entrep-notes_-1.pdf
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Page 02-07 walang 26-27-28,24, 9-11(drill) Page 02-03 The concept of entrepreneurship is widely recognized, yet its true essence extends beyond common perceptions. Originating from the French word entreprendre, meaning "to undertake," the term encompasses various interpretations, including "between...
Page 02-07 walang 26-27-28,24, 9-11(drill) Page 02-03 The concept of entrepreneurship is widely recognized, yet its true essence extends beyond common perceptions. Originating from the French word entreprendre, meaning "to undertake," the term encompasses various interpretations, including "between-taker" or "go-between." Scholars have explored the multifaceted nature of entrepreneurship, revealing it as a dynamic and essential process that drives innovation and economic growth. Lloyd Shefsky defines an entrepreneur by breaking down the word into its components, suggesting that an entrepreneur is someone who enters a business environment at a pivotal time to instigate significant changes. Karl Vesper expands on this by illustrating how different professions perceive entrepreneurship: Breaks down the term: entre = enter pre = before neur = nerve center Defines entrepreneurs as individuals who enter businesses at crucial moments to effect substantial change. Karl Vesper's Perspective: Describes entrepreneurship's relevance across various professions: ○ Economists: Combine resources to create greater value and drive innovation. ○ Psychologists: Driven by the need for achievement, experimentation, or autonomy. ○ Businesspeople: Seen as either threats or allies depending on the context. Emphasizes entrepreneurship as a process of wealth creation and better resource utilisation. Robert Nelson emphasises the role of entrepreneurs as individuals who identify opportunities for improvement and mobilise resources to act on them, applying this concept broadly across various sectors, including cooperatives and community initiatives. “Entrepreneurship is a multifaceted concept involving risk-taking, innovation, and value creation. It impacts both business success and societal progress, with interpretations varying across different fields and professions. Page 04-06 Entrepreneurship is primarily about starting your own business, often in the small and medium sector. While it can offer independence, it comes with challenges, especially for those without experience. New entrepreneurs often find themselves accountable to various stakeholders, such as government agencies and suppliers. Many new businesses fail within the first two years, often due to poor management. Successful entrepreneurs need a mix of skills, a strong sense of independence, and a willingness to take risks. Myths, Fears, and Excuses Many people hesitate to become entrepreneurs because of common myths and fears, such as: Myths: ○ Entrepreneurs are born, not made. ○ They are superhuman or just lucky. ○ There’s a specific profile for successful entrepreneurs. Fears often arise from not understanding the process, leading to excuses like: ○ "I don’t have the money." ○ "I can't risk my job." ○ "What will my friends think?" Importance of Entrepreneurship Entrepreneurship is crucial for any nation because it: Creates Jobs: Provides employment opportunities. Drives Economic Growth: Boosts productivity and innovation. Reduces Poverty: Offers paths to financial independence. Enhances Community Status: Improves the local economy and social image. Who is the Entrepreneur? An entrepreneur is someone who: Thinks creatively and innovatively. Takes initiative and acts on opportunities. Knows how to manage resources effectively. Is willing to take risks and learn from failures. Communicates well with others. Entrepreneurs turn ideas into profitable products and services, which benefit society. KEYPOINT: Entrepreneurship focuses on self-employment and often involves small businesses. Many face myths and fears that hold them back. It is vital for job creation, economic growth, and poverty reduction. Entrepreneurs are innovative individuals who create value and improve lives. Page 07-08 1. Entrepreneurs Take and Accept Risks: ○ They are willing to face uncertainty in pursuit of their business goals. 2. Entrepreneurs Own Ventures: ○ They are not just employees; they own and operate their own businesses. 3. Entrepreneurs are Managers: ○ While all entrepreneurs manage their ventures, not all managers are entrepreneurs. Key differences include: ○ The Entrepreneur: Creator: Innovates and builds new ideas. Takes Risks: Embraces uncertainty for potential rewards. Personally Responsible: Owns the outcomes of their decisions. Achieves Goals: Focuses on long-term success. Future-Oriented: Plans for growth and change. Thrives on Flexibility: Adapts to changing environments. ○ The Manager: Custodian: Maintains existing systems and processes. Seeks Stability: Prefers predictability and structure. Merely Responsible: Accountable for tasks but not ownership. Attains Targets: Focuses on short-term objectives. Now-Oriented: Concentrates on current operations. Thrives on Structure: Prefers established routines. 4. Entrepreneurs Establish New Ventures and Develop Existing Ones: ○ They create businesses and improve established ones. 5. Entrepreneurs Identify Opportunities in the Market: ○ They spot gaps and trends that can be turned into profitable ventures. 6. Entrepreneurs Apply Their Expertise: ○ They leverage their knowledge and skills in their fields. 7. Entrepreneurs Process Market Information: ○ They analyse data to make informed business decisions. 8. Entrepreneurs Bring Innovations: ○ They introduce new ideas, products, or services to the market. 9. Entrepreneurs Provide Market Efficiency: ○ They streamline processes to enhance productivity and reduce costs. 10. Entrepreneurs Maximise Investment Returns: ○ They focus on achieving the best possible outcomes for their investments. 