EUROPEAN INSTITUTE FOR COMMUNITY DEVELOPMENT Home Contact Us
Financial Performance

Commodities
Distribution
Energy Procurement
Export Performance
Financial Performance
Human Resources
Information Technology
Marketing Performance
Process Systems
Product Licensing
Purchasing
R & D
Technology Transfer
Technology


 

 


     The EICD and their associated research facilities have been collecting information on Companies; their Management and Staff; Products and Markets; Suppliers and Materials Consumed; Bankers and Financiers; Customers and Clients and their Competitors and Industry sectors for almost 30 years. This data is now being used to provide companies and organisations within the European Community and EFTA with competitive information which it is hoped will help in the development of more perfect markets - in the micro-economic sense.

     In 1984 the EICD evolved the first Financial Performance databases. The depth, scope and detail was immediately recognised as an essential and indispensable asset for all corporate management concerned in reviewing the financial performance and efficiency of their own company - or that of a competitor.

     Before 1989 the EICD only provided these databases for official research purposes to other institutes and academic bodies, for use with long-term advertising and marketing appraisal projects; however, in 1989 a policy decision was made by the Institute to make the reports commercially available in response to the need for a more perfect world market where competitive data is freely accessible to all those Community Companies seriously interested in financial and operational planning.

     The Financial Performance Reports are clearly a major breakthrough for all European Community Companies seeking to evaluate their financial performance and operational planning and enable them to quantify and effectively analyse their own profit performance with that of their competitors.

FINANCIAL PERFORMANCE

 

 Contents 
 

HISTORIC ACCOUNTS : 

Introduction 
Basic Company Data                      Historic Financial + Operational Data
Industry Financial Data

 

Vol. 1

1.0
1.1 1.2
1.3

TURNOVER + REVENUE FACTORS : 

Preface
Market Summary 
Market Data Definitions
Markets
Product Profiles
Product Summaries 

 

Vol 2

2.1
2.2
2.3
2.4
2.5
2.6

BALANCE SHEET FORECASTS : 

Base Financial + Operational Forecast 
Industry Norms
Marketing Norms
Scenario Financial + Operational Forecasts
Marketing Expenditure Effect
New Product Expenditure Effect
Market Segmentation Expenditure Effect
New Plant + Equipment Investment Effect
New Technology Investment Effect
Distribution Channel Investment Effect
Cost Structure Improvement Effect
Price Cutting Effect
Price Increase Effect
Quality Improvement Effect
Export Improvement Effect *
Personnel + Staff Improvement Effect

 

Vol 3

3.1.0
3.2
3.3

3.4.1
3.4.2
3.4.3
3.4.4
3.4.5
3.4.6
3.4.7
3.4.8
3.4.9
3.4.10
3.4.11
3.4.12

STRATEGIC PERFORMANCE :

The Product 
     Competition
     The Industry
     Medium + Long Term Strategies

 

Vol 4

NOTE:

The figures and diagrams shown in the boxes represent example pages (or parts of pages) from an actual report.  the examples shown are from a 1991 report on the German company Continental AG.

 
FINANCIAL PERFORMANCE
 
Fundamental Financial data on over  1,000,000 companies  throughout the World.

     The Financial Performance Report on a Target Company is primarily focused on the obstacles and opportunities presented to financial executives in formulating their corporate plans. In order to expedite decision making and planning the report provides an analysis and evaluation of all possible consequences and perspectives confronted by the company.

     The reports analyse all the elements and aspects of the company, its finances, operations, products & services, competitor response, markets & geographic options. This is done over time and shows past performance, future performance prognosis and the effects of financial decisions and expenditure on the company's sales and profits in light of, and in interaction with, the overall financial and market conditions.

The primary aim of the reports is to implement an exhaustive and extensive document which supplies all the data necessary to make the fundamental financial decisions for the company.

The Financial Performance Report on a company can probably tell you more about the Company's Financial Performance - Past and Future - than can any other source.
 

Balance

     The EICD Financial Performance Reports are intended to provide a thorough assessment of the Target Company's Financial Performance.

     The objectives of these reports and the data provided are unique and no equivalent reports presently exist elsewhere in the world. 

     The Financial Performance reports are supplied in 4 volumes comprising of about 1,500 pages.

     As EICD reports are compiled from computer databases the examination of company finances contained in these reports is dependable and explicit and the objectivity and analysis is dramatically superior to that of a manually produced report where one has to rely on individual financial analysts and their opinions.

     For these reasons readers state that EICD reports are a more reliable product than that offered by ordinary Management Consultant's or Financial Analysts reports.

 EICD are currently the only Community organisation publishing hard, factual information which will genuinely help companies overcome their financial predicaments and at the same time encompass the advantages of the single European Union market, the integration of Eastern Europe into the world economy and the reactions or the U.S.A., Japan and the Far Eastern economies.

IEDC       EICD

EUROPEAN INSTITUTE FOR COMMUNITY  DEVELOPMENT

This report costs 1950 and is available for most medium & large companies worldwide.  Delivery 14 days.

 

 

REPORT COVERAGE

 

FINANCIAL PERFORMANCE

 

REPORT COVERAGE

Historic Accounts:- This Report covers the Balance Sheet, Profit & Loss Accounts and Operational Costs of the company for the past three years.

Balance Sheet Forecasts:- The Report gives 13 Balance Sheet, Profit & Loss Accounts and Operational Costs Forecast Scenarios for the company. These Scenarios represent the major financial decisions available to the company during the next six years.

Turnover + Revenue Potential:- The Report covers up to thirty Market Areas, Product and Market Sectors for the company. These markets represent the main sources of the Company's Sales and Revenue.

Time Series Coverage:- Historic data covers the years 1997 to the present and the Forecast data is shown in two time series: a Medium-Term forecast from the present to the year 2016 and a Long-Range projection for the period to 2028.

Company Coverage:- 

The Report covers fifteen Subsidiaries, Divisions & Geographic Market areas for the Company.

Example:
Company Coverage

Example:
Product Coverage

Product Coverage:- 

The Report covers fifteen Product Groups and Product Areas for the Company.

Competitor Coverage:- 

The Report covers the Company's fifteen most critical competitors in their home market plus fourteen other important national markets within their trading area.

Example:
Competitor Coverage

Example:
Market Coverage

Market Coverage:- 

The Report covers up to thirty Market Areas, Product and Market Sectors for the Company.

Time Series Coverage:- 

Historic data covers the years 1997 to the present and the Forecast data is presented in two time series, being: a Medium-Term forecast until 2016 and a Long-Range projection for the period to 2028.

3 Time Series

Historic

Current

Long-Term

1997

2008

2019

1998

2009

2020

1999

2010

2021

2000

2011

2022

2001

2012

2023

2002

2013

2024

2003

2014

2025

2004

2015

2026

2005

2016

2027

2006

2017

2028

2007

2018

2029

 

Volume 1

 

Volume 1

HISTORIC ACCOUNTS


HISTORIC ACCOUNTS

Section 1

     The HISTORIC ACCOUNTS section is designed to investigate the existing situation within the company and its Financial performance. 

     This research provides much awareness of the company and is unparalleled if the reader is endeavouring to analyse present and past financial performance.

     In addition, data is given for the competitors in the industry and market-place so that readers can compare the company's data with that of the competitors.


HISTORIC ACCOUNTS

215 pages

Basic Company Data
Historic Financial + Operational Data
Industry Financial Data

Basic Company Data
 

Industry Financial Data *

Industry financial data given in this section is based on reported industry accounts plus data gained from other sources as available.

