The Competitor Control Report
COMPETITOR CONTROL OVERVIEW
INTERDICTION + CONTROL
Opposition ... how to oppose and
overcome a competitor in each and
every one of their markets and customer bases!
... how to interdict and confine a
competitor in all aspects of their business planning and aspirations!!
Control ... how to control and
dominate a competitor in terms of
their operations and their product or resource development!!!
REPORT ON COMPETITOR OPPOSITION, INTERDICTION + CONTROL is published for only one reason - to allow a reader to
completely understand a specific target company and thereby enable one to tactically and
strategically oppose, interdict and control that Competitor.
It is rare that
one would simply wish to put a competitor out of business. In the long term it is usually
better to control the competitor. To reduce the competitor's income and profitability and
thus restrict their ability to develop products or markets; thereafter forcing that
competitor into niche products and markets - being those that are most convenient to one's
To manoeuvre the competitor in respect of the costs, margins and pricing of their own
products so that in effect the competitor becomes an ancillary operation (of one's own
company) which is allowed to keep certain low profit or low volume customer sectors or
markets. Thus one can cream off the most profitable markets and leave the less profitable
ones to the competitor.
The REPORT ON COMPETITOR OPPOSITION,
INTERDICTION + CONTROL is a unique
compendium on how to succeed against a Competitor:-
5,400 pages in 7 Volumes
Printed books or on DVD-rom
The competitor - dissected
Every conceivable What if...? scenario explored
Historic Data from 1997 and Forecasts to 2028
Unlimited telephone hot line support
Unlimited telephone conferences with the editors
'Option to Buy' & Contents & Index service
Databases available as spreadsheets (Access & Excel)
In-house War gaming seminars
Corporate Attack P.R. package
On-going Combat Training for executives
In short... the Competitor is
The REPORT ON COMPETITOR OPPOSITION, INTERDICTION + CONTROL consists of 7 printed volumes per
MARKET + SALES INTERDICTION
The reports consist of 5,000 pages presented in 7 individual volumes. Dispatch 14-21 days.
Figures given by each
Production & Process
Plant + Equipment in use
< 3 Years
> 9 Years
4 / 8 / 20 / 50 Largest Companies
IMMEDIATE CUSTOMER BASE PROFILE:
Work in Progress
CAPITAL EXPENDITURE STRUCTURE:
P + E
Buildings + Structures
Production/ Process Technology Investments
P & E in Use
Data by each
Return on Capital
Figures & Maps are given by each
by YEAR for
Total Market by
1997 to 2028
MARKET CONSUMPTION: Market Consumption
given by each
1997 to 2028
This section has some 190 pages of Market data which gives
an analysis of each Product (as listed below) by Country and by Each Year
1997 to 2028.
Sales & Selling Costs
Total Marketing Costs
Data by each
by YEAR to 2028
+ Launch Products plus on-going, established or mature products:
Sales & Selling
Costs, Distribution, Warehousing, Handling & Processing Costs, Advertising &
Promotional Costs, After-Sales, Total Marketing Costs.
Figures by each
issues are examined under the headings:- PRODUCT / MARKETING / SUPPLIER / DISTRIBUTION /
PRODUCT PROFILES: Product Profiles for Each product by
country by year 1997 to 2028.
Sales & Selling; Distribution
/ Handling; Advertising; After-Sales; Marketing
New Technology + Production/
Process Investments; P & E in Use; P&E Investments.
Profits/ Total Assets;
Profit/ Sales; Sales/ Total Assets; Profit/ Capital Employed; Sales/ Employee; Capital
Employed/ Employee; Profit/ Employee; Remuneration/ Employee; Sales/ Payroll; Sales/
Stock; Current Ratio; Credit periods.
Data given by EACH Country/ State/ Region by YEAR on New
Products + Product Revisions on Adoption, Conversion and Market Growth.
Data given by EACH Country/ State/ Region. Some 60 issues
Convenience, Distribution, Customers, Psychographics, Branding, Market Stretching
Technology, Service, Product Fragmentation
There are over 300 vital questions answered in these
surveys. The analysis shows exactly the person behind the purchase decisions (at the
various levels) and analyses the situation before, during and after the purchase. Once one
has identified and analyzed the company or individual, it is possible make optimum sales
and marketing plans.
THE END USERS + CONSUMERS:
Figures given by EACH
Country/ State/ Region by QUESTION to provide an insight of End User and Consumer
attitudes, perceptions and needs.
Data for Buyers are given by EACH
Country/ State/ Region by QUESTION as an extensive analysis of the Buyer & Consumer of
the item at the various levels of product flow from Supplier to Consumer.
CONSUMER OR BUYER LEVEL:
The Buyer Profile is a
matrix by YEAR and by Age Group (7 ranges) / Social Class (6 ranges) / Geographic
(Region + City)
THE DISTRIBUTION CHANNELS:
Figures are given by EACH
Country/ State/ Region by QUESTION thus providing a quantification of Distribution Channel
requirements, experiences and attitudes.
An analyses of a large number
of questions on the specific Performance of the Companies within the Industry.
VOLUME 1 MARKET +
This volume consists of about 780 pages
MARKET + SALES INTERDICTION is
the process whereby the reader outlines the mechanisms that may be used to
interdict the market and sales efforts of a Competitor. In crafting the
necessary itinerary the reader needs all the background information which
will reduce effort and cost and thereafter make the onslaught on a
Competitor as vigorous as possible.
VOLUME 1.1.1 THE COMPETITOR
MEDIAN MARKET SCENARIOS : BALANCE SHEET + COSTS
VOLUME 1.1.2 BEST MARKET SCENARIOS : BALANCE
SHEET + COSTS FORECAST
VOLUME 1.1.3 WORST MARKET SCENARIOS :
BALANCE SHEET + COST FORECAST
These sections provide three sets of Balance Sheet and
Cost Forecasts for a Competitor which cover Best, Median and Worst market
condition scenarios. Each of these forecasts cover the following scenarios:
MARKETING EXPENDITURE, NEW PRODUCT DEVELOPMENT, MARKET SEGMENTATION, NEW
PLANT + EQUIPMENT INVESTMENT, NEW TECHNOLOGY INVESTMENT, DISTRIBUTION
CHANNEL IMPROVEMENT, COST STRUCTURE IMPROVEMENT, PRICE CUTTING EFFECT, PRICE
INCREASE EFFECT, QUALITY IMPROVEMENT, EXPORT SALES IMPROVEMENT & PERSONNEL +
The forecasts give the reader a comprehensive
understanding of the opportunities and problems in planning the Market and
Sales Interdiction of a Competitor. Each of the scenarios offer an
opportunity for the reader to isolate specific targets for action during the
various programmes potentially undertaken by a Competitor. Whatever course
of action is taken by a Competitor, under whatever market condition, the
reader will have the data necessary to constraint the manoeuvres of a
VOLUME 1.2.1 MARKET AVAILABILITY -
REVENUE + TURNOVER PROJECTIONS
The MARKET AVAILABILITY section looks at the actual
and potential revenue available to a Competitor in each of the national
markets listed. Thus the reader can focus market and sales interdiction on
those markets which are most valuable to a Competitor and avoid wasting time
and effort on those markets of little actual or potential value to a
VOLUME 1.3.1 COMPETITOR MARKETS
COMPANY MARKETS cover the
characteristics and make-up of each of the national markets in which a
Competitor currently operates or which they are likely to enter in the
future. In existing markets one can immediately employ hampering tactics and
in potential future markets one can lay ambushes.
VOLUME 1.3.2 PRODUCT MARKET DATA
In order to put market and sales interdiction into context
it is necessary to understand the overall markets in which a Competitor
operates and this section provides full market data for the Products.
VOLUME 1.3.3 PRODUCT MARKET SECTORS
As essential as the overall market picture, is a focused
view of each and every Product or Market Sector which is important to a
Competitor. It is often more effective to attack key product or market
sectors serviced by the company than the entire product or market base of a
VOLUME 1.4.1 COMPETITOR SALES PROMOTION
Having assessed all the market and product options
available to a Competitor it then is necessary to consider the SALES
tactics used by, and available to, the company. The reader will want to
consider individual elements of these tactics, SALES PROMOTION, SALES
CAMPAIGNS, PROMOTION EVALUATION, PROMOTIONAL PERFORMANCE & SALES PROMOTION
COSTS - and thereby formulate intrigues to contradict a Competitor.
VOLUME 1.4.2 PRODUCT MARKETING
As a background to the Sales and Marketing activities of a
Competitor it is vital to peruse the overall industry and market situation
and this section deals with the Marketing outlook of the Products.
VOLUME 1.4.3 FINANCIAL SCENARIOS FOR
COMPETITOR SALES MANAGEMENT : BALANCE SHEET FORECAST + COST FORECAST
Sales Management at a Competitor have many options
available to them if they encounter difficult or unprofitable market
conditions. These options include: SALES COST IMPROVEMENT, PRODUCT PRICE
CUTTING, PRODUCT PRICE INCREASE, PROMOTIONAL EXPENDITURE, TARGET MARKETS
DEVELOPMENT, ORDER TAKING IMPROVEMENTS, PRODUCT POSITIONING, PRODUCT
BRANDING + MULTI-BRANDING INVESTMENT, CUSTOMER / ORDER PROCESSING SYSTEMS
INVESTMENT, SYSTEMS INVESTMENT, OVERSEAS DEVELOPMENT & SALES PERSONNEL +
STAFF IMPROVEMENT - and it is in the interest of the reader to be able
to observe the effects of these options on the profitability and success of
a Competitor. In many cases the reader would be delighted if a Competitor
were to take a course of action which may lead to reduced profits - however
where a Competitor employs a gambit which will increase their profits and
success then one would wish to recognize this danger and counter it as soon
VOLUME 1.5.1 COMPETITOR PRODUCT
Market and Sales Interdiction of a Competitor involves
activity for each major Product sector. This section gives information of
the relative importance, profitability and prospects for each product sector
crucial to a Competitor. The reader can use this data to see exactly what
products are potentially the most indispensable to a Competitor and
consequently which should be first attacked.
VOLUME 1.6.1 COMPETITOR SALES FORCE
Once the reader understands the SALES FORCE DECISIONS
pursued by, and convenient to, a Competitor one can then decide on which
operations can be implemented to reverse the sales efforts made by a
The factors to consider are as follows:- BUYER-SELLER
RELATIONSHIP, SALES FORCE INTERACTION, SALES FORCE SIZE DECISIONS, SALES
FORCE DESIGN, SALES-FORCE STRUCTURE, SALES FORCE SELECTION, SALES FORCE
TRAINING, SALES FORCE COMPENSATION, SALES FORCE EMPLOYMENT, SALES FORCE
SUPERVISION, SALES FORCE EVALUATION & SALES FORCE COSTS - and this
section covers each of these facets and how they impinge on a Competitor -
and the reader's itinerary for market and sales interdiction.
VOLUME 2 PRODUCT
This volume consists of about 830 pages
PRODUCT OPPOSITION allows the reader to engineer the
techniques which can interpret and appraise the strengths and weaknesses of the products
offered by a Competitor. With this perspective the reader can neutralize each of the
product strengths of a Competitor and manipulate every product weakness.
COMPETITOR BALANCE SHEET + COSTS FORECAST : NEW PRODUCT DEVELOPMENT
BALANCE SHEET +
COSTS FORECAST : PRODUCT + MARKET SEGMENTATION
BALANCE SHEET +
COSTS FORECAST : PRICE CUTTING EFFECT
BALANCE SHEET +
COSTS FORECAST : PRICE INCREASE EFFECT
BALANCE SHEET + COSTS
FORECAST : QUALITY IMPROVEMENT
The first five sections in this volume considers the effect
on the balance sheet and costs of a Competitor if the company should employ certain
product critical business tactics. The use of these tactics will direct the reader to the
most appropriate method of reducing the profitability and success of a Competitor.
Whatever the scheme adopted by a Competitor the reader can immediately reverse the ploy by
adopting the appropriate Product Opposition device.
VOLUME 2.2.1 PRICING OBJECTIVES
are by far the most important and critical factors in respect of the products offered by a
Competitor. Any product opposition scheme embraced by the reader must have a pricing
posture. If one can nullify and cripple the product pricing strategy of a Competitor -
then one is well on the way to achieving ultimate product opposition. The section looks at
the following pricing ingredients at a Competitor:- PRICE BASIS, PRICING OBJECTIVES,
MULTIPLE PARTY PRICING, PRICING DECISIONS, PRICING MODELS, PRICE CHANGES, PRICE CHANGE
DECIDERS, COMPETITOR PRICE REACTION & PRODUCT PRICING.
VOLUME 2.3.1 PRODUCT MARKETING
The overall Marketing environment shown in this section
gives readers a detailed view of marketing activity, issues and costs for the Products.
VOLUME 2.3.2 COMPANY PRODUCT PROFILES
for each of the Products significant to the profitability and prosperity of a Competitor
are given in this section. The information shows the solidity or vulnerability of each
VOLUME 2.4.1 COMPANY PRODUCT + MARKET
TARGETS for a Competitor represents an essential mission for the reader executing a
Product Opposition offensive. The points for readers to consider are:- MARKET
SEGMENTATION, MARKET ATTRIBUTES, PRODUCT SEGMENTATION, MARKET BASES, TARGET MARKETS &
MARKET SEGMENT DECISIONS.
VOLUME 2.5.1 COMPETITOR PRODUCT-MIX
If one can oppose the PRODUCT MIX game-plan of the
company then it becomes increasingly possible to overturn the company's profitability and
product attainment. The effect of product mix tactics dictate the overall customer
offering of the company and the specific aftermath of the disruption of the mix is
customer confusion and loss of income. The focus is on PRODUCT CONCEPT, PRODUCT-MIX
STRATEGY, PRODUCT ITEMS - LINES - MIX, PRODUCT-MIX CHARACTERISTICS, PRODUCT-MIX QUALITY,
PRODUCT-MIX ALTERNATIVES, PRODUCT-MIX OPTIMIZATION, PRODUCT-MIX AUDIT, PRODUCT STRATEGY
& BRAND STRATEGY.
VOLUME 2.6.1 COMPANY QUALITY +
PRODUCT CONTROLS structure the basis of medium and long-term product survival. The
reader must seek to oppose product quality and quality controls at a Competitor in order
to defeat the company's product integrity in the medium and long term.
VOLUME 2.6.2 BALANCE SHEET + COSTS
FORECAST : QUALITY IMPROVEMENT
The Balance Sheet and Cost effect of QUALITY IMPROVEMENT
at a Competitor is shown in this section and demonstrates the pressure points available
(for the reader to exploit) in the financial performance of a Competitor.
VOLUME 2.6.3 BALANCE SHEET + COSTS
FORECAST : NEW PRODUCTS
A Competitor may plan NEW PRODUCTS and the reader
will see the balance sheet and cost effects of such an agenda. Also shown are the
inherently vulnerable targets of such a scenario.
VOLUME 2.7.1 COMPANY PRODUCT
EVOLUTION In order to plan medium and long-term product opposition the reader must be
aware of PRODUCT EVOLUTION at a Competitor. The topics covered suggest a host of
diversionary intrigues to thwart their product advancement objectives:- PRODUCT LIFE
CYCLE, PRODUCT-LINE STAGE, PRODUCT INTRODUCTIONS, PRODUCT GROWTH, PRODUCT MATURITY,
COMPETITIVE STRATEGIES & PRODUCT DECLINE.
VOLUME 2.8.1 COMPANY NEW PRODUCT
CRITERIA forms the basis of the long-term product opposition of the company. If the
reader is to be successful in opposing the product offerings of the company then one must
subvert the product programme of a Competitor. In this section one evaluates new product
opposition:- NEW PRODUCT PERCEPTIONS, NEW PRODUCT RATING, NEW PRODUCT ORGANIZATION,
SOURCES OF NEW PRODUCTS, NEW PRODUCT GENERATION, PRODUCT SCREENING, NEW PRODUCT
PROFITABILITY, PRODUCT DEVELOPMENT FACTORS, PRODUCT DEVELOPMENT RATING, NEW PRODUCT
TESTING, PRODUCT COMMERCIALIZATION, PRODUCT ADOPTION & NEW PRODUCT DIFFUSION.
VOLUME 2.9.1 COMPETITOR SECTOR SURVEY
FINDINGS This section divides the product offerings of the company into sectors which
are convenient for analysis and thereafter assault. The products are grouped according to
the operational and organizational conditions of the company and the ability to attack
segregated product target sectors improves the ability of the reader to oppose the
products of the company. The strengths and weaknesses of company product sectors are
derived from surveys of the company's END USERS, DISTRIBUTION CHANNELS, BUYERS &
VOLUME 2.9.2 COMPANY CURRENT
ADVERTISING + MARKETING APPRAISAL
Each Product Sector offering of a Competitor is probed in
this section and CURRENT ADVERTISING + MARKETING APPRAISAL analysis is given for
each product sector.
VOLUME 2.9.3 COMPANY SHORT-TERM
COMPETITIVE ISSUES for each of the product offerings of the company is given in this
section. A highly detailed examination of some 90 questions concerning the short term
competitiveness of products from a Competitor is shown and, through this data, one can
define particular competitive issues which will help in product opposition.
VOLUME 3 MARKETING CONTROL
This volume consists of about 980 pages
MARKETING CONTROL is one of the most immediate ways one
can use to overcome, oppose and manipulate a Competitor. The nature of the market and the
tools of marketing are ideally suited to the purposes of the reader when controlling and
obstructing the marketing activities of a Competitor.
VOLUME 3.1.1 COMPANY MARKETING
STRATEGY To conspire to control the marketing impact of a Competitor it is fundamental
for the reader to explore exactly how the company is DEVELOPING A MARKETING STRATEGY.
When one appreciates the present and future marketing strategy at the company one can then
go forward and arrange for the conclusive control of this strategy. The section spotlights
the following matters:- MARKET POSITION, MARKETING MIX, QUALITY -v- PRICE, SALES
TARGETS, MARKETING BUDGET, PRODUCT PRICING, MARKETING BUDGET ALLOCATION, MARKETING
TACTICS, MARKETING IMPLEMENTATION + CONTROL, MARKETING SUMMARY & MARKETING OBJECTIVES.
VOLUME 3.2.1 COMPANY MARKETS An
assessment of the major markets covered by the company. The data determines the target
markets which the reader must seek to dominate and control - and thereby exclude a
VOLUME 3.2.2 PRODUCT MARKET SUMMARY
The marketing control of the company is preoccupied with the Product markets and this
section provides data on the various national markets imperative to the company. In
controlling the marketing activities of the company one needs to monitor these markets.
