Analysis Methods - IAFIE 2013 - Pierre Memheld

Analysis Methods
Organization, understanding, presentation, decision

Pierre Memheld - IAFIE 2013
The Plastic Cube Market
Rubikscube ™

Case
“Cube de Luxe” is willing to change its position on the
emerging markets for their turnover potential;
“Cube de Luxe” is heavily investing on R&D to keep his
innovation and quality leadership;
“Cube de Luxe” has also to adapt its offers in front of
the usage evolutions on the Cube market;
 Objective: using various methods, analyze the
above issues in order to help “Cube de Luxe” to
anticipate and take decision in front of its
competitors.

Issues to analyze
“Pudong Cube” has announced the construction of a
new production chain;
“Indian Cube” creates a partnership with Cubes’n
Shops (UK) to distribute its cubes in Europe and USA;
“Klein Cube” and “Matrix Cube” creates a common
production platform and should lower their price by 40%;
“Cubos da Brazil” acquires the “Nihon Cube” (JP)
patents, technological leader but commercial outsider.
 Identified threats: competition on prices with “Klein
Cube” / “Matric Cube” and Pudong Cube.

« La plus grande erreur de l’esprit est de croire en quelque chose car
quelqu’un veut qu’il en soit ainsi » Louis Pasteur
Analysis Process

Cycle
Customer
Needs
Planning
Collection
Exploitation
Analysis
Production

Objective
Analysis
Needs
Sources
Collection
New
Information
Competitor
New
Needs
Customers
Issues
Actionable
Analysis

Phasis
Market
Objective
s
Context Means
Competit
ors
Environm
ent
Constrain
ts
Analysis
Plans
Return
On Exp.
Analysis
Decision
Decision Concepts Scenarii Synthesis Execution

Method
Decision
Context
Environ
ment
Competit
ors
Concepti
on
Text Mining
Mapping
Social Networks
Distribution
Benchmarking
Tendancies Analysis
PEST-EL
Experts, Patents
Organizational
Behaviour
Value Chain
Financial Analysis
SWOT
Brainstorming
War Games
Risks Mitigation
Sectorial Models
Scenarii Analysis
Strategic Planning
ACH
Decision Profiles

« Savoir pour prévoir, prévoir pour pouvoir » Auguste Comte
Implementation

Context: Text Mining

Context: Text Mining
Who are the key competitors of “Cube de Luxe”
By analyzing press releases and articles we have
been able to see that “Matrix Cube” and “Klein
Cube” was investing on R&D while “Cubos da
Brazil” was financing its development by loans.

Context: Mapping

Context: Mapping
 What are the key competitors’ market’s shares,
evolutions and strategic moves?
We identified two opposite strategic moves,
emerging markets’ players towards Europe and
South America, and European/USA’s players
towards emerging markets.

Context: Social Network

Context: Social Networks
 Who are the key decision makers, and
researchers, of the competitors?
We have been able to identify three different
researchers groups for the cube technology,
linked between them by the R&D executives of
companies and public research centers.

Context: Geographical Analysis

Context: Geographical Analysis
 How are organized manufacturing and
distribution of “Pudong Cube”
This approach has allowed us to understand that
Pudong was dependent of several
distribution/retail networks and was not
targeting primarily the European market.

Environment: Benchmarking

Environment: Benchmarking
 How to compare different competitors with
common criteria/keys?
It’s possible to have a synthetic view of each
company and compare them from a commercial
or innovation focus: “Cubos da Brazil”.

Environment: Time Lines

Environment: Time Lines
 Is it possible to visualize competitor’s moves on
a five years period?
It allowed us to visualize that competitors from
emerging countries were more agressive since
two years while american’s or german’s
maintened their position.

Environment: PEST-EL

Environment: PEST-EL
 Is it possible to anticipate trends and
consumption potentials?
If “emerging” markets have a better growth
potential, their buying power is still lower than in
Europe, so as of today the europeans markets
remain interesting with high buying powers.

Environment: Experts, Patents, …

Environment: Experts, Patents, …
What are the research axis of the competitors?
Some competitors create partnerships to
produce parts in common or even develop a
specific price’s strategy as the “Cube de Luxe”’s
sales network reported in the USA.

Competitors: Organizational Behaviors

Competitors: Organizational Behaviors
What is the internal decision process of each
competitor?
It has been possible to identify the export
manager of “Indian Cube” as the key person of
the partnership with “Cubes’n Shops”, due to his
family ties in England within the indian diaspora.

Competitors: Value Chain

Competitors: Value Chain
How the competitors are organized to lower the
sale’s prices?
In this case, competitors from emerging
countries don’t support some social and fiscal
costs which is for them a clear competitive
advantage.
But in our case the best sale’s price was not
offered by such a competitor.

Competitors: Financial Analysis

Competitors: Financial Analysis
What are the investments capacities of each
competitor?
We have been able to identify the group of banks
which was funding the “Matrix Cube”’s
commercial network expansion.

Competitors: SWOT

Competitors: SWOT
What are the SWOT’s of competitors?
This global view has permitted to have a fast
comparison of each player strategy, including
“Cube de Luxe”, in order to position the
company.

Conception: « Brainstorming »

Conception: « Brainstorming »
How to position “Cube de Luxe” in front of his
competitors?
“Cube de Luxe” has been able to anticipate and
react to the main evolutions of its market, which
were not the ones the company was thinking
about.

Conception: Risks’ Mitigation

Conception: Risks’ Mitigation
Where to invest and with which economic and
security risks?
This approach has permitted to conduct due
diligence with future potential partners of “Cube
de Luxe” as some were connected with local
organized crime organizations for money
laundering.

Conception: Sectorial Models
Indicators
Means
Action Modes
Decision
Objectives
Markets
Sector Cubes
New
Partnership
s
Distribution
Network
Choice
Benchmark
Business
Lawyers
Products
New
Factory
Investmen
ts
Banks
Loans
Sales
Network
Imports
Logistic
Contracts
Existing
Products
Change
New
Innovation
Patents
External
R&D
Existing
Services
Marketing
Research

Conception: Sectorial Models
What are the strategic options competitors can
adopt in order to develop their market shares?
It appeared that due to their commercial
organization, “Pudong Cube” and “Indian Cube”
were obliged to be distributed by networks
where their competitors are already present.

Conception: War Games

Conception: War Games
How my competitors are going to react to my
own decisions?
War Games have permitted to refine the future
“Cube de Luxe” strategies based on collected
information/intelligence in order to gain
advantage on competitors in selected markets.

Decision: « Analysis of Competing Hypotheses »

Decision: « Analysis of Competing Hypotheses »
How to asses options a competitor will choose?
ACH gave us the ability to see the more
“threatening” competitors where not the ones
from emerging countries but “Matrix Cube” and
“Klein Cube” due to their commercial offensives
on commercial services.

Decision: Decision Profiles

Decision: Decision Profiles
How the Indian minister of trade take his
decisions?
“Cube de Luxe”, in coordination with “Klein
Cube”, has conducted a negotiation with India to
lower the import taxes as “Indian Cube” has an
advantage when importing in Europe.

Decision: Scenarii Analysis

Decision: Scenarii Analysis
Which decision to take for an investment or a
market entry?
“Cube de Luxe” has taken the decision to
concentrate its efforts on mature markets then to
invest in manufacturing facilities based in
emerging countries.

Decision: Strategic Planning

Decision: Strategic Planning
How to visualize, in terms of “space” and “time”,
a strategy?
“Cube de Luxe has built its own “strategic
dashboard” to follow the implementation of its
strategy, including its competitors’ moves.

« La connaissance est un moyen de survivre en comprenant »
Michel Foucault
Constraints & Limits

De l’information à la décision
Decisions Informations

From information to decision
“Cube de Luxe” must take strategic and
commercial decisions …
… while the time necessary to collect and
analyzed the information required to do so is
longer than the “market time” or financial and
commercial imperatives.

Known limits and solutions
Limits Solutions
Methods
Expertise
Analysis Means
Monitori,g
Process
Biases
Information Overload
Availability

Known limits and solutions
Analysis mistakes of this case despite mastered
methods:
- Needs expression
- Analysis biases
- Customer focus
- …

« La connaissance c’est l’expérience, tout le reste n’est que de
l’information » A. Einstein
Conclusion

Which method to use and when?

Which method to use and when?
Can we use all or one method for every
case/situation?
Can we adapt an analysis method to be used out
of its original context creation?
Shall we create “new” analysis methods for new
situations?
Methods are first of all a way of seeing … and a
reference to process an information and then
learn.

Analysis Methods - IAFIE 2013 - Pierre Memheld

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