Example:
Industry Profits

 

*   INDUSTRY FINANCIAL DATA

SALES: Gross turnover recorded, including overseas sales, inter-group sales and exports, but excluding VAT.

DOMESTIC SALES: Wherever applicable, domestic Sales represents the proportion of total turnover generated locally less exports produced by the same companies.

EXPORTS: This figure will be shown where it has been disclosed.

PRE-TAX PROFIT: The net trading profit figure declared after deducting all operating expenses including depreciation and finance charges but before deduction of tax, dividends, subventions or group relief and other appropriations. Consolidated data is included where applicable in respect of the share of profits and losses of associated companies. Items described by the company as exceptional are included. Those described as extraordinary items are excluded.

INTEREST PAID: Gross interest paid. It should be noted that many private companies either do not disclose this figure in full or aggregate short-term, long-term and hire purchase interest together.

NON-TRADING INCOME: Comprises Investment income received, such as income from quoted & unquoted investments, rents received, share of profit from associated companies; as well as Reserves adjustments, such as transfers from capital grant reserve, interest relief grants.

OPERATING PROFIT: Pre-tax profit plus interest, less non-trading income.

DEPRECIATION: Includes amounts written off tangible fixed assets, including leased assets.

TRADING PROFIT: Operating profit plus depreciation.

FIXED ASSETS: Property, plant, fixtures and fittings, office equipment and motor vehicles wholly owned and shown at their written down book value.

INTANGIBLE ASSETS: Non-tangible assets such as good will, trade marks, patents and copyrights.

INTERMEDIATE ASSETS: Includes investments in subsidiary and associated companies, trade investments and other unquoted investments, insurance premiums on life policies, and Advanced Corporation Tax recoverable. In addition, amounts due from other Group companies (as necessary), associated and affiliated companies, receivable after one year and with no stated fixed repayment terms will be included. Long term portions of trade and sundry debtors will also be included, wherever they are disclosed separately in the accounts.

STOCKS: Stocks and work in progress (net of progress repayments) held.

DEBTORS: Trade debtors and trade bills receivable due within one year.

OTHER CURRENT ASSETS: Cash and near cash items such as quoted investments and tax reserve certificates. In addition, sundry debtors, prepayments and accrued income due within one year, as well as amounts due from other group companies, associated and affiliated companies receivable within one year.

TOTAL CURRENT ASSETS: The sum of stocks, debtors and other current assets, representing the portion of a company's assets which is realisable within a year. 

CREDITORS: Trade creditors and bills payable within one year.

SHORT TERM LOANS: Includes short term portions of bank and other institutions, loans, bank overdrafts, hire purchase repayments and leasing obligations, all of which are due within one year. In addition amounts due to other group, associated and affiliated companies payable within one year will be included.

OTHER CURRENT LIABILITIES: Sundry creditors, accrued expenses and prepaid income including dividends, corporation tax, social security and other sundry amounts payable within one year.

TOTAL CURRENT LIABILITIES: The sum of trade creditors, short term debt and other current liabilities.

NET ASSETS: The net assets employed are obtained by subtracting total current liabilities from the total assets.

SHAREHOLDERS FUNDS: The sum of issued, ordinary, and preference share capital, all reserves, the profit and loss balance (retained profits) and government grants.

LONG TERM LOANS: Includes long term portions of bank and other institutional loans, mortgages, hire purchase repayments and leasing obligations, all of which are due after on year. In addition, amounts due to other group, associated and affiliated companies payable after one year will be included.

OTHER LONG TERM LIABILITIES: Deferred and future taxation, minority interests, pension funds and similar liabilities, provisions for liabilities and charges due.

CAPITAL EMPLOYED: The sum of long term liabilities. It represents the counterpart of the net assets employed by the firm.

DIRECTORS REMUNERATION: Includes all payments made to directors including pension fund contributions, ex-gratia payments and payments to directors' family.

NUMBER OF EMPLOYEES AND THEIR REMUNERATION: The average number of employees together with their aggregate wages and salaries.

WORKING CAPITAL: The short-term funding to carry out day to day trading activities, it is obtained by subtracting total current liabilities from the current assets.

TOTAL DEBT: This amount is obtained by adding short term loans to the long term loans.

TOTAL LIABILITIES: The sum of capital employed and total current liabilities.

NET WORTH: Equals shareholders funds less the intangible assets.

RETURN ON CAPITAL: Pre-tax profits as a percentage of capital employed.

RETURN ON ASSETS: Pre-tax profits as a percentage of total assets.

RETURN ON SHAREHOLDERS FUNDS: Pre-tax profits as a percentage of shareholders funds.

PRE-TAX PROFIT MARGIN: Pre-tax profits as a percentage of sales.

OPERATING PROFIT MARGIN: Operating profit as a percentage of sales.

TRADING PROFIT MARGIN: Trading profit as a percentage of sales.

ASSET UTILISATION: Sales as a ratio of total sales.

SALES/FIXED ASSETS: Sales as a ratio of fixed assets.

STOCK TURNOVER: Sales as a ratio of stocks.

CREDIT PERIOD: Debtors over sales times 365 days. 

CREDITORS RATIO: Creditors over sales times 365 days.

WORKING CAPITAL/SALES: Working capital over sales.

CURRENT RATIO: Current assets as a ratio of current liabilities.

QUICK RATIO: Current assets less stocks as a ratio of current liabilities.

BORROWING RATIO: Total debt as a ratio of net worth.

EQUITY GEARING: Shareholders funds as a ratio of total liabilities.

INCOME GEARING: Interest paid as a percentage of profit before tax and before interest paid.

TOTAL DEBT/WORKING CAPITAL: Total debt as a ratio of working capital.

DEBT GEARING RATIO: Long term loans as a ratio of net worth.

AVERAGE REMUNERATION: Total employee remuneration divided by the number of employees.

PROFIT/EMPLOYEES: Profit before tax divided by the number of employees.

SALES/EMPLOYEES: Sales divided by the number of employees.

WAGES/SALES: Employee remuneration divided by sales.

FIXED ASSETS/EMPLOYEES: Fixed assets divided by the number of employees.

EXPORTS/SALES: Exports divided by sales.

FORECAST SELLING GROWTH RATE (%/YEAR): A forecast of the annual growth rate of the selling prices. 

ROI = NET INCOME/INVESTMENT: Pre-tax net income, including special non-recurring costs, minus corporate overhead costs, as a percentage of average investment including fixed and working capital at book value, but excluding corporate investment not particular to the business.

FIFO VALUATION: The accounting method used for inventory valuation FIFO, or another method (e.g. LIFO). 

FIXED CAPITAL INTENSITY: Gross book value of plant and equipment expressed as a percentage of sales. Gross book value includes original value of buildings, real estate manufacturing equipment and transportation equipment. 

IMMEDIATE CUSTOMER FRAGMENTATION: The proportion of the total number of immediate customers accounting for 50% of total sales, expressed as a percentage. For example, if 5 of a business's 100 immediate customers represent 50% of the business's sales, immediate customer fragmentation is 5%. 

THE DISCOUNT CASH FLOW YIELD RATE: The internal rate of return after tax earned in this business when this strategy is executed. It is the time discount rate at which discounted cash flow plus residual is equal to initial investment. 

INDUSTRY CONCENTRATION RATIO: The amount of industry shipments accounted for by the four largest firms in the industry expressed as a percentage. 

INDUSTRY (SIC) GROWTH, LONG RUN: The annual long term (10 year) growth rate of the SIC industry in which the business is located, expressed as a percentage.

INVENTORY/SALES: The sum of raw materials, work-in-process inventory and finished goods inventory (each net of reserve for losses) as a percentage of sales.

INVESTMENT PER EMPLOYEE: Average investment, expressed in monetary units per employee. 

MARKET POSITION: A factor combining: 

a) MARKET SHARE: the share of the served market for the business, expressed as a percentage. 

b) RELATIVE MARKET SHARE: the market share of the business relative to the combined market share of the three leading competitors, expressed as a percentage. For example if ones business has 30% of the market and the three largest competitors have 20%, 10% and 10%: 30 divided by (20+10+10) = 75%. 

MARKET SHARE: The share of the served market expressed as a percentage. 

RELATIVE MARKET SHARE: The market share of the business, relative to the combined market shares of the three leading competitors, expressed as a percentage. 

RELATIVE PRODUCT QUALITY: The percentage of sales volume from products and service that, from the perspective of the consumer, are judged as superior to those available from leading competitors minus the percentage judged as inferior. 

RELATIVE PRICE: The average level of selling prices of the products and service of the business relative to the average level of the leading competitors. The average price of the competitors is 100%; if the average prices of the business are 5% higher when its price relative to competition is 105%.

EMPLOYEES UNIONISED: The percentage of total employees of the business who are unionised. 

NEW PRODUCT SALES/SALES: Percentage of sales accounted for by new products. New products are those products introduced during the three preceding years.

INVESTMENT/VALUE ADDED: Investment expressed as a percentage of value added. Value added is adjusted for profits to minimise that portion of the relationship with ROI which is caused by under or overstated earnings. 

FIXED CAPITAL INTENSITY: The gross book value of plant and equipment, expressed as a percentage of sales. 

VERTICAL INTEGRATION: Value added as a percentage of sales. Both value added and sales are adjusted for profits to minimise that portion of the relationship with ROI which is caused by under or overstated earnings.

VALUE ADDED/EMPLOYEES: Value added (adjusted for profits) expressed in monetary terms per employee.

CAPACITY UTILISATION: The average % percentage of standard capacity utilised during the year. Standard capacity is the sales value of the maximum output the business can sustain with a) facilities normally in operation and b) current constraints (e.g. technology, work rules, labour practices, etc.) For most manufacturing businesses this will consist of 2 shifts, 5 days per week. For process businesses a 3 shift, 6 day work week is typical. 

RELATIVE INTEGRATION BACKWARD: The degree of backward vertical integration (i.e. toward suppliers) of the business relative to its leading competitors. 

RELATIVE INTEGRATION FORWARD: The degree of forward vertical integration (i.e. toward customers) of the business relative to its leading competitors (less than, the same as, more than). 

SELLING PRICE GROWTH RATE: The annual growth rate of selling prices charged by the business, expressed as a percentage. 

STANDARD PRODUCTS/SERVICES: The products or services of the business more or less standardised for all customers, or are they designed or produced to order for individual customers.

THE DISCOUNTED NET INCOME (10 YEARS): From pre-tax net income in each year is deducted a capital charge on the increase in investment since the base period to reflect the cost of these funds. The time discount rate is then applied to obtain the present value of the income stream for the 10 year period. 

THE DISCOUNTED CASH FLOW: The cash generated over ten years from net income, less the cash absorbed by increases in the net investment in the business. The annual cash flows are discounted to a present value, using the time discount rate. 

MARKET SHARE GROWTH RATE: The annual growth rate of market share expressed as a percentage. 

MARKET SHARE INSTABILITY: The instability of the market share of the business, measured as the sum of the absolute values of the business's annual market share changes.

NEWNESS OF P&E (NBV/GBV): Newness of plant and equipment, measured as the ratio of net book value to gross book value. 

REAL MARKET GROWTH, SHORT-RUN: The annual growth rate of the size of served market, deflated by the selling price index, expressed as a percentage. 

RELATIVE COMPENSATION: The average of hourly wage rates relative to leading competitors and salary levels relative to competitors. Competitors' wage rates and salary levels are 100%; if ones wage rates and salary levels are 5% higher, ones relative hourly wage rates are 105%, relative salaries are 105%, and ones average relative compensation is 105%. 

R&D EXPENSES/SALES: Product or Service R&D expenses plus Process R&D expenses expressed as a percentage of sales. Product or Service R&D expenses include all expenses incurred to secure innovation and advances in the products or services of the business, include improvements in packaging as well as product design, features and functions. Process R&D expenses include all expenses for process improvements for the purpose of reducing the cost of manufacturing, processing and physical handling of goods by the business. Sales is the net sales billed including lease revenues of the business. 

MARKETING EXPENSES/SALES: The sum of sales force, advertising, promotion and other marketing expenses expressed as a percentage of sales. Do not include costs of physical distribution. 

INVESTMENT/SALES: Investment as a percentage of sales. Investment can be measured in any of the following ways: a) net book value of plant and equipment plus working capital b) equity plus long-term debt c) total assets employed minus current liabilities attributable to the business.

REAL MARKET GROWTH RATE: The historical annual real (unit) growth rate of the market which the business serves, expressed as a percentage. 

% SHARE OF 4 LARGEST FIRMS: The combined market shares of the four leading firms in the industry, expressed as a percentage. 

% OF CUSTOMERS = 50% SALES: The best estimate of the percentage of immediate customers accounting for 50% of the sales of the business. 

PURCHASE AMOUNT IMMEDIATE CUSTOMERS: The typical amount of products or services bought by an immediate customer in a single transaction. 

SALES: The net sales billed, including lease revenues. 

ACTUAL ROI: The actual, pre-tax net income expressed as a percentage of investment for the business, used to adjust the future estimates of ROI. 

FORECAST REAL MARKET GROWTH RATE (%/YEAR): An estimate of the future annual real growth rate of the served market. 

 

HISTORIC FINANCIAL + OPERATIONAL DATA*

Historic Data (previous 3 years) for the company

     The Financial and Operational Data sections show each of the items listed *in terms of historic data and covers a period of the previous 3 years. The data is given in terms of a graphic display and a written narrative which explains the changes experienced. The graphic display uses a standard scale which may, if required, be superimposed and/or used for audio-visual projection purposes.

Example**:
Balance Sheet Data

Example:
Ratios & Margins


 

* FINANCIAL + OPERATIONAL DATA

Total Sales; Domestic Sales; Exports; **Pre-tax Profit; Interest Paid; Non-trading Income; Operating Profit; Depreciation; Trading Profit; Fixed Assets; Intangible Assets; Intermediate Assets; Total Fixed Assets; Stocks; Debtors; Other Current Assets; Total Current Assets; Total Assets; Creditors; Short Term Loans; Other Current Liabilities; Total Current Liabilities; Net Assets; Shareholders' Funds; Long Term Loans; Other Long Term Liabilities; Capital Employed; Directors' Remunerations; Employees' Remunerations; Total Employees.

Order Handling Process Expenditure; Customer Handling Process Technology Expenditure; Total Order / Customer Handling Development Expenditure; Customer Handling Equipment in Use within the range 0-3 years - 3-6 years - 6-9 years - 9+ years; Customer Handling Equipment Investment greater than Depreciation - Less than Depreciation; Capital Expenditure on Customer Handling Equipment; Capital Expenditure on Sales Offices; Capital Expenditure on Communications.

Sales Costs; Distribution & Handling Costs; Advertising Costs; After-Sales Costs; Total Marketing Costs; Added Value; Product Pricing as a % of the Market Average; New Products % Total Output; Index of Comparative Salesforce & Selling Expenditure; Index of Comparative Advertising Expenditure; Index of Comparative General Promotional Expenditure; Customers - Wholesale - Retailer - OEM & Manufacturing - Consumer & End User - Government.

Input Supplies / Materials and Energy Costs, Payroll Costs, Total Operational & Process Costs, Sales Personnel Variable & Commission Costs, Sales Expenses and Costs, Sales Materials Costs, Total Sales Costs, Distribution Fixed Costs, Distribution Variable Costs, Warehousing Fixed Costs, Warehousing Variable Costs, Physical Handling Fixed Costs, Physical. Handling Variable Costs, Physical Process Fixed Costs, Physical Process Variable Costs, Total Distribution and Handling Costs, Mailing & Correspondence Costs, Media Advertising Costs, Advertising Materials & Print, POS & Display Costs, Exhibition & Events Costs, Total Advertising Costs, Product Returns & Rejection Costs, Product Installation & Re-Installation Costs, Product Breakdown & Post Installation Costs, Product Systems & Configuration Costs, Product Service & Maintenance Costs, Customer Problem Solving & Complaint Costs, Total After-Sales Costs, Total Marketing Costs, Total Operational Costs, New Technology Expenditure, New Production Technology Expenditure, Research and Development Expenditure, Capital Expenditure on Plant and Equipment, Capital Expenditure on Structures, Capital Expenditure on Misc. Items, Total Capital Expenditure, Finished Product Stocks, Work in Progress as Stocks, Materials as Stocks, Consumables + Supplies as Stock, Debtors within Agreed Terms, Debtors Outside Agreed Terms, Un-recoverable Debts

Return on Capital, Return on Assets, Return on Shareholders' Funds, Pre-tax Profit Margins, Operating Profit Margin, Trading Profit Margin, Return on Investment, Assets Utilization ( Sales to Total Assets ), Sales Ratio of Fixed Assets, Stock Turnover ( Sales : ratio of Stocks ), Credit Period, Creditors' Ratio (Creditors : Sales x 365 days), Default Debtors given (Ratio of Total Debtors, Un-Recoverable Debts (Ratio of Total Debts, Working Capital / Sales, Materials & Energy Costs as a % of Sales, Added Value, Investment as a Ratio of Added Value, Value of Plant & Equipment as a % of Sales, Vertical Integration (Value Added % of Sales), Research & Development Investment % Sales, Capital Expenditure Investment % Sales, Marketing Costs % of Sales, Current Ratio (Current Assets : Current Liabilities), Quick Ratio, Borrowing Ratio (Total Debt : Net Worth), Equity Ratio (Shareholders Funds : Liabilities), Income Gearing, Total Debt as a ratio of Working Capital, Debt Gearing Ratio (Long Term Loans : Net Worth), Average Remuneration (full and part time), Profit per Employee, Sales per Employee, Remuneration / Sales, Fixed Assets per Employee, Capital Employed per Employee, Total Assets per Employee, Value of Average Investment per Employee, Value Added per Employee, Materials & Energy Costs as a % of Sales, Payroll Costs as a % of Sales, Payroll as a Ratio to Materials, Variable Costs % of Sales, Fixed Costs as a % of Sales, Fixed Costs as a Ratio of Variable Costs, Distribution Costs % of Sales, Warehousing Costs % Sales, Physical Costs as a % of Sales, Fixed as a Ratio of Variable Distribution Costs, Fixed as a Ratio of Variable Warehousing Costs, Fixed as a Ratio of Variable Physical Costs, Fixed as a Ratio of Variable Total Distribution & Handling Costs, Product Returns & Rejections Costs % of Sales, Product Installation & Associated Costs as a % of Sales, Product Breakdown & Associated Costs as a % of Sales, Product Systems & Associated Costs as a % of Sales, Product Service & Associated Costs % of Sales, Customer Complaint & Ass. Costs % of Sales,Stock Work in Progress & Materials : Ratio of Finished Products, Stock Materials as a Ratio of Work in Progress, Un-recoverable Debts as a Ratio of Total Debt, Un-recoverable Debts as a Ratio of Debts Within Terms, Total Sales Costs % of Sales, Total Distribution & Handling Costs % of Sales, Total Advertising Costs as a % of Sales, Total After-Sales Costs as a % of Sales, Customer Compensation Costs % of Sales, Total Variable Marketing Costs % of Sales, Total Fixed Marketing Costs as a % of Sales, Total Fixed Marketing Costs Ratio of Variable Marketing Costs, Variable Sales Personnel Costs as a Ratio of Marketing Costs, Variable Distribution & Handling Ratio of Marketing Costs, Variable Advertising Ratio of Marketing Costs, Variable After-Sales Ratio of Marketing Costs, Sales Personnel Variable Costs : of Sales, Sales Person Variable Costs Ratio of Debts, Sales Personnel Variable Costs Ratio of Un-Recoverable Debts, Exports as a % of Sales

 

 

 

Volume 2

 

Volume 2

TURNOVER + REVENUE FACTORS

 

TURNOVER + REVENUE FACTORS

Section 2

The TURNOVER + REVENUE section of the report is intended to show a historic, short-term and long-term analysis of the Turnover and Revenue available, i.e. the Markets in which the company operates. This data is used to evaluate and forecast the Financial performance of the Company. 

It is these market appraisals which will form the basis of the rationale of the sales and markets available to the company in the Short-Term and the Long-Term. Historic data provided will enable readers to compare the evolution of the past market status with the historic performance of the Company.

 

TURNOVER + REVENUE FACTORS

100 pages

Preface 
Market Summary 
Market Data Definitions 
Markets 
Product Profiles 
Product Summaries

 

HISTORIC MARKETS

Market Sales & Consumption data (1997 to the present) is given for each year for each country in the Company's trading area AND by each Product in the Company's market-place. 

Market Consumption and Market Trend figures are given:-
   by EACH COUNTRY / STATE / REGION 
   by EACH PRODUCT Group and/or MARKET Sector 
   by YEAR from 1997

Example:
Historic Market Data

 

LONG-TERM MARKETS
This section consists of a LONG-TERM MARKET CONSUMPTION forecast giving data for each year to the year 2028.

Market Consumption and Market Trend figures are given:- 
    by EACH COUNTRY / STATE / REGION 
    by EACH PRODUCT Group and/or MARKET Sector
    by YEAR to 2028

MARKET GROWTH RATES % Average Annual Growth Rate to the year 2028 Given for each of 16 national markets critical to the Company. 

Product Profiles

Figures for Products are given
   by Each country
   by Each Product
   by Each Year 

This section provides Product Profile data for each Product or Market sector in a matrix for all the countries or states covered by the report.

Example:
Product Profiles

 

SHORT-TERM MARKETS

This section consists of MARKET CONSUMPTION data for each year from the present to 2016. 

Market Consumption and Market Trend figures are given:- 
    by EACH Country / State 
    by EACH PRODUCT & MARKET 
    by YEAR to 2016
 

Example:
Market Forecasts

 

Product Summary

Figures for Products are given
   by Each country
   by Each Product

This section provides Product Summary for each Product or Market sector in a matrix for all the countries or states covered by the report in the Present, the Medium and Long-Term.