VOLUME 3.2.3 GEOGRAPHY : DISTRIBUTION
OF THE CUSTOMER BASE In order to control the marketing endeavours of a Competitor one
must understand the geography of the markets and the customer bases. In this section the
reader can observe the geographic aspects of controlling the company and shepherding their
customers and distribution channels. Topics covered include:- NATIONAL CONSUMERS
GEOGRAPHY, DISTRIBUTION OF THE CUSTOMER BASE, DISTRIBUTION CHANNELS + EMPLOYMENT &
VOLUME 3.2.4 PRODUCT MARKETING
issues are covered in this section and thereby one gains a rationale for the manipulation
of the marketing activities of a Competitor.
VOLUME 3.3.1 COMPANY PROMOTIONAL MIX
at a Competitor represents the retail face of their marketing activities and this must be
infiltrated and destroyed by the reader if one is to achieve marketing control of the
company. The facts reviewed and studied are:- ADVERTISING -v- SELLING, PUBLICITY +
SALES PROMOTION, PROMOTION MIX, ADVERTISING RATING, PERSONNEL SELLING RATING, PROMOTION +
ORGANIZATION, SALES COSTS, ADVERTISING COSTS, DISTRIBUTION COSTS & MARKETING COSTS.
VOLUME 3.4.1 PRODUCT MARKET SHARE
One of the principal techniques for the marketing control of a Competitor is the use of MARKET
SHARE engineering. One can use the application of marketing expenditure in ways that
will either wipe out the market share of the company - or alternatively make that market
unprofitable for the company because their own reaction in increasing marketing
expenditure will wipe out their margins and thus their profitability. An analysis on the
incremental effects of marketing expenditure -v- market share at the company is shown
VOLUME 3.5.1 BALANCE SHEET + COSTS
FORECAST : PROFIT & ROI SCENARIOS
The PROFITABILITY & RETURN ON INVESTMENT SCENARIOS
BALANCE SHEET + COST FORECASTS shown in this section suggest the various possibilities
open to a Competitor when trying to improve profitability and ROI. One should seek to
influence and control these aspects of marketing and thereby control the company. The
scenarios considered are:- FIXED MARKETING COST, VARIABLE MARKETING COST, GENERAL
MARKETING PROCESS COST, DISTRIBUTION+ PRODUCT DELIVERY COST, ADMINISTRATIVE+ GENERAL
EXPENSE, SELLING COST, ADVERTISING COST, PROMOTIONAL+ PRICING COST, RESEARCH+ PRODUCT
COST, MARKET SHARE BUILDING, MARKET SHARE HOLDING & MARKET SHARE HARVESTING.
VOLUME 3.6.1 COMPANY ADVERTISING
STRATEGY Marketing Control of a Competitor undertakes to modify the company's
ADVERTISING STRATEGY and the reader must consider the control of the following elements:- ADVERTISING
BUDGET DECISIONS, ADVERTISING STRATEGY APPRAISAL & ADVERTISING COSTS. The
deviation and interference of advertising activities at the company is one of the easiest
and most fruitful assignment for the reader.
VOLUME 3.6.2 COMPANY ADVERTISING
MESSAGE GENERATION is a key element of the marketing effort made by a Competitor and
as such the reader will want to damage or belittle their ADVERTISING MESSAGE.
VOLUME 3.6.3 COMPANY ADVERTISING
MEDIA SELECTION at a Competitor can be influenced to great effect and one should
consider mutating or deflecting the MEDIA VEHICLE EVALUATION of the company and
thereby control this aspect of the company's advertising thinking.
VOLUME 3.6.4 COMPANY
ADVERTISING TIMING of a Competitor is critical to their investment in advertising and
thus the reader should attempt to reschedule or interrupt the timing. This will produce
control of the company advertising and will effect their ADVERTISING EFFECTIVENESS,
ADVERTISING MONITORING & ADVERTISING RATING.
VOLUME 3.6.5 COMPANY
COMMUNICATIONS methodology at the company is a key to their presence in the
marketplace. One must seek to counter and misinform this communication procedure and
thereby achieve control of their media output. Items under consideration are:- PERSUASION
PROCESSES, COMMUNICATION DECISIONS, AUDIENCE + CHANNEL RATING & ADVERTISING MESSAGE
VOLUME 3.7.1 COMPETITOR ADVERTISING +
MARKETING APPRAISAL In planning the demise of the marketing function at a Competitor,
and thereafter assuming marketing control, the reader must view the company in relation to
their overall COMPETITOR STANDING. In this section an analysis is given which
compares the company and each of their major competitors - this indicates the weak points
for the company and denotes stress points for the reader to probe and manipulate.
VOLUME 3.7.2 COMPANY COMPETITOR
ENVIRONMENT in which the company operates forms the base reference for the marketing
control of the company. One needs not only to evaluate the company, but also their
competitors and this section provides data for individual named competitors.
VOLUME 3.7.3 SHORT-TERM COMPANY
COMPETITOR ISSUES profile powerful points of product & market comparison for the
relative success, or otherwise, of the competitors of a Competitor. One will need to know
how to use these competitor issues against the company in order to gain marketing control.
VOLUME 3.7.4 SHORT-TERM
COMPETITOR CONSIDERATIONS survey the relative competitive situation for a Competitor.
The comparative corporate performance of the company in relation to individual competitors
represents an imperative for the reader in one's planning for the marketing restrain of
VOLUME 4 STRATEGIC OPPOSITION
This volume consists of about 670 pages
STRATEGIC OPPOSITION is a medium and long-term approach
to neutralize a Competitor and their strategic aspirations. In order to undertake such
opposition it is obligatory that the reader understand the Strategic thought and planning
at a Competitor. Once the reader comprehends the strategic objectives of the company it
then becomes clear how to oppose that strategy.
VOLUME 4.1.1 COMPETITOR HISTORIC
An assessment of the HISTORIC BALANCE SHEET of the
company provides a grounding to permit the reader to interpret the reasons for, and the
requirements of, strategic planning at a Competitor.
VOLUME 4.1.2 BALANCE SHEET +
COSTS FORECAST : MEDIAN MARKET SCENARIO
The MEDIAN MARKET SCENARIO BALANCE SHEET + COSTS
FORECAST shows the likely basis on which a Competitor will plan strategic activities.
