channel Maps
Typical Process
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 ?
Can I come up with creative data displays of my own ?
What is the relative importance of various routes to market ?
Tricks & Tips
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 ?
Logic Tree
How does one organise the research ?
Sanity Checks
Top-down Estimation
One-Off Interviews
Interview Programmes
Focus Groups
Clustering
Factorial Analysis
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 peoples preferences in broader sets ?
Desk Sources
Usual AABC Sources
Where can I find secondary data ?

What are the usual AABC sources ?
3. Analysis
Techniques
Process Maps
What are the key steps ?
4. Sources
Training Modules
Table of Contents

Key Question
Tool Description
Typical Output Format
1. Strategy Concepts
Typical Process
Tricks & Tips
Training Modules
Porters 5 Forces

Key Question
What are the key market drivers ?

Tool Description
Porters 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.
Porters 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
SWOT

Key Question

Tool Description
The SWOT box is a less formal , more intuitive version of Porters model . It provides
a good framework in which to lay out initial findings - and can be used to start a
Logic Tree (see below)
SWOT analysis of Chelsea FC
Strengths
Opportuniti
es
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)
Typical Process
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
Weaknesse
s
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
Growth Share (BCG) Matrix

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.
Fish food service segments, Share & growth, 1998
Segment
FORECAST
growth
(%)
Low
12,0%
High
Services
10,0%
High
Hotels
8,0%
Pubs
Restaurants
6,0%
4,0%
Fish & Chips
Health
Catering
2,0%
Low
0,0%
Clubs
-2,0%
0
Education
10
20
30
40
50
60%
Segment share (% of market)
Typical Process
Tricks & Tips
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 !
Compile competitor or division

market shares in their relevant
market
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
Product Life Cycle

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
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
Tip : it is usually quicker - and

as illustrative to plot 3 or 4
milestones than it is plotting
the whole line
Find start date of timeline (i.e. first

recorded mention of the technology,
the product, the industry, etc)
Define a vertical axis (i.e. sales,
penetration levels, etc)
Create Excel table with
measurement records over time
Plot
Training Modules
Market-II
EOS : ROS - RMS

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
ROS - RMS
Industry A
ROS - RMS
Industry B
25%
ROS 20
(last
15
3
years 10
, %)
5
0
0,01
-5
ROS
(last
3
years
, %)
0,10
1,00
25%
20
15
10
5
0
0,01
-5
10,00
-10
-10
-15
-15
-20
-20
-25
-25
RMS (log)
Typical Process
1,00
10,00
RMS (log)
Tricks & Tips
Define list of competitors to be

included, and order annual reports
Order annual reports in advance

: 2 weeks lead-time for foreign
companies
Create Excel table with last years

sales + last 3 years profits
Dont forget 3 years average for

ROS
Plot
Start plotting data you have :

partial is better than nothing
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
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
EOS : Learning Curve

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
Manufacturing scale curve, Biscuits industry, 1997
1,2
Cost per Tonne

(excl.
1,0
materials,
1993,
0,8
k/Tonne)
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
Linkoping
Hatton
Durango
Lauragais
Ashby
X1
Gyor
Carlisle
Maastricht
Dortmund
0,4
Jyvas Hyva
0,2
0,0
1 000
X2
Genoa
10 000
R2 = 65%
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)
Interview competitors relevant
director for missing data using
smart approach (eg: by how much
would your cost/unit drop if you
doubled size
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.
Training Modules
Competitor-II
Tip: manufacturing directors are

not often approached for market
research and thus tend to talk a
lot
ROS / RONA

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
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%
2%
0%
0
House of
Fraser
1
John Menzies
Typical Process
Check with manager the definition

of net assets that will be used
sales + last 3 years profits + last
3 years net assets
Plot, and create RONA iso-curves
data, such as different definition of
net assets, less than 3 years of
profits; finer data available
segments, etc
relevant segments
Estimate comparative profitability
of remaining segments
Training Modules
Competitor-I & II
70%
50%
Kingfisher
5
6
Asset Turn
30%
10%
9
10
Tricks & Tips
Order annual reports in advance

