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June 22, 2009

Understanding Market Share Calculations

The concept of market share is pretty simple – just divide your company sales by the total sales within the market.  The problem is getting accurate information for the denominator in this ratio.  Three common approaches and their relative strengths and weaknesses are:


Bottom-up Approach – this method relies on information gathered directly from the users of the product.  It is theoretically the most accurate since these users can provide unfiltered input on their current suppliers, product usage and forecasted requirements.  The supplier collecting this data, however, has a potential bias toward overestimating market share by gathering data from customers who are known to the company and overlooking applications or firms that are not currently served.


Top-Down Approach – this method uses high level econometric data and projections to derive demand for the product and thereby estimate market share.  This method is less subject to consistent bias but is prone to the compounding of errors in the underlying assumptions used to derive demand.  Moving from a high level forecast (such as GDP) to sales of a specific product requires either:

    • A series of fractions which model how overall demand is broken down by region, industry and segment or
    • A rule of thumb that implicitly captures these assumptions based on historic ratios.
       

Both methods are subject to random error depending upon the validity of the assumptions and the potential for these assumptions to deviate from historic norms.

Purchased Industry Analysis – this method relies on a third party to capture product sales data within a specific industry.  Using such a service should provide better information since they can collect data without representing any particular supplier, are likely to take a comprehensive view of the available market and, since this is their core business, will invest more to refine their methodology over time.  On the other hand, these services tend to simplify their data collection by relying on industry suppliers to provide accurate sales figures rather than going directly to a large customer base.  Each supplier has a natural desire to maximize their reported sales / share and may include spares, service and upgrade revenue in their reported figures.  This tends to overstate total demand and underestimate market share for those companies who accurately report sales.
 

As you can see, each method has limitations.  The best approach is to understand and compensate for those limitations.  Utilizing more than one technique is a very useful practice since it forces you to compare results achieved by different methods and understand the underlying assumptions and limitations of each method – ultimately resulting in both more accurate share numbers and a better understanding of market dynamics.

March 22, 2009

Product Roadmaps - Transforming Strategy into Growth

Premise – (1) Strategy by itself only defines the destination and the basic means of travel – there is no growth engine without value added products and services since they provide the means to capture market share and earn superior margins.  (2) Given this situation, organizations need a mechanism to provide the substance behind the strategy.  (3) The development of Product Roadmaps provides such a mechanism.


Note that I said the development of the roadmap provides this linkage between strategy and product development.  This is because the Product Roadmap (the end result of the road mapping process) is nothing more than a graphical tool to visualize a time phased sequence of projects that represent marketing’s best guess on what is needed to expand market share and profitability.  Although the roadmap is rather simple, the roadmap development process involves a significant amount of analysis and decision making.


The analysis steps include a thorough understanding of market trends; in-depth knowledge of customer needs and business constraints; analysis of competitive offerings; and assessment of internal development capabilities.  This information creates a foundation for the development of new product concepts.  These concepts don’t appear from the analysis alone but evolve over time as product and customer experience is coupled with the intuition and innovation of strong product managers and creative technologists.


The decision making kicks in as these new product and service candidates are evaluated and refined – searching for a combination of features that provide unique value to customers at an appropriate price point.  This tradeoff of product features versus cost, risk and lead-time results in a condensed project list.  Inevitably, there are more concepts for new products, feature enhancements and cost reduction than there are resources to develop these into viable products.  As a result, the list of product candidates must be rank ordered based on their potential impact on market share / margin, timing versus market opportunity and resource utilization.   Projects near the top of this list and within overall resource constraints are selected for the roadmap and subsequent funding.


Given this sequence, the roadmap becomes the means to an end – the product line plan to implement the business unit strategy – and its primary value is not in the graphical output but in the analysis and decision making embedded in the road mapping process.  For additional details, see my white paper at:


http://www.strat-edg.com/files/Product_Roadmaps.pdf

February 06, 2009

What Constitutes Differentiation?

Differentiation is literally how you differ from the competition – what makes you unique.  It is generally thought of as differences in product attributes and performance but it applies equally to the services which accompany the product and to the customers’ entire interaction with your company.  As pointed out by Theodore Levitt, “There is no such thing as a commodity.”  Even if you provide a generic product, you can differentiate on the ‘offering’ – the sum of the tangible product and the intangible support and business process characteristics.

Tangible product characteristics often carry a higher premium in the customers’ eyes – particularly if they allow that customer to compete more effectively.  Supporting a unique capability in your customer’s product or providing higher throughput both fall into this category.  Intangible aspects of the product offering can also provide measureable value – such as simple configuration and ordering, fast delivery, manufacturing advice, installation support and simple repair.  As a result, both a detailed understanding of the product / application and review of all the steps required to obtain, use and dispose of the product should be considered as potential axes of differentiation.

Creating differentiation is critically important since it forms the basis of establishing unique customer value and thereby justifying a premium price.  As discussed in the prior post on Strategic Pricing and in the accompanying white paper – understanding and selling on the basis of value allows you to negotiate from a position of strength rather than reacting to customer demands for lower price and threats to move the business.  


A couple useful articles from Harvard Business Review include:
1.       “Marketing Success Through Differentiation – of Anything”, Theodore Levitt, Jan-Feb 1980.

http://harvardbusinessonline.hbsp.harvard.edu/b02/en/common/item_detail.jhtml?id=80107&_requestid=44212


2.        “Discovering New Points of Differentiation”, Ian C. MacMillan and Rita Gunther McGrath, Jul-Aug 1997. 

http://harvardbusinessonline.hbsp.harvard.edu/b02/en/common/item_detail.jhtml?id=97408&_requestid=44407

January 19, 2009

Strategic Pricing - Getting Paid for the Value You Provide

I’ve worked with a number of people exploring how to maximize their pricing and margins.  Their industrial customers have been increasing the pressure for price discounts at the same time that process improvements like Lean Manufacturing and additional outsourcing to low cost countries have become saturated.  The key here is to provide genuine customer value that is also unique from the competition.  This requires in-depth understanding of your customer’s business / processes so that you can assess opportunities and determine the impact of innovative products.  The highest utility will result if you provide technical superiority that helps your customers differentiate their own products and services.  Next would be something that reduces cost of ownership – generally based on higher throughput or reliability.  Finally, you can simplify how the customer obtains and utilizes your product over the entire cycle of evaluation, purchase, delivery lead-time, installation, routine operation and eventual obsolescence.


By becoming an expert in your customer’s business, you are able to both develop competitive products that anticipate their needs and communicate this value in terms meaningful to them.  This “value equation” provides a tool to shift the dialog from a defensive reaction when faced with discount demands to a logical discussion of how your product is used and where there are opportunities for cost reduction based on product features, volume, timing or other parameters.  This transition won’t happen overnight – it requires that every customer discussion be disciplined to focus on applications, value and tradeoffs that can be made to optimize price/performance.  For a more complete discussion of this topic, see the white paper on my website at:


http://www.strat-edg.com/files/Strategic_Pricing3.pdf
 

Two excellent books on this topic are:

  • “The Strategy and Tactics of Pricing” by Thomas Nagle and John Hogan, Pearson Prentice Hall, 2006.
  • “Pricing with Confidence” by Reed K. Holden and Mark R. Burton, John Wiley & Sons, 2008.