This is therefore the optimum scenario for the reader to consider when attempting to
evaluate strategic thinking at the company.
VOLUME 4.1.3 PRODUCT INDUSTRY
FINANCIAL PERFORMANCE In addition to their own historic financial experiences, both a
Competitor executives and our reader, will need to understand the overall financial
performance of the industry. This section provides background industry financial
information for the deliberation of the reader.
VOLUME 4.1.4 PRODUCT MARKETING
Just as a Competitor interacts financially with the industry so does the company interact
with the overall industry marketing performance. This section indicates industry marketing
activities and thereby helps the reader in the strategic marketing opposition of the
VOLUME 4.2.1 COMPANY STRATEGIC
LONG TERM PERFORMANCE
The STRATEGIC LONG TERM PERFORMANCE of a Competitor
crystallises the motivation for the reader whilst executing the strategic opposition of
the company. This section highlights each and every aspect of the strategic planning of
the company. These factors are:- LONG TERM STRATEGIC CONSIDERATIONS, CRITICAL FACTORS
FOR PROFITABILITY, BASE FINANCIAL + OPERATIONAL FORECAST SCENARIO, THE MARKET ENVIRONMENT,
MARKET SERVICED, CUSTOMER FACTORS, PRODUCT FACTORS, RELATIVE PRICING, QUALITY, NEW
PRODUCTS, MARKET SHARE, COMPETITIVE SITUATION, LONG TERM INDUSTRY GROWTH, PHYSICAL PROCESS
CONSIDERATIONS, CAPITAL STRUCTURE, VERTICAL INTEGRATION, MARKETING + SALES COSTS, PRODUCT
DEVELOPMENT + PROCESS DEVELOPMENT COSTS, DISTRIBUTION, MARKET PENETRATION, MANAGEMENT,
PERSONNEL + STAFF, COST STRUCTURE IMPROVEMENTS, ADDED VALUE, INVESTMENT, MARKET SHARE
CHANGE, CUSTOMER BASE, MEDIUM + LONG TERM STRATEGIES, BUILD MARKET SHARE, HOLD MARKET SHARE,
HARVEST MARKET SHARE, MARKETING EXPENDITURE, NEW PRODUCT DEVELOPMENT, MARKET SEGMENTATION,
NEW PLANT + EQUIPMENT INVESTMENT, NEW TECHNOLOGY INVESTMENT, DISTRIBUTION CHANNEL
IMPROVEMENT, COST STRUCTURE IMPROVEMENT, PRICE CUTTING EFFECT, PRICE INCREASE EFFECT,
QUALITY IMPROVEMENT, EXPORT SALES IMPROVEMENT, PERSONNEL + STAFF IMPROVEMENT, FIXED
MARKETING COST OBJECTIVES, VARIABLE MARKETING COST OBJECTIVES, GENERAL MARKETING PROCESS
COST OBJECTIVES, DISTRIBUTION + PRODUCT DELIVERY COST OBJECTIVES ADMINISTRATIVE + GENERAL
EXPENSE OBJECTIVES, SELLING COST OBJECTIVES, ADVERTISING COST OBJECTIVES,
PROMOTIONAL + PRICING COST OBJECTIVES, RESEARCH + PRODUCT COST OBJECTIVES, MARKET SHARE
BUILDING OBJECTIVES, MARKET SHARE HOLDING, MARKET SHARE HARVESTING, SALES COST
IMPROVEMENT, PRODUCT PRICE CUTTING, PRODUCT PRICE INCREASE, PROMOTIONAL EXPENDITURE,
TARGET MARKETS DEVELOPMENT, ORDER TAKING IMPROVEMENTS, PRODUCT POSITIONING, PRODUCT
BRANDING + MULTI-BRANDING INVESTMENT, CUSTOMER / ORDER PROCESSING SYSTEMS INVESTMENT,
SYSTEMS INVESTMENT, OVERSEAS DEVELOPMENT, SALES PERSONNEL + STAFF IMPROVEMENT,
MATERIALS + ENERGY COST SCENARIOS, PAYROLL + STAFF COST SCENARIOS, ADMINISTRATION COST
SCENARIOS, CAPITAL COST SCENARIOS, PLANT + EQUIPMENT COST SCENARIOS, SALES + MARKETING COST
SCENARIOS, NEW PRODUCT + NEW TECHNOLOGY COST SCENARIOS, DEPRECIATION + CAPITALIZATION
SCENARIOS, SHORT TERM BORROWING SCENARIOS, LONG TERM FINANCIAL SCENARIOS, FINANCIAL
SERVICING COST SCENARIOS, TRADING + OPERATING MARGINS + PROFITABILITY SCENARIOS, PROFIT IMPACT
FROM MATERIALS COST REDUCTION, PROFIT IMPACT FROM PAYROLL COST REDUCTION, PROFIT IMPACT
FROM PROCESS COST REDUCTION, PROFIT IMPACT FROM DISTRIBUTION COST REDUCTION, PROFIT IMPACT
FROM CUSTOMER HANDLING COST REDUCTION, CAPITAL INVESTMENTS OPTIONS: PROCESS
PLANT + EQUIPMENT, CAPITAL INVESTMENTS OPTIONS: PREMISES, CAPITAL INVESTMENTS OPTIONS:
DISTRIBUTION / HANDLING, CAPITAL INVESTMENTS OPTIONS: CUSTOMER HANDLING SYSTEMS, PRODUCT
COST IMPROVEMENTS, PRODUCT QUALITY IMPROVEMENT, CUSTOMER HANDLING IMPROVEMENTS, NEW EQUITY
SCENARIOS, BANK BORROWING: BASE SCENARIOS, BANK BORROWING: 3% INFLATION SCENARIOS, BANK
BORROWING: 6% INFLATION SCENARIOS, BANK BORROWING: 9% INFLATION SCENARIOS, BOND /
DEBENTURES SCENARIOS, ASSET SALES: 5% OF ASSETS SCENARIOS, ASSET SALES: 10% OF ASSETS
SCENARIOS, ASSET SALES: 25% OF ASSETS SCENARIOS, SELF GENERATED FUNDS: WORST SCENARIOS,
SELF GENERATED FUNDS: BEST SCENARIOS + TRADING CREDIT EXTENSION + MARGIN REDUCTION SCENARIOS.
VOLUME 4.3.1 BALANCE SHEET +
COSTS FORECAST : NEW TECHNOLOGY INVESTMENT
NEW TECHNOLOGY INVESTMENT at a Competitor is a
crucial issue for the long-term profitability, or otherwise, of the company. Thus one must
plan for the impact of new technologies at a Competitor.
VOLUME 4.4.1 INDUSTRY PRODUCTION +
PROCESSES The reader must pay attention to the dominant INDUSTRY PRODUCTION +
PROCESSES if one is attempting to evaluate the efforts of a Competitor in the overall
industry and thereby layout strategic opposition to the company. Covered here are NEW
TECHNOLOGY INVESTMENT, PRODUCTION TECHNOLOGY INVESTMENT, PLANT + EQUIPMENT &
PLANT + EQUIPMENT INVESTMENT issues.
VOLUME 4.5.1 COMPANY TECHNOLOGY
INNOVATION The key to the future success of a Competitor is their aptitude with TECHNOLOGY
INNOVATION and thus the reader must plan to oppose the technological abilities of the
company. The arguments to contemplate are NEW TECHNOLOGY RISK, TECHNOLOGY DIFFUSION
& NEW TECHNOLOGY ADOPTION.
VOLUME 4.6.1 COMPANY TECHNOLOGY
EVOLUTION at a Competitor represents the commitment of the company to look to the
future rather than the past. The reader too must seek strategic opposition for the future
and must therefore be aware of the following: TECHNOLOGY DEVELOPMENT, TECHNOLOGY
DECISIONS, TECHNOLOGY INITIATIVES, TECHNOLOGY SCREENING, TECHNOLOGY IMPACT, TECHNOLOGY
COSTING, NEW TECHNOLOGY FUNDING & TECHNOLOGY IMPLEMENTATION.
VOLUME 4.7.1 BALANCE SHEET + COSTS
FORECAST : EXPORT SALES IMPROVEMENT
The attractiveness of a strategic plan for a Competitor to
develop overseas is shown in this section. The reader will need to style strategic
opposition to a Competitor in overseas markets as well as domestic markets.
VOLUME 4.7.2 COMPANY OVERSEAS
DEVELOPMENT In considering OVERSEAS DEVELOPMENT a Competitor will formulate
strategic options in terms of target markets and budget objectives. The reader will desire
to frustrate these ambitions and will thereafter plot their downfall in the following
respects:- OVERSEAS ENVIRONMENTS, EXPORT PRODUCT TARGETING, OVERSEAS DECISIONS, MARKET
SELECTION DECISIONS, ENTRY DECISIONS, OVERSEAS DEVELOPMENT STRATEGY, OVERSEAS
MARKETING-MIX DECISIONS, OVERSEAS ORGANIZATION & POTENTIAL OVERSEAS MARKETS.
VOLUME 5 CORPORATE INTERDICTION
This volume consists of about 600 pages
CORPORATE INTERDICTION is used as a permanent solution
to the problem of a Competitor. In viewing the possibilities of a corporate solution to a
Competitor the reader is effectively considering the purchase of a Competitor and
thereafter the break-up of the company. Clearly this resolution not only destroys a
competitor, but is also likely to prove a profitable enterprise in its own right as the
buyer can keep those parts of a Competitor which are attractive and sell or close down
parts of the company which are unwanted for whatever reason.
VOLUME 5.1.1 COMPETITOR BASIC
This section gives the BASIC DATA for a Competitor
and covers all published or filed public information.
VOLUME 5.1.2 COMPETITOR HISTORIC
MARKET BASED FINANCIAL
BALANCE SHEET + COSTS
FORECAST : MEDIAN MARKET SCENARIO
BALANCE SHEET + COSTS
FORECAST : BEST MARKET SCENARIO
BALANCE SHEET + COSTS
FORECAST : WORST MARKET SCENARIO
The above five sections provide historic financial and
balance sheet information for a Competitor as well as a base financial forecast. In
addition there are three financial forecasts based on market conditions. From this
information the reader will discern the short and medium term prospects for a Competitor
and the advisability, or otherwise, of an attempted acquisition of a Competitor.
VOLUME 5.2.5 COMPETITOR ACQUISITION
The reader will immediately need an ACQUISITION
VALUATION of a Competitor and this section gives a candid and discriminating valuation
of a Competitor and the company's various assets.
VOLUME 5.3.1 COMPETITOR BREAK-UP +
The reader will want to know the potential for the BREAK-UP
+ ASSET SALES of a Competitor and this section surveys the available assets in terms
of products, operations, subsidiaries and other resources which one should consider. Items
covered: ASSETS AVAILABLE, ASSETS, PRODUCTS & POTENTIAL ASSET PURCHASERS.
VOLUME 5.4.1 COMPETITOR
ACQUISITION COST FORECAST
VOLUME 5.4.2 BALANCE SHEET +
COSTS FORECAST : ACQUISITION COST FINANCING
The above two sections establish the costs and financial
consequences of the acquisition of a Competitor as a strategy of corporate interdiction.
The ACQUISITION COST FINANCING SCENARIO BALANCE SHEET + COST FORECAST demonstrates
the likely costs of the acquisition of a Competitor and the financing of the purchase.
Items covered are: NEW EQUITY SCENARIOS, BANK BORROWING: BASE SCENARIOS, BANK
BORROWING: 3% INFLATION SCENARIOS, BANK BORROWING: 6% INFLATION SCENARIOS, BANK BORROWING:
9% INFLATION SCENARIOS, BOND / DEBENTURES SCENARIOS, ASSET SALES: 5% OF ASSETS SCENARIOS,
ASSET SALES: 10% OF ASSETS SCENARIOS, ASSET SALES: 25% OF ASSETS SCENARIOS, SELF GENERATED
FUNDS: WORST SCENARIOS, SELF GENERATED FUNDS: BEST SCENARIOS & TRADING CREDIT
EXTENSION + MARGIN REDUCTION SCENARIOS.
VOLUME 5.5.1 COMPETITOR COST
VOLUME 5.5.2 BALANCE SHEET + COSTS
FORECAST : COST STRUCTURE IMPROVEMENT
The above two sections look at the potential and
attractiveness of radical corporate surgery to a Competitor and its operations subsequent
to acquisition. The reader will require financial forecasts to diagnose the possibility of
structural improvements and cost cutting at the company and this section furnishes the COST
STRUCTURE IMPROVEMENT SCENARIO BALANCE SHEET + COSTS FORECASTS for a Competitor.