Example:
Product Summary


 

 

 

 

Volume 3

 

Volume 3

BALANCE SHEET FORECASTS

BALANCE SHEET FORECASTS

Section 3

The BALANCE SHEET FORECASTS section of the report gives a series of Balance Sheet Forecasts for the company using a number of assumptions relating to the financial decisions available to the management of the company.

The first Balance sheet forecast given is the prognosis which assumes no change in the internal circumstances of the company. This represents the BASE forecast and is the reference point for all the other 12 forecasts given thereafter:-

1.  Base Financial + Operational Forecast *

2.  Marketing Expenditure Scenario *
        Marketing Costs
3.  New Product Expenditure Scenario *
        New Product + Product Launch Data
4.  Market Segmentation Expenditure Scenario *
        Market Segmentation
5.  New Plant + Equipment Investment Scenario *
        New Plant + Equipment Data
6.  New Technology Investment Scenario *
        New Production + Process Technology
7.  Distribution Channel Investment Scenario *
        Distribution Channel Investment
8.  Cost Structure Improvement Scenario *
         Cost Structure Data
9.  Price Cutting Scenario *
10. Price Increase Scenario *
11. Quality Improvement Scenario *
12. Export Improvement Scenario *
13. Personnel + Staff Improvement Scenario *

BALANCE SHEET FORECASTS

1205 pages

Base Financial + Operational Forecast 
  Industry Norms 
  Marketing Norms 
Scenario Financial + Operational Forecasts
Marketing Expenditure Effect 
New Product Expenditure Effect 
Market Segmentation Expenditure Effect 
New Plant + Equipment Investment Effect 
New Technology Investment Effect 
Distribution Channel Investment Effect 
Cost Structure Improvement Effect 
Price Cutting Effect 
Price Increase Effect 
Quality Improvement Effect 
Export Improvement Effect 
Personnel + Staff Improvement Effect 

Marketing 

Marketing Factors

Figures are given:- 
  by EACH COUNTRY / STATE / REGION 
  by YEAR.

PRODUCT FACTORS: Quality. Approvals. Design factors / design specifications. Physical criteria / physical parameters. R&D costs / development costs / customisation. Technology / technology factors & development. Product life / longevity. Performance / product efficiency / product integrity. Reliability / product failure / product defects. Operating criteria / product operation or usage. Probability of technical development / technical. Product life cycle / product obsolescence.

MARKETING FACTORS: Distribution / warehousing / handling costs. Costs/prices at supplier sale price. Costs/prices at end user / retail sale price. Stock availability / lead times / delivery. Sales promotion & sales costs. Advertising posture & advertising costs. Competition / competitors' aggressiveness & posture. Market share / relative market shares. Seasonality / cyclical demand / demand fluctuations. Sensitivity to economic climate & conditions. After-sales factors.

SUPPLIER FACTORS: Processing / production / handling facilities & capacity. Processing/ handling capacity / flexibility of plant. Dependence on sub-contractors / in-house supplies. Technical capabilities / new product developments. Technological aptitude & innovations. Other capacity. Own buying influence / economies of scale. Alternative suppliers base. Commitment/capacity of other suppliers. Price advantages & pricing amongst other suppliers. Conditions of sale / terms of trading.

DISTRIBUTION / CUSTOMER INTERFACE FACTORS: Technical / marketing capabilities & capacity. Distribution facilities & manpower availability. Commitment to other suppliers. Sales volumes / turnover required. Margins / added value. Captive customer base / customers handled. Area/s serviced & geographic coverage. Sales promotion / advertising / sales force. Effects on existing products & customer base. Cash-flow requirements of distribution channel. Capital requirements.

CUSTOMER FACTORS: Propensity to consume / demand factors. Product purchase background / past product purchase. Purchasing criteria - commercial. Purchasing criteria - motivational. Purchase price / acquisition costs / product costs. DMU susceptibility / customer awareness.

Marketing Costs   Sales & selling costs; sales & selling costs :During product launch; distribution / warehousing / handling / processing costs; distribution / warehousing / handling / processing costs :during product launch; advertising / promotional costs; advertising / promotional costs :during product launch; after-sales costs; after-sales costs :product launch; total marketing costs; total marketing costs :product launch.

MARKETING COSTS
Figures for the Products are given 
  by EACH COUNTRY / STATE / REGION 
  by YEAR to 2028: 

Example:
Costs


 

SALES COSTS
Sales Personnel
Sales Personnel Expenses
Sales Materials
Distribution
Warehousing / Handling / Processing
Distribution Fixed Costs & Overheads
Distribution / Variable Costs
Warehouse / Storage Fixed Costs & Overheads
Warehouse / Storage Variable Costs
Physical Handling Fixed Costs & Overheads
Physical Handling Variable Costs
Physical Process Fixed Costs & Overheads
Physical Process Variable Costs.
 

Example:
Marketing Costs


 

ADVERTISING / PROMOTIONAL COSTS:
Direct Mail & Direct Access
Media
Materials
POS & Distribution Channel
Advertising Materials Costs
Exhibition & Demonstration Costs.

Example:
Vital Marketing Costs analysed

Example:
Marketing Data


 

New Product + Product Launch Data

New Product Investments
New Product Expenditure in previous 3 years
New Product Technology in previous 3 years
New Product Expenditure during next 3 - 6 years
New Product Technology during next 3 - 6 years
New Product Expenditure during next 6 - 9 years
New Product Technology during next 6 - 9 years.

Product Launch / Revision Data
Adoption rates :product revisions + new products
Conversion ratios :revisions + new products
Potential 1st year growth: revisions + new products.

Example:
New Product Introductions


 

Market Segmentation

Market Segmentation
Pricing - lower price -v- higher price
Availability - greater -v- reduced availability
Convenience factors 
Distribution factors
Customer factors
Psychographics
Branding
Multi-branding
Market stretching. 

Product Segmentation
Higher quality
Lower quality
Performance variances
Technological & technical factors
Warranty variances
Service factor variances
Product fragmentation.

Example:
Segmentation


 

New Plant + Equipment Data

Investment:
PLANT & EQUIPMENT % of Total P & E
Years in use: 0-3
Years in use: 3-6
Years in use: 6-9
Years in use: 9+
P & E INVESTMENT % of Companies
Less than Depreciation
Equal to Depreciation
Greater than Depreciation. 

Example:
Plant & Equipment


 

New Production + Process Technology

Industry Expenditure:
New technology investment
Process technology investment
Process technology investment in previous 3 years
Process technology investment during next: 3-6 years
Process technology investment during next: 6-9 years
Process technology investment during 9+ years
Automation technology investment in previous 3 years
Automation technology investment during next: 3-6 years
Automation technology investment during next: 6-9 years
Automation technology investment during 9+ years

Example:
Technology


 
 

Distribution Channel Investment

Wholesale
Retail
manufacturing-OEM
Government
Public
Others immediate customers.

Example:
Product Marketing


 

Cost Structure Data

INDUSTRY EMPLOYMENT

INDUSTRY COST STRUCTURE % of total revenue:
Payroll
Materials
Value added

INVENTORY STRUCTURE % of total revenue:
Total inventory
Finished products
Work in progress
Materials

Example:
Capital usage

BALANCE SHEET FORECASTS
 

The Target Company will, in both the short-term and the long-term, have crucial decisions to make regarding investments, costs and margins and these decisions will need to be evaluated in light of the customers, markets, competitors, products, industry and internal factors. The scenarios given isolate 12 of the most important factors and provide balance sheet forecasts for each of the scenarios.

The data provides a short and medium term forecast covering the next 6 years for each of the Forecast Financial and Operational items. The Financial and Operational Data sections show each of the items listed below in terms of forecast data and covers a period of the next 6 years. The data is given in terms of a graphic display and a written narrative which explains the changes experienced.

The graphic display uses a standard scale which may, if required, be superimposed and/or used for visual projection purposes.

In addition data is given for the competitors in the industry and market-place so that readers can compare the company's data with that of the competitors.

This section gives a series of 13 Balance Sheet Forecasts (covering 6 years for each item marked*) using a number of scenarios and assumptions relating to the financial and operating decisions available to the management of the Company. 
 

1.  Base Financial + Operational Forecast *

This section is designed to provide a BASE tactical prognosis and analysis of the Target Company which is used to evaluate and forecast short and medium term considerations and factors.  The Short and Medium Term is regarded as being the next 6 years. 

 

2.  Marketing Expenditure Effect *

This section analyses the effects of a moderate increase in Advertising and Marketing expenditure in terms of the target company's Financial and Operational Results.

Marketing expenditure includes Sales & Selling costs, Distribution / Warehousing / Handling / Processing costs, Advertising / Promotional costs, After-sales costs and Total Marketing costs.

The scenario assumes that the target company will increase its Marketing spend by 5% above that of the market and competitor average for the countries in which the company operates.

 

3.  New Product Expenditure Effect *

This section analyses the effects New Products or Product Revision expenditure in terms of the target company's Financial and Operational Results.

New Products refer to entirely New Products or services offered to customers and Product Revisions refer to the improvement or enhancement of existing products or services.

The scenario assumes that the target company will increase its New Product investment by 5% above that of the industry and competitor average for the countries in which the company operates.

 

4. Market Segmentation Expenditure *

This section analyses the effects of a Market Segmentation programme and its concomitant expenditure in terms of the target company's  Financial and Operational Results.

Market Segmentation involves the repositioning, repackaging or remarketing of existing products to meet and serve other market segments.  In general terms the expenditure incurred is limited product development costs plus additional marketing costs. 

This tactic is regarded as a short or medium-term operation where the benefits are seen in a fairly short time. 

 

5. New Plant + Equipment Investment *

This section analyses the effects of a New Plant + Equipment Investment programme and its inherent expenditure expenditure in terms of the target company's  Financial and Operational Results.

By the very of   New Plant + Equipment Investment programmes the lead-times are extensive and the pay-back period tends to be rather protracted.  the benefits from this scenario will not be seen for some 3-5 years from inception. 

 

6. New Technology Investment Effect *

This section analyses the effects of a New Technology Investment programme and its inferred overheads in terms of the target company's  Financial and Operational Results.

New Technology Investment programmes are long-range investments which do not necessarily bear fruit until year 5 or or after. 

The implementation of such investment is essentially for the long-term survival of the target company and failure in this respect reflects on the survivability of the company. 

 

7. Distribution Channel Investment Effect *

This section analyses the effects of a Distribution Channel Improvement programme and its likely expenditure in terms of the target company's  Financial and Operational Results.

Distribution Channel Investments can bring almost immediate results in terms of turnover and profitability and in general terms the investment involves both short-term tactical projects as well as medium-term expenditure on equipment and capital projects. 

 

8. Cost Structure Improvement Effect *

This section analyses the effects of a Cost Structure Improvement and its implicit cost savings in terms of the target company's  Financial and Operational Results.

Cost Structure Improvements have immediate effects on company profitability and a subsequent effect on turnover as costs savings are reflected in prices and thus sales.  There are long-term side effects to this tactic, being that there is a tendency for such programmes to stifle the development of New Products or improvements in marketing, distribution, staff improvements, et al.

 

9. Price Cutting Effect *

This section analyses the effects of a Price Cutting tactic and its implied increasing turnover in terms of the target company's   Financial and Operational Results.

Price Cutting has an immediate effect on company turnover but clearly not necessarily on profitability, at least in the short-term.  There are long-term side effects to this tactic, being that there is a danger for such action to reflect on the quality and market position of the company.

Price Cutting tends to be a short-term remedy to sales problems and cannot be sustained for over 2-3 years.  Thus the forecasts are pre-occupied with short-term effects.

 

10. Price Increase Effect *

This section analyses the effects of a Price Increase tactic and its implied increasing profit margins in terms of the target company's  Financial and Operational Results.

Price Increase has an immediate effect on company profit but evidently not on turnover.   There are long-term side effects to this tactic, being that there is a pattern for such tactics to reflect on the market share and market placement of the company.

Price Cutting tends to be a short-term panacea to company problems and cannot be prolonged over 1-2 years.  Thus the forecasts are pre-occupied with short-term effects.

 

11. Quality Improvement Effect *

This section analyses the effects of a Quality Improvement programme and is associated expenditure in terms of the target company's  Financial and Operational Results.

Quality Improvement involves the re-engineering, re-specification and then remarketing of existing products or services to meet and serve more up-market segments.  In general terms the costs incurred is some product development expenditure plus additional marketing costs.

The tactic is regarded as a short or medium-term operation where the benefits are seen in the relatively short period.

 

12. Export Improvement Effect *

This section analyses the effects of an Export Improvement programme and its inherent expenditure in terms of the target company's   Financial and Operational Results.

Export Improvements can bring almost instantaneous results in terms of turnover and profitability. Generally the investment involves both short-term tactical projects in overseas markets as well as medium-term expenditure on distribution channels and capital establishment costs. 

 

13. Personnel + Staff Improvement Effect *

This section analyses the effects of a Personnel + Staff Improvement and its expenditure in terms of the target company's   Financial and Operational Results.

By the very tendency of Personnel + Staff Improvement programmes the lead-times are long and the pay-back period tends to be over 2 years.  The benefits from this scenario will not be seen for some 3-5 years from conception,  yet any company not engaged in such a programme must inevitably face long-term failure of its business plans. 


* FINANCIAL + OPERATIONAL DATA

Total Sales; Domestic Sales; Exports; Pre-tax Profit; Interest Paid; Non-trading Income; Operating Profit; Depreciation; Trading Profit; Fixed Assets; Intangible Assets; Intermediate Assets; Total Fixed Assets; Stocks; Debtors; Other Current Assets; Total Current Assets; Total Assets; Creditors; Short Term Loans; Other Current Liabilities; Total Current Liabilities; Net Assets; Shareholders' Funds; Long Term Loans; Other Long Term Liabilities; Capital Employed; Directors' Remunerations; Employees' Remunerations; Total Employees.

Order Handling Process Expenditure; Customer Handling Process Technology Expenditure; Total Order / Customer Handling Development Expenditure; Customer Handling Equipment in Use within the range 0-3 years - 3-6 years - 6-9 years - 9+ years; Customer Handling Equipment Investment greater than Depreciation - Less than Depreciation; Capital Expenditure on Customer Handling Equipment; Capital Expenditure on Sales Offices; Capital Expenditure on Communications.

Sales Costs; Distribution & Handling Costs; Advertising Costs; After-Sales Costs; Total Marketing Costs; Added Value; Product Pricing as a % of the Market Average; New Products % Total Output; Index of Comparative Salesforce & Selling Expenditure; Index of Comparative Advertising Expenditure; Index of Comparative General Promotional Expenditure; Customers - Wholesale - Retailer - OEM & Manufacturing - Consumer & End User - Government.

Input Supplies / Materials and Energy Costs, Payroll Costs, Total Operational & Process Costs, Sales Personnel Variable & Commission Costs, Sales Expenses and Costs, Sales Materials Costs, Total Sales Costs, Distribution Fixed Costs, Distribution Variable Costs, Warehousing Fixed Costs, Warehousing Variable Costs, Physical Handling Fixed Costs, Physical. Handling Variable Costs, Physical Process Fixed Costs, Physical Process Variable Costs, Total Distribution and Handling Costs, Mailing & Correspondence Costs, Media Advertising Costs, Advertising Materials & Print, POS & Display Costs, Exhibition & Events Costs, Total Advertising Costs, Product Returns & Rejection Costs, Product Installation & Re-Installation Costs, Product Breakdown & Post Installation Costs, Product Systems & Configuration Costs, Product Service & Maintenance Costs, Customer Problem Solving & Complaint Costs, Total After-Sales Costs, Total Marketing Costs, Total Operational Costs, New Technology Expenditure, New Production Technology Expenditure, Research and Development Expenditure, Capital Expenditure on Plant and Equipment, Capital Expenditure on Structures, Capital Expenditure on Misc. Items, Total Capital Expenditure, Finished Product Stocks, Work in Progress as Stocks, Materials as Stocks, Consumables + Supplies as Stock, Debtors within Agreed Terms, Debtors Outside Agreed Terms, Un-recoverable Debts

Return on Capital, Return on Assets, Return on Shareholders' Funds, Pre-tax Profit Margins, Operating Profit Margin, Trading Profit Margin, Return on Investment, Assets Utilization ( Sales to Total Assets ), Sales Ratio of Fixed Assets, Stock Turnover ( Sales : ratio of Stocks ), Credit Period, Creditors' Ratio (Creditors : Sales x 365 days), Default Debtors given (Ratio of Total Debtors, Un-Recoverable Debts (Ratio of Total Debts, Working Capital / Sales, Materials & Energy Costs as a % of Sales, Added Value, Investment as a Ratio of Added Value, Value of Plant & Equipment as a % of Sales, Vertical Integration (Value Added % of Sales), Research & Development Investment % Sales, Capital Expenditure Investment % Sales, Marketing Costs % of Sales, Current Ratio (Current Assets : Current Liabilities), Quick Ratio, Borrowing Ratio (Total Debt : Net Worth), Equity Ratio (Shareholders Funds : Liabilities), Income Gearing, Total Debt as a ratio of Working Capital, Debt Gearing Ratio (Long Term Loans : Net Worth), Average Remuneration (full and part time), Profit per Employee, Sales per Employee, Remuneration / Sales, Fixed Assets per Employee, Capital Employed per Employee, Total Assets per Employee, Value of Average Investment per Employee, Value Added per Employee, Materials & Energy Costs as a % of Sales, Payroll Costs as a % of Sales, Payroll as a Ratio to Materials, Variable Costs % of Sales, Fixed Costs as a % of Sales, Fixed Costs as a Ratio of Variable Costs, Distribution Costs % of Sales, Warehousing Costs % Sales, Physical Costs as a % of Sales, Fixed as a Ratio of Variable Distribution Costs, Fixed as a Ratio of Variable Warehousing Costs, Fixed as a Ratio of Variable Physical Costs, Fixed as a Ratio of Variable Total Distribution & Handling Costs, Product Returns & Rejections Costs % of Sales, Product Installation & Associated Costs as a % of Sales, Product Breakdown & Associated Costs as a % of Sales, Product Systems & Associated Costs as a % of Sales, Product Service & Associated Costs % of Sales, Customer Complaint & Ass. Costs % of Sales,Stock Work in Progress & Materials : Ratio of Finished Products, Stock Materials as a Ratio of Work in Progress, Un-recoverable Debts as a Ratio of Total Debt, Un-recoverable Debts as a Ratio of Debts Within Terms, Total Sales Costs % of Sales, Total Distribution & Handling Costs % of Sales, Total Advertising Costs as a % of Sales, Total After-Sales Costs as a % of Sales, Customer Compensation Costs % of Sales, Total Variable Marketing Costs % of Sales, Total Fixed Marketing Costs as a % of Sales, Total Fixed Marketing Costs Ratio of Variable Marketing Costs, Variable Sales Personnel Costs as a Ratio of Marketing Costs, Variable Distribution & Handling Ratio of Marketing Costs, Variable Advertising Ratio of Marketing Costs, Variable After-Sales Ratio of Marketing Costs, Sales Personnel Variable Costs : of Sales, Sales Person Variable Costs Ratio of Debts, Sales Personnel Variable Costs Ratio of Un-Recoverable Debts, Exports as a % of Sales

 

 

 

Volume 4

 

Volume 4

STRATEGIC LONG-TERM FACTORS

 

LONG-TERM STRATEGY

This section gives a far reaching strategic performance appraisal of the Company in the medium and long term.

The Company's Product Strategies
The Company's Competition Strategies
The Company's Industry Strategies
Company's Medium + Long Term Strategies

 

STRATEGIC LONG-TERM PERFORMANCE 

215 pages

The Product 
  Competition
  The Industry 
   Medium + Long Term Strategies

THE MARKET ENVIRONMENT

     There are four basic issues to investigate when considering the marketing environment for a Target Company

Market Growth (both short-term and medium term) by each Product and Market Area is fully evaluated. The historic market data is presented in Volume 2.

The Market Structure for the Target Company products is very critical for profitability. 

Market/s Serviced is the term used to denote the function between the product/s and services offered by the Target Company and the particular market sector which the marketing effort reaches. The Market Serviced is the true market for the Target Company in terms of product/s and services.

The Trading Area  The Market analysis provides data in terms of the Target Company's operational . This being the regions, countries or states which form the effective competitive and market environment for the Target Company. Whether or not the Target Company operates in the various areas covered is immaterial as the effects of the Market-Place exist nonetheless.

BASIS OF MARKET COVERAGE

     Reports give coverage of all the Major Products and Markets supplied and serviced by the Target Company. The reported Target Company Markets are those which are perceived to be the most important area for the Target Company in the Medium and Long Term.

It is felt important to concentrate only on those markets which represent the corner-stones of the Target Company's customer base and not become involved in any peripheral activities of the Target Company.

Market coverage is designed to encompass not only the existing markets for the Target Company products, but also areas of market expansion, product segmentation, parallel markets, et al. By the same token the data excludes those market areas or sectors which are unavailable to the Target Company for whatever technical or commercial reasons.

The Product

1. Life Cycles & Stages in the Life Cycle & Gompertz Analysis - Market Share & the product life cycle - Quality & the product life cycle - Product range & introduction or dynamic Stage life cycles - Product Range & Capital Intensiveness - Market Share & selling customised or specified products - Profitability, market share & Product uniqueness

2. Relative Pricing

3. Quality - Value Scale - Relative Product Quality - Profitability & Quality Products & Services - Relative Product Quality & Levels of Profitability - Quality Profits & Concentrated Markets - Product Quality & Relative Market Share - Product Quality, Profitability & Growth

4. New Products - Profitability, growth markets & new products - New product introductions, pricing & profitability - New product introductions, investment & profitability - Levels of new products, product quality & profitability
 

Example:
Product Profitability


 

Competition

1.The Market Share - Market share & profitability - Profitability & relative market share - Company Market Shares
 

Example:
Return on Investment

 

2. Relative Market Shares
 

Example:
Market Growth


 

3. Nature of the Competitive Situation - Entry & exit of competitors - Relative Strengths of competitors.

 

4. Perfectness of the Market
 

Example:
Market Share


 

Marketing Effect on Market Performance

Market Share (consisting of a breakdown giving data for each year from 1997-2028) is analyzed in this section in terms of the Market Share Effect of increases or decreases of advertising and marketing expenditure.