: 2 weeks lead-time for foreign
companies
ROS
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
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)
10
Value Disciplines

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
Value disciplines, Car industry, UK, 1999
Product Leadership
BMW
Roll
s
Vauxha
ll
Lad
a
Daewo
o
Custom
er
Intimacy
Operational
Excellence
Typical Process
Tricks & Tips
If without data :
If using data :

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

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 overdeliver. It requires an Excel table and the Scatter function in the Chart Menu. The Line
needs be added afterwards
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
Critical
7,5
6,5
Important
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 no-hopers 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
AddModules
Happy line
Training
Customer-I
12
Conversion Waterfall

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
Conversion waterfall, Retailer X, France & Germany, 1997
% of
populatio
n
100%
90%
France
Germany
80%
70%
60%
50%
40%
30%
20%
10%
0%
Awareness Knowledge
Typical Process

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

Key Question
Tool Description
2. Key Visual Tools
Typical Process
Tricks & Tips
Training Modules
14
Pareto Curve (80:20)

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 populations actions with a
third party (ie sales, purchases, etc). It requires an Excel table and the Scatter
function in the Chart Menu*
Company X, Customer Pareto, 1998
100%
Cumulativ
e % of
80%
Sales
Pareto Rule
60%
20% of a given population

accounts for 80% of this
populations actions (eg. 20% of
a customer base account for
80% of sales)
40%
20%
0%
10
20
30
40
50
60
70
80
Customers (Ranked by decreasing Sales)
Typical Process
Lets assume we are drawing a

Pareto of a clients 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 clients sales
Set-up column with cumulative
share of customer sales
Plot scatter of cumulative sales
column
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 near-flat straight line
Training Modules
Customer-I & II
90
15
Value Maps (Mekko)

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
General insurance market, UK, 1998
Property
100% 8.2bn
Personal
vs
commerci
al
split for
sector
Accident Pecuniary
& Health
Loss Liability
2.7bn 2.3bn 1.9bn
Motor
6.8b
n
Private Non-Comprehensive
Other
80
60
Liability
Private Comprehensive
= PI
Personal
Personal Property
Payment
Protection
40
20
Domestic
Mortgag
e
Extended Public/
Warranty General
Total Market = 21.9bn
Commercial Property
Corp
Commercial Vehicles orate
20
40
60
80
Sector as per cent of UK market
Typical Process
Employers
Liability
Consequential
Loss
Fleet
Other
100%
Tricks & Tips
Create Excel table formatted as

follows : - one segment by column
- rank segments by
decreasing size
- each subsegment of a given segment in
the successive rows of the
relevant column
- rank subsegments by decreasing size
Tip : use only absolute measure

of size (ie ), not market shares
or other relative measures /
ratios
Open Mekko Maker
Likewise, all sub-segments of

size inferior to 3% of total size
of a given segment should be
grouped into an other subsegment
Copy Excel table into Mekko

Maker
For clarity of reading segments

of size inferior to 5% of total
market size should be grouped
into an other segment
Use shading & patterns
Training Modules
Market-I & II
16
Value Chain

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
Value chain
Finance
HR
Technology
Logistics
Purchasin
g
Manufing
Typical Process
Marketin
g
Sale
s
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)
Training Modules
Competitor-I
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
17
Weighted Column Maker

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
Industry profitability, Industry X, 199598
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

sales + last 3 years profits
Plot
data, such as less than 3 years of
profits; latest year of sales is not
last year; finer data available
segments, etc
relevant segments
Estimate comparative profitability of
remaining segments
Tricks & Tips
Order annual reports in advance :

2 weeks lead-time for foreign
companies
ROS
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

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
Share movements by competitor, Music, Cards & Video retail, UK, 1995-1999
60%
Competitor
s Growth
(% over
4
years)
50%
Competitors
gaining share
Blockbuster
Paperchase
40%
WH Smith
Disney Store
30%
20%
Disney Store
Boots
WH Smith
Woolworths
J. Menzies
Our Price
10%
-10%
0%
0%
-10%
10%
WH Smith
Music
20%
30%
Cards
Woolworths
J. Menzies
Competitors
losing share
40%
50%
60%
Video
Total Market Growth

Typical Process
Gather historical market data and

compile market growth for each
market
included by market
Gather historical competitors sales
data and compile competitors
sales growth
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
Create excel table with market size

Year Zero (Yo), market size now
(Yn), competitors sales Yo and
competitor sales Yn
Plot
Draw line bisecting the two axes
Training Modules
Competitor-I & II
19
KPC Combs

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
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

average score given to each criteria
and score of each competitor
against the criteria
Plot
Tricks & Tips
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
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

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
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
wasnt 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

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.
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
Tricks & Tips
Create on an on-going basis a

database / binder of comments with
good quote value
Format all quotes in a

consistent manner, preferably
as above
Write comprehensive notes during

one-off interviews
Try and get a number in every

other quote, ie :
select the quotes on the basis
of their number content (expost)
force interviewee to quantify
qualitative statements (exante)
Manage a good filing system when

carrying outlit. search
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

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
Plant sizes & total capacity by competitor, Storage products industry, Europe, 1998
70k
Plant size
(k tonnes), 60
50
40
30
UK
B
20
10
E
NL
D
S
N
SF UK
NL
D
UK
Po
ly
pa
Co
l
ns
tru
c
Sc tor
ha
ef
De er
xi
on
M
ec
al
ux
Ne
dc
on
M
et
a
Fe
ra
lc
o
Ti
xi
t
Ga
ll e
r
Es
m
en
a
St
ow
Ap
ex
M
ag
ist
Tr
a
av
hy
d
Ar ro
em
sa
M
au
se
r
Ar
bi
te
c
0
Total Capacity
(k tonnes)
Competitor
60k
tonnes
UK
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

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 isnt a software
available to generate them : they need to be hand drawn
Channel map, Construction materials, UK, 1999
Product
s
15.3bn
Channel
s
Additional
Products*
Construction Materials
Manufacturers/Importers
22.3bn
Distributors/Stockists
Direct
3.2bn
4.4bn
7.0bn
Builders
Merchant
s
Specialist
Merchants/ Factors
Wholesalers
4.6bn
DIY Stores, Superstores and

Hardware shops, Garden Centres etc
6.3bn
0.8bn
EndCustome
rs
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
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
0.5bn
Home Customers
18.2bn
Typical Process
7.6bn
24
Conceptual Maps

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 ...
Key conceptual maps
2x2 Matrix
Conceptual Cross
Dimension
1
High
Dimension
3
Low
Low
Dimension
4
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

Key Question
What are the forces at work ?

Tool Description
The Forces at Work visual is simple version of Porters model . It highlights

complexity rather than simplify / organise it in the way Porter and the SWOT box do.
Convergence
Convergence in
in
national
national tastes
tastes
across
across Europe
Europe
Clothing
Clothing manufacturing
manufacturing
shifting
shifting production
production
overseas
overseas
Clothing
Clothing manufacturers
manufacturers
shifting
shifting production
production from
from
West
West to
to East
East and
and South
South
Europe
Europe
Customers
Customers demanding
demanding
shorter
shorter lead
lead times
times
Improvements
Improvements in
in the
the
speed
speed and
and cost
cost of
of
logistics
logistics across
across Europe
Europe
Threat
Threat of
of
cheap
cheap imports
imports
from
from Asia
Asia
Growth
Growth of
of
international
international
customers,
customers, e.g.
e.g.
Nike
Nike &
& Benetton
Benetton
Typical Process
Self-explanatory
Price
Price
convergence
convergence
between
between
markets
markets driven
driven
by
by the
the Euro
Euro
Shortening
Shortening product
product life
life
cycles
cycles in
in fashion
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
Porters 5 Forces model, or in
SWOT box
Training Modules
N/A
26
Crocodile Chart

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
Crocodile chart, Oil reserves, 1995
100%
90%
Sea
80%
North
70%
60%
50%
Land
UK
40%
South
30%
Europe
20%
10%
0%
Global
Continental
Typical Process

required
Plot 4 bars
Add connecting lines
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
Training Modules
N/A
Regional
27
Parfait

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
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

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

Key Question
Tool Description
3. Analysis Techniques
Typical Process
Tricks & Tips
Training Modules
29
Logic Tree

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
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
I can get
I can
find another
an entirely compensate for
sock in the flat
new pair what I dont have
I can
trace
the
other
sock
I can
trace
anothe
r
pair
I can
buy a
new
pair
in
time
I can
have
one
sent
I can
alter
clothin
g
to hide
sockle
ssness
I can
justify
sockle
ssness
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 sub-branch 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
Training
Modules
then the top of the tree must be
N/Atrue
Research
Research
Inquire about
inside the flat outside the flat socklessness
Check Ask
Check Check
my
flatmate there arewho is
room
s
sock
coming
(under Check shops Call to
the bed, laundry on the get them
other
room
way
to bring
drawers)
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
30
Process Maps

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
Bidding,
Negotiation
&
Closing
Deal
Origination
Target
identification
Assessment
of potential
post-deal
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

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 ...
Main data sanity checks

Confidence
Ranging
Feel Right
Test
Impact
Criticality
Test
Materiality
Test
Body
Doubling
Connecting data
Putting in
Establish whether Choosing one
Narrowing a
the different
unique data point
variety of N from obtained on esotericperspective the
differences
estimates obtainedas the estimate
different sources issues to more
between the
lead to the same you will go with
down to a range easily
various estimates outcome with
pending further
within which you understandable
obtained typically regard to the
information
are fairly confidentdimensions and
by expressing
question
the true answer is assessing
credibility
biggest delta as % you are really
to be found
of implication
of average value addressing
(confidence
interval)
Typical Process
See above & Generic Research
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

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
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
Own
Natural
0
Total Fish
Market
Share of
Retail
Share of
nonReady
Meals
Share of
Frozen
Typical Process
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
dont want to see appearing
Split the starting object into subset 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 Rubiks 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

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
One-off Interviews Check-list
Preparation
Anticipation
of Answers
Contact &
Persuasion
Be clear
exactly which
questions need
to be answered
Be polite,
Define your
objectives for
especially to
the meeting
secretaries
up front
Be rigorous in
Choose the
Ensure you
using
appropriate
come out
secretaries
method
with the
where possible
specific
Contact the
answers you Write a
correct people require
professional
but deferential
fax
Interpretatio
n of Results
Execution
Prioritise
questions
Be prepared
for obstructive
remarks from
interviewees
Be flexible
but focused
on the
answer
Wrapping Up
Be prompt in
delivering
high quality
feedback
Remember
who has paid
the bill!
Write clear and

comprehensive
meeting notes
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

Key Question
What are the main issues with interview programmes ?

Tool Description
Check-list for Interview Programmes. Use framework below before proceeding with
interviews
Interview Programme Check-List

Preparation
Anticipation
of Answers
Choose the
Create a
appropriate
questionnaire
method
which is
- on the phone focused on
- in the street
testing the
- mix
hypothesis
- correct
Select the best questions
sample
- questions
- suitable
asked
proportion
in the
of market
correct way
- hit rate
Contact &
Persuasion
Execution
Ensure process
Ensure
interviewers
is managed
are fully
effectively
briefed
Set-up database
Pilot
and maintain it
questionnaire throughout
and re-draft
Temp
ineffective
questions
performance
monitored and
data inputed as
rapidly as
possible
Typical Process
See above & Customer-I module
Interpretatio
n of Results
Only
appropriate
analysis is
carried out
(80 : 20)
Wrapping Up
Keep paper
copies of
questionnaire
s 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

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
Organising the day

Managing the
debate
Focussing Logistics
debate
Getting the
right people
Selecting candidates
Invitations
Hit rate
Incentives
Typical Process
See Tricks & Tips
Training Modules
Customer-I
Venue and travel

arrangements
Agreeing the plan
with the client
Maintaining
records
What to take
(equipment, props,
etc...)
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!
36
Clustering

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
Cluster analysis, Storage product industry, 1998

Speed of service
A lot
Cluster
Average
Cluster
Little
Average
Z
Average
A lot
All-round support
Cluster
A lot
Exclusivity of
operations
Typical Process
Create Excel table with detail of

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
Training Modules
Customer-I & II
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 !
37
Factorial Analysis

Key Question
How can I group peoples 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
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

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

Key Question
Tool Description
4. Sources
Typical Process
Tricks & Tips
Training Modules
39
Desk Sources

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
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
- FT.com
- search
engines
- etc
- Global
Best
Practices
database
- etc
- trade
publication
s
governmen
t statistics
- etc
Profound
Datastar
Reuters
Worldscope
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 !
Go to
various
libraries
annual reports - City business

brokers reports library
market reports - MBS library
etc
- etc
Mix
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)

Key Question
Tool Description
News
Research
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)
Typical Process
FT Profile
Similar to Reuters but
refined searching
method (words in the
first paragraph of an
article, 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
Consumers association on the
briefing reports (UK, USA, Japan,
web
France & Germany)
Search back copies of which
(200+ per report, can do
(FREE)
Tricks & Tips
individual sections for 2)
Marketsearch online
Anbar
Global sources of published
Management and academic
market research and market
journals
reports
(6 per article next day
(FREE)
delivery)
WARC
Oxford Economic Forecasting
World Advertising Research
on the web
Centre
Global forecast for industries,
Source of advertising information
consumer prices etc.
including Admap main
(FREE)
advertising journal not avail
elsewhere
UMI- Proquest
(FREE)
Management and academic
journals (can download info)
(Approx. $4 per article)
Training Modules
41
Usual AABC Sources (2)

Key Question
Tool Description
Financial Information
Information Alliances
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)
Typical Process
Hoovers
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
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
Xls. Gateway to Information providers

Euromonitor Global Marketing data &
statistics online
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
42

Tools Techniques Handbook

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Tools Techniques Handbook

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Acknowledgment: During the first years of my professional

career I had the pleasure of working with many excellent

Tools and Techniques

Tools and Techniques

Growth Share (BCG) Matrix

Product Life Cycle

EOS : ROS RMS

EOS : Learning Curve

2. Key Visual Tools

Pareto Curve (80:20)

Value Map (Mekko)

Weighted Column Maker

Share Gain Line

How does one organise the research ?

Does this number make sense ?

Where can I find secondary data ?

Tools and Techniques

Typical Output Format

Tricks & Tips

Tools and Techniques

What are the key market drivers ?

Tricks & Tips

Start with top-line list of the main

Carry out lit. search on the names

Gather all relevant articles in one

lift most common comments into

Organize results into 5 boxes

Keep a good balance between

Tools and Techniques

What are the top-line factors affecting the issue at hand ?

Attract further key

Tricks & Tips

Many issues are both an

Growth Share (BCG) Matrix

Tools and Techniques

Which industries or sectors should we be in?

The Share-Growth matrix is a simple matrix devised to visualise multiple investment

Fish & Chips

Segment share (% of market)

Tricks & Tips

Each quadrant of the matrix

Compile competitor or division

Original BCG had the x-axis with

Product Life Cycle

Tools and Techniques

What stage of the cycle are we at ?

Time line of phenomenon

Tricks & Tips

Tip : it is usually quicker - and

Find start date of timeline (i.e. first

EOS : ROS - RMS

Tools and Techniques

Does size matter ?

Tricks & Tips

Define list of competitors to be

Order annual reports in advance

Create Excel table with last years

Dont forget 3 years average for

Start plotting data you have :

Annotate competitors with

Do not hesitate to call

Strip down competitor sales to

EOS : Learning Curve