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M A R K E T R E S E A R CH 2
Business Intelligence Case Study In this mock up case study, we provide an illustration of how research could be used for fact-based decision making. Our clients may ask us to analyze market potential within a strategic planning process or contract us on a project basis. By combining various approaches and data-points, clients can gain access to information that positions them for competitive advantage.
In this case study, our client (Z Vitamin) is a manufacturer of vitamin supplements who competes in 4 channels and wants to better understand their upside potential and sales productivity.
Market Analysis As part of a market analysis, we provide snapshots of industry size, annual growth and market drivers within an industry.
The value of a well thought out market analysis is that it frames the company’s growth strategy. From the market analysis, management can make decisions on whether it should grow within its core business, explore growth in adjacent markets or diversify into new markets. Having a specific pulse for industry growth in an existing market is a vital assumption in the formation of strategy.
It is also critical to understand market drivers; the key predictors of industry growth and profitability. Such drivers provide context on which factors may drive future demand. Also, the market analysis provides an important framework to evaluate competitors and their potential future behavior. It is not adequate to consider current competition; management must also consider new potential entrants into the market.
Key Statistics Snapshot
NOTE
THIS SECTION DOES NOT CONSTITUTE A COMPLETE MARKET ANALYSIS BUT REFLECTS SOME OF THE DATA THAT MAY BE INCLUDED IN SUCH A STUDY.
IBISWORLD INDUSTRY REPORT: VITAMIN & SUPPLEMENT MANUFACTURING IN THE US, OCTOBER 2013
M A R K E T R E S E A R CH 3
Example of a Key Driver to Industry Growth
IBISWORLD INDUSTRY REPORT: VITAMIN & SUPPLEMENT MANUFACTURING IN THE US, OCTOBER 2013
M A R K E T R E S E A R CH 4
Market Share Analysis (5 Year Potential) Z Vitamin's existing market segmentation is as follows:
Revenu
e
Indu
stry Size
Pene
tration
Growth Rate
4 Yr. Ind
ustry
Size (P
roj)
Best-‐in
-‐Class
Margin
Potential
Target
Pene
tration
Target
Revenu
e
Drug Retailers $4,500,000 $95,000,000 5% 2% $102,600,000 Hi Low 10% $10,260,000
Big Box Retailers $4,250,000 $125,000,000 3% 3% $141,250,000 Low Very Low 7% $9,887,500
Nutrition Retailers $4,200,000 $85,000,000 5% 2% $91,800,000 Hi High 7% $6,426,000
Consumer Direct $2,250,000 $100,000,000 2% 10% $146,000,000 Hi High 12% $16,790,000
Other $750,000 $15,000,000 5% 0% $15,000,000 Low Low 8% $400,000
Totals $15,950,000
$43,763,500
One of Z Vitamin’s channels is “Nutritional Retailers.” Based on the client’s criteria, Optimize can calculate penetration, market share and market potential by channel and by geography (usually by state, or metro area). In this example, only nutritional centers with more than $1,000,000 in annual revenue were used in the sample.
Locations Ave. Rev/Store Industry Rev Category Size Existing Rev Share Potential
Northeast 140 $1,400,000.0 $196,000,000 $19,600,000 $577,121 3% $794,879
Southeast 134 $1,200,000.0 $160,800,000 $16,080,000 $940,349 6% $185,251
Midwest 97 $1,000,000.0 $97,000,000 $9,700,000 $498,078 5% $180,922
Southwest 104 $1,400,000.0 $145,600,000 $14,560,000 $755,961 5% $263,239
West 155 $1,600,000.0 $248,000,000 $24,800,000 $1,450,001 6% $285,999
$847,400,000 $84,740,000 $4,221,510 $1,710,290
Based on such data, a client can make informed choices. For example, if Z-Vitamin were looking to make decisions on sales coverage, such an analysis may inform on hiring regional sales managers. In this case, the West is the largest sales region, but in terms of potential, the Northeast may warrant additional sales coverage in the Nutrition Retailer channel.
M A R K E T R E S E A R CH 5
Optimize can also provide a study of penetration and specific client targets:
Company Name Location Location Type
Sales ($ Mil) Employees SIC Phone
Number Vision Direct, LLC D-‐U-‐N-‐S# 078807627
Portland ME United States
Single Location
28.00M 3 54990100 Health and dietetic food stores
+1-‐207-‐409-‐8002
NUTRITION SYSTEMS, INC D-‐U-‐N-‐S# 932830367
North Brunswick NJ United States
Single Location
6.50M 102 54990100 Health and dietetic food stores
+1-‐732-‐545-‐5669
Morrison Senior Dining D-‐U-‐N-‐S# 073971413
Buffalo NY United States
Single Location
5.60M 120 54990100 Health and dietetic food stores
+1-‐716-‐898-‐3541
BEYOND GENETICS SUPPLEMENTS LLC D-‐U-‐N-‐S# 032695246
Jersey City NJ United States
Single Location 5.00M 17
54990103 Vitamin food stores
+1-‐732-‐682-‐4166
WESTERLY HEALTH FOOD, INC. D-‐U-‐N-‐S# 064940679
New York NY United States
Single Location 4.80M 100
54990102 Health foods
+1-‐212-‐586-‐5262
TOTAL HEALTH NETWORK CORPORATION D-‐U-‐N-‐S# 780398145
Farmingdale NY United States
Single Location
4.00M 30 54990102 Health foods
+1-‐631-‐293-‐3001
THE NUTRITION HOUSE INC D-‐U-‐N-‐S# 066746728
Manchester NH United States
Single Location 4.00M 65
54990102 Health foods
+1-‐603-‐668-‐2650
British Delights, Ltd. D-‐U-‐N-‐S# 126252902
Westford MA United States
Single Location
3.50M 10 54990100 Health and dietetic food stores
+1-‐978-‐392-‐0077
NE + $794, 879 West
+ $285,999
Midwest + $180,922
Southwest + $263,239
Southeast + $185,251
M A R K E T R E S E A R CH 6
And even useful information about prospects, including contact information for key executives:
M A R K E T R E S E A R CH 7
Sales & Marketing Productivity Ratio (TIME SHIFTED) In order to understand the return on sales and marketing investment, we often calculate sales and marketing productivity ratio. Assuming a sales cycle (in this case 9 months) we calculate a time shifted productivity ratio as follows:
Selling Expense Productivity Index
Benchmarks Clients also use benchmarking information to compare various expenses within their industry. Selling expenses might be a one of the variables for comparison. If Z-Vitamin is below par for selling expenses, the company may make the decision to hire a Regional Manager for the Northeast.
Benchmarks are generally available by industry code and by company size. With such an analysis, clients can compare profitability vs. the competition and understand the volume at which economies of scale come into play (in this example, above $50 Million).
Company >100M $50-‐$100M <$50 M
Revenue 100% 100% 100% 100% Gross Margin 40% 38% 39% 37% Selling Expenses 15% 13% 14% 16% Operating Expenses 15% 13% 14% 15% Net Profit 10% 12% 11% 6%
2013 2012 2011
Revenue $21,090,000 $18,000,000 $15,300,000 New Margin Dollars $3,200,000 $3,400,000 $2,500,000 Time Shifted % Selling Expenses 13% 11% 14% Prior Year Selling Expenses (in dollars) $2,700,000 $1,989,000 $1,680,000
1.18 1.71 1.49
0
0.5
1
1.5
2
2013 2012 2011