Market Share Changes and Market Share Trend figures are given:-
   by 10 ranges +1% to +10% increase in Advertising + Marketing Expenditure
   by 5 ranges of -1% to -5% decrease in Advertising + Marketing Expenditure
   by EACH PRODUCT Group and/or MARKET Sector
   by YEAR 1997 to the present
 

Example:
Financial Scenarios

Historic Effect on Market Share Performance
Market Share Changes and Market Share Trend figures are given by 10 ranges of +1% to +10% increase 
and by 5 ranges of -1% to -5% decrease in Advertising + Marketing Expenditure:-
   by EACH PRODUCT Group and/or MARKET Sector / 
   by YEAR, 1997 to the present. [2]

Marketing Effect on Product Penetration
Figures for Products are given
   by Each country
   by Each Product
   by Each Year (1997-2028)

This section provides Product Penetration data for each Product or Market sector in a matrix for all the countries or states covered by the report.
 

Marketing Effect on Market Share

Market Share (consisting of a breakdown giving data for each year from 1997-2028) is analyzed in this section in terms of the Market Share Effect of increases or decreases of advertising and marketing expenditure.

Market Share Changes and Market Share Trend figures are given:-
   by 10 ranges +1% to +10% increase in Marketing Expenditure
   by 5 ranges of -1% to -5% decrease in Marketing Expenditure
   by EACH PRODUCT Group and/or MARKET Sector
   by YEAR to 2028
 

Example:
Changes in Market Share

Example:
Strategy

The Industry 

1. Long Term Industry Growth

2. Physical Process Considerations
Costs & market shares - Capacity Utilisation & market shares - Productivity & profitability in growth markets - Levels of labour Unionisation & market shares - Unionisation, profitability & growth - Unionisation, profitability & concentration - Unionisation, profitability & harvesting strategies - Profitability, processes & market shares.

3. Capital Structure & Investment Intensity
Profitability & investment intensity - Net margins & investment - Gross margins & investment - Profitability, market share & capital intensity - Productivity, profitability & investment intensity - Capacity Utilisation, profitability & capital intensity - Inventories level, profitability & capital intensity.
 

Example:
Vertical Integration

4. Physical Process & Vertical Integration
Profitability, market share & vertical integration - Profitability, diversification & vertical integration - Profitability, vertical integration & numbers of customers - Profitability, vertical integration & product quality - Profitability, vertical integration & inventory value - Profitability, vertical integration & employee productivity.

5. Marketing & Sales Costs
Profitability, market share & marketing costs - Profitability, capital intensity & marketing costs - Profitability, numbers of customers & marketing costs - Profitability, product quality & marketing costs - Profitability, new products & marketing costs.

6. R&D + Process Development Costs
Profitability, R&D expenditure & market cycle - Profitability, R&D expenditure & product quality - Profitability, R&D spend & marketing costs - Profits, R&D spend & market share - Profitability, R&D spend & Unionisation.

7. Distribution of the Company's Products

8. Market Penetration & The Right Tools for the Job

9. Market Share & the Company
he relationship between market share & profitability:-
a) Market share, profit/sales & investment.  The relationship between market share & added value / Vertical integration & investment/sales - Conclusions for the Company
b) The relationship of market share & sales ratios / investment/sales ratio & integration - Conclusions for the Company
c) Marketing costs/sales ratio & market penetration 
d) Market leadership, pricing & product quality
e) Market leadership, customers & product advances 
f) Purchase frequency & Market Share
g) Customer base fragmentation & Market Share

New Product Data: 
INDUSTRY EXPENDITURE New Product and Product Revision Expenditure is given by EACH COUNTRY / STATE / REGION by YEAR. 
 
 

Medium & Long-Term Strategies + Checklist

Building, Holding and Harvesting Strategies:-

1. When to Build Market Share - Building strategies for the company

2. When to Hold Market Share - Holding strategies for the company

3. When to Harvest Market Share - Harvesting Strategies for the Company
 

Example:
Profitability

MEDIUM + LONG TERM CHECKLIST 
This section recommends a working plan or document for the critical factors which influence the company in strategic terms. The data is given as a matrix by Subsidiary, Division, Unit or Market sector.

Medium & Long Term Checklist for the company 

Forecast of Profitability ~ Forecast of Productivity ~ Forecast of Market Shares ~ Recommendations on Customer Awareness ~ Recommendations on Customer Perceptions ~ Recommendations on Sales Promotion Activity ~ Recommendations on Advertising Posture ~ Recommendations on Product Availability ~ Recommendations on Technical Competence ~ Recommendations on Awareness of Products ~ Recommendations on Awareness of Product Quality ~ Recommendations on Awareness of Product Pricing ~ Recommendations on Pricing Relative to Competitors ~ Recommendations on Quality Relative to Competitors ~ Recommendations on Relative Product Performance ~ Recommendations on Relative Technical Superiority ~ Recommendations on Relative Service Factors ~ Forecast of Current Customer Base ~ Forecast of Annual Sales of Products & Services ~ Forecast of Current Sales ~ Recommended Costs & Margins ~ Recommended Distribution Channels & Networks ~ Forecast of Pre-Tax Profit / Total Assets ~ Forecast of Pre-Tax Profit / Sales ~ Forecast of Pre-Tax Profit / Capital Employed ~ Forecast of Pre-Tax Profit Per Employee ~ Forecast of Investment / Sales ~ Forecast of Receivables / Sales ~ Forecast of Inventory / Sales ~ Forecast of Physical Process Costs / Sales ~ Forecast of Total Marketing Costs / Sales ~ Forecast of R&D Expenditure / Sales ~ Forecast of Added Value ~ Forecast of Capacity Utilisation ~ Forecast of Relative Product Quality ~ Forecast of Relative Product Pricing ~ Forecast of Competitors ~ Forecast of Competitors' Strength ~ Forecast of New Products ~ Forecast of Product Life Cycles ~ Forecast of New Product Horizons ~ Forecast of Relative Competitive Sales-Force Expenditure ~ Forecast of Relative Competitive Advertising Expenditure ~ Forecast of Relative Competitive Promotional Expenditure.
 

Example:
Investments

NEW PRODUCT DEVELOPMENT + PRODUCT SCREENING 
The report will provide a fully developed product screening procedure for the future use of readers when evaluating existing products and new product opportunities for the company.
 

Example:
Strategies


 
 

Example:
Product Strategies

Life Cycles: Relative Pricing: Quality: New Products: Market Share: Relative Market Shares: Nature of the Competitive Situation: Perfectness of the Market: Long Term Industry Growth: Marketing & Sales Costs: Distribution of Company Products: Market Penetration & The Right Tools for the Job: Market Share & relationship / market share & profitability: Market share, profit/sales & investment: Relationship / market share & added value / Vertical integration & investment/sales: Relationship of market share & sales ratios / investment/sales ratio & integration: Marketing costs/sales ratio & market penetration: Market leadership, pricing & product quality: Market leadership, customers & product advances: Purchase frequency & Market Share: Customer base fragmentation & Market Share: Strategies - Build - Hold - Harvest.


Home Contact Us