Scenarios for possible action are covered: MATERIALS + ENERGY COST SCENARIOS,
PAYROLL + STAFF COST SCENARIOS, ADMINISTRATION COST SCENARIOS, CAPITAL COST SCENARIOS,
PLANT + EQUIPMENT COST SCENARIOS, SALES + MARKETING COST SCENARIOS, NEW PRODUCT
TECHNOLOGY COST SCENARIOS, DEPRECIATION + CAPITALIZATION SCENARIOS, SHORT TERM BORROWING
SCENARIOS, LONG TERM FINANCIAL SCENARIOS, FINANCIAL + DEBT SERVICING COST SCENARIOS &
TRADING + OPERATING MARGINS + PROFITABILITY SCENARIOS.
VOLUME 5.6.1 PRODUCT NORMS
The INDUSTRY NORMS in this section show the overall financial performance of the
industry in which a Competitor operates. This forms a reference point and backdrop to the
financial record of a Competitor.
VOLUME 5.7.1 COMPETITOR CORPORATE
SURVEY FINDINGS The acquisition of a Competitor will very much depend on the company's
standing in the marketplace and the opinions of the customer base, buyers and distribution
channels. Thus the CORPORATE SURVEY FINDINGS is essential reading. This section
covers: COMPANY SURVEYS, SURVEY OF COMPANY END USERS, SURVEY OF COMPANY SERVICE
NETWORKS + DISTRIBUTION, SURVEY OF COMPANY BUYERS & SURVEY OF COMPANY PERFORMANCE.
VOLUME 5.8.1 COMPETITOR CURRENT
ENVIRONMENT section of this volume highlight each of the operations of a Competitor
and sets out information on a wide array of CRITICAL FACTORS AND PARAMETERS and CORPORATE
COVERAGE for each of their operations. This data is useful for the reader in
appreciating which operations are worth preserving and which should be closed or sold off
to third parties.
VOLUME 5.9.1 COMPETITOR SURVEY
FINDINGS Just as the corporate operations of a Competitor are vital to an
understanding of the company, so to are the corporate activities of the Company's
competitors. Thus the reader will find in this section a complete investigation of COMPETITOR
SURVEY FINDINGS with which to compare the relative performance and efficiency of the
company. Items covered include: SURVEY OF COMPETITOR END USERS, SURVEY OF COMPETITOR
SERVICE NETWORKS + DISTRIBUTION, SURVEY OF COMPETITOR BUYERS & SURVEY OF COMPETITOR
VOLUME 6 OPERATIONAL CONTROL
This volume consists of about 690 pages
OPERATIONAL CONTROL tends to be a specialized
confrontation whereby the reader will evolve techniques which allow the control of
physical undertakings, systems and process aspects of a Competitor activity. In these
circumstances the reader can enter into alliances with third parties to deflect the
product distribution, administration or processes of a Competitor. Such alliances can
place the reader in a position of power which on one's own may not be achievable.
VOLUME 6.1.1 COMPETITOR CHANNEL
The reader is presented in this section with the
information to allow Operational Control of the CHANNEL DECISIONS available to a
Competitor. The topics include: INTERMEDIARIES, CHANNEL LEVELS, PRODUCT CHANNELS,
CHANNEL FLOWS, INTERMEDIARIES, PHYSICAL PRODUCT FLOWS, OWNERSHIP FLOWS, PAYMENT FLOWS,
INFORMATION FLOWS, PROMOTIONAL FLOWS, CHANNEL CHANGES, VERTICAL CHANNEL, HORIZONTAL
CHANNELS, CHANNEL POSITION, CHANNEL COMPETITION, CHANNEL DESIGN, CHANNEL OBJECTIVES,
CHANNEL CHARACTERISTICS, CHANNEL ALTERNATIVES, CHANNEL EVALUATION, PRODUCT CHANNEL
EVALUATION, PRODUCT CHANNEL ADAPTABILITY, CHANNEL MANAGEMENT, PRODUCT CHANNEL MANAGEMENT
& CHANNEL MODIFICATIONS.
VOLUME 6.1.2 COMPANY PHYSICAL
Operational Control of the discrete facets of PHYSICAL
DISTRIBUTION at a Competitor is proposed in this section and the reader will be able
to regard the following components:- DISTRIBUTION SCOPE, DISTRIBUTION EFFICIENCY,
PHYSICAL DISTRIBUTION SYSTEM FLOW CHART, PHYSICAL DISTRIBUTION OBJECTIVES, LEVEL
+ COST OF
SERVICE, DISTRIBUTION COSTS, ALTERNATIVES IN PHYSICAL DISTRIBUTION, PRODUCT AVAILABILITY
DECISIONS, LOCATION DECISIONS, DISTRIBUTION RESPONSIBILITY & DISTRIBUTION DECISIONS.
VOLUME 6.1.3 BALANCE SHEET + COSTS
FORECAST : DISTRIBUTION CHANNEL IMPROVEMENT
DISTRIBUTION CHANNEL IMPROVEMENT is one option for a
Competitor and this will effect the profitability of the company. In light of this the
reader must be aware of this scenario and be able to take measures to counter such
VOLUME 6.2.1 COMPANY ADMINISTRATION
The compromising of the ADMINISTRATION OBJECTIVES of
a Competitor will devise an influential manoeuvre on the part of the reader and such
Operational Control of a Competitor will require attention to the following:- ADMINISTRATION
FUNCTIONS, PERSONNEL + STAFF PERFORMANCE, HUMAN RELATIONS, STAFF SELECTION + TRAINING
EFFICIENCY, ORGANIZATION, CUSTOMER HANDLING, OPERATING PROCEDURES + SYSTEMS, ORDER HANDLING,
ORDER PROGRESS, ORDER DELIVERY, AFTER-SALES RATING, ORGANIZATION DECISIONS,
COMMUNICATIONS + OBJECTIVES, ADMINISTRATION COMMUNICATION, ADMINISTRATION CONTROLS,
SECURITY + PRODUCT PROTECTION, QUALITY CONTROL PROCEDURES, ACCOUNTING PRACTICES
ORDER TAKING + PROCEDURES, ORDER DELIVERY + CONTRACT PERFORMANCE, AFTER-SALES
SERVICES + PROCEDURES & LEGAL CONDITIONS + TERMS OF BUSINESS.
VOLUME 6.3.1 COMPANY MANAGEMENT
Certainly the prime direction of the Operational control of
a Competitor involves frustrating the company's MANAGEMENT OBJECTIVES and to this
effect the reader must give importance to the major elements of these controls:- MANAGEMENT
DIRECTION, MANAGEMENT LEVELS, MANAGER OBJECTIVES, MANAGER CONTROL, MANAGEMENT CONTROL
MEASUREMENT, MANAGEMENT PROCEDURES, MANAGEMENT ETHIC, MANAGEMENT TASKS, MANAGER
RESPONSIBILITIES, MANAGEMENT DELEGATION, MANAGEMENT CHANNELS, MANAGEMENT RATINGS,
SUPERVISORY / BOARDROOM MANAGEMENT, EXECUTIVE SUPERVISORY TEAM, SENIOR MARKETING
MANAGEMENT, SENIOR PRODUCT + PROCESS MANAGEMENT, SENIOR FINANCIAL MANAGEMENT, SENIOR
ADMINISTRATIVE MANAGEMENT, MIDDLE SALES + MARKETING MANAGERS, MIDDLE SOURCING / PROCESS /
DISTRIBUTION MANAGERS, MIDDLE FINANCIAL + ACCOUNTING MANAGERS, MIDDLE
ADMINISTRATION + PERSONNEL MANAGERS, SALES + CUSTOMER SERVICE PERSONNEL, BUYING / PROCESS /
DISTRIBUTION STAFF, CREDIT + ACCOUNTING STAFF & ADMINISTRATIVE + SECRETARIAL STAFF.
BALANCE SHEET + COSTS
FORECAST : PERSONNEL + STAFF IMPROVEMENT
The reader must be aware that a Competitor may adopt a
course of action for PERSONNEL + STAFF IMPROVEMENT and this section exhibits the
likely effects of such actions on the company's financial performance.
VOLUME 6.4.1 COMPANY PROCESS
The description of the PROCESS PRINCIPLES of a
Competitor will encourage the reader to attain operational control of the company. The
physical processes of a Competitor form critical factors in company costs and margins and
thus one must seek to influence:- PHYSICAL SYSTEMS, FLEXIBILITY OF PROCESSES, PROCESS
MANAGEMENT, PROCESS DEMANDS, PROCESS AUTOMATION & AUTOMATION RATING.
BALANCE SHEET +
COSTS FORECAST : NEW PLANT & EQUIPMENT INVESTMENT SCENARIOS
NEW PLANT & EQUIPMENT INVESTMENT SCENARIOS are
likely gambits for a Competitor and the reader ought to heed the possible financial
consequences of such scenarios:- PROFIT IMPACT FROM MATERIALS COST REDUCTION, PROFIT
IMPACT FROM PAYROLL COST REDUCTION, PROFIT IMPACT FROM PROCESS COST REDUCTION, PROFIT
IMPACT FROM DISTRIBUTION COST REDUCTION, PROFIT IMPACT FROM CUSTOMER HANDLING COST
REDUCTION, CAPITAL INVESTMENTS OPTIONS: PROCESS PLANT + EQUIPMENT, CAPITAL INVESTMENTS
OPTIONS: PREMISES, CAPITAL INVESTMENTS OPTIONS: DISTRIBUTION / HANDLING, CAPITAL
INVESTMENTS OPTIONS: CUSTOMER HANDLING SYSTEMS, PRODUCT COST IMPROVEMENTS, PRODUCT QUALITY
IMPROVEMENT & CUSTOMER HANDLING IMPROVEMENTS.
VOLUME 6.5.1 PRODUCT INDUSTRY
PRODUCTION + PROCESSES
Any investments undertaken by a Competitor is framed within
the overall context of INDUSTRY PRODUCTION + PROCESSES and thus the reader must be
aware of:- NEW TECHNOLOGY INVESTMENT, PRODUCTION TECHNOLOGY INVESTMENT, PLANT
& PLANT + EQUIPMENT INVESTMENT.
VOLUME 6.6.1 COMPETITOR SHORT-TERM
COMPETITIVE CONSIDERATIONS show the relative performance of the operational aspects of
a Competitor when compared with the industry as a whole. This section will identify to the
reader those areas which require attention and action.
VOLUME 7 MARKET RESEARCH
This volume consists of about 860 pages
This volume provides a complete and comprehensive MARKET
RESEARCH report on all markets in which a Competitor currently operates or has the
potential to operate in the future.
The market research is exhaustive and highly detailed and
supplies the reader with a substantial foundation for decision making in respect of action
against a Competitor.
VOLUME 7.1.1 PRODUCT MARKET -
The first part of the volume is devoted to the national
Trade Cell markets which are essential to the understanding of the marketplace.
VOLUME 7.1.2 PRODUCT MARKET SUMMARY
VOLUME 7.1.3 PRODUCT MARKET DATA
VOLUME 7.1.4 PRODUCT MARKET SECTORS
VOLUME 7.1.5 GEOGRAPHY + DISTRIBUTION
OF THE CUSTOMER BASE
VOLUME 7.2.1 PRODUCT PROFILES
VOLUME 7.2.2 PRODUCT SUMMARY
VOLUME 7.3.1 PRODUCT MARKETING
VOLUME 7.4.1 INDUSTRY FINANCIAL
VOLUME 7.4.2 INDUSTRY PRODUCTION +
VOLUME 7.5.1 NATIONAL SURVEYS:
VOLUME 7.5.2 NATIONAL CONSUMERS +
VOLUME 7.6.1 PRODUCT MARKETS - WORLD
The second part of the volume is devoted to the World markets which are indispensable to the interpretation of the market.
VOLUME 7.6.2 PRODUCT MARKET SUMMARY
VOLUME 7.6.3 GEOGRAPHIC CUSTOMER
VOLUME 7.7.1 PRODUCT MARKETING
VOLUME 7.7.2 INDUSTRY FINANCIAL
VOLUME 7.7.3 INDUSTRY PRODUCTION +
VOLUME 7.8.1 NATIONAL SURVEYS:
VOLUME 7.8.2 NATIONAL CONSUMERS +