11. Entrepreneurs Provide Leadership: ○ They guide their teams and inspire others towards a common vision. What Makes a Successful Entrepreneur? Successful entrepreneurs share several key characteristics, which include: Good Physical Health: ○ Energy and stamina are essential for the demands of entrepreneurship. Superior Conceptual Abilities: ○ They can think creatively and see the bigger picture. Broad Thinking: ○ Generalist mindset helps them integrate various ideas and perspectives. High Self-Confidence: ○ Belief in their abilities boosts resilience and determination. Strong Personal Drive: ○ Motivation to pursue goals relentlessly. Need to Control and Direct: ○ Desire to lead and shape their ventures. Moderate Interpersonal Skills: ○ Ability to connect with others while maintaining focus on objectives. Moderate Risk Takers: ○ They embrace risks but do so thoughtfully. Realistic Outlook: ○ They maintain a balanced view of opportunities and challenges. High Degree of Emotional Stability: ○ Resilience in the face of setbacks and stress. Low Need for Status: ○ Focus on achievements and impact rather than social recognition. Entrepreneurs are risk-takers who own and manage their businesses, differing from traditional managers. They are innovators who identify opportunities and apply their expertise to create value. Successful entrepreneurs possess specific characteristics such as good health, self-confidence, and emotional stability. Page 13-14 Classifications of Entrepreneurs Solo Self-Employed Individuals: Includes tradespeople, sales agents, repairmen, and highly paid professionals like accountants and physicians. Operate alone or with a few employees, providing personal services or management advice. Deal-to-Dealers: Knowledgeable businessmen engaged in various trades. Often involved in specific transactions related to their main business, which may be one-off deals. Team Builders: Entrepreneurs who build larger companies through hiring and delegation. Example: A skilled machinist who starts small and expands as demand increases. Independent Innovators: Individuals who create companies based on new ideas for products or services. Focus on developing, producing, and selling innovative offerings. Pattern Multipliers: Entrepreneurs who replicate effective business models started by others. Example: McDonald's "drive-thru" concept expanded through franchising. Economy-of-Scale Exploiters: Utilise larger volumes to reduce costs, especially in discount merchandising. Operate in lower rent areas and reduce services to lower prices and deter competition. Capital Aggregators: Entrepreneurs skilled in pooling financial resources from multiple investors. Important for starting ventures that require significant upfront capital, like banks or insurance companies. Acquirers: Individuals who enter business by acquiring existing companies rather than starting new ones. May focus on turning around struggling businesses. Independent Inventors: Pure inventors who develop their own products and manage their marketing. Buy-Sell Artists: Individuals like corporate raiders who buy, sell, and liquidate businesses. Apparent Value Manipulators: Acquire assets at a discount and restructure them for new uses or improved financial ratios. The Variations in Entrepreneurship Broader Definition: Entrepreneurship isn’t just about owning a business; it can happen in companies and government organizations. Peter Drucker highlighted that the same entrepreneurial principles work in any type of organization. Entrepreneurial Management: Drucker proposed that the same rules for success apply to both individual entrepreneurs and large companies. Intrapreneurship: This term describes entrepreneurs who innovate within existing organizations, helping to create a culture of innovation. Ultrapreneurship and Multipreneurship: These concepts showcase different styles of entrepreneurship and emphasize fostering entrepreneurial efforts within government, leading to what’s known as "entrepreneurial governance." Page 15-16 Advantages / Drawbacks In Becoming An Entrepreneur Advantages of Becoming an Entrepreneur 1. Create Your Own Destiny: ○ As an entrepreneur, you control your future and career path, unlike employees who rely on company promotions. 2. Financial Opportunity: ○ While money isn't the ultimate goal, success can lead to financial rewards that reflect your hard work and accomplishments. 3. Self-Discovery: ○ Entrepreneurship allows you to explore your potential, test your limits, and manage your life, leading to personal growth. 4. Recognition and Contribution: ○ Successful entrepreneurs often gain recognition beyond their immediate work environment and can positively impact society by creating jobs and contributing to the economy. Drawbacks of Being an Entrepreneur 1. Uncertain Income: ○ New businesses often struggle to generate enough income, especially in the early stages, leaving entrepreneurs financially vulnerable. 2. Risk of Losing Investment: ○ Starting a business involves significant risk, including the potential loss of all personal investment. 3. Long Hours and Hard Work: ○ Entrepreneurs often invest extensive time and energy into their businesses, especially during the start-up phase, which can be overwhelming. 4. Lower Quality of Life: ○ The demands of starting a business can strain family and social life, as entrepreneurs may need to prioritize work over personal commitments. 5. Complete Responsibility: ○ Entrepreneurs face the pressure of making all critical decisions, often without prior knowledge or support, which can lead to stress and uncertainty. Page 17 The 10 Reasons Doing Business in the Philippines 1. Incentives for Investors: ○ The Philippines offers various incentives to attract foreign investment, especially in industrial and infrastructure development. 2. Free Capital Movement: ○ Earnings and capital can be easily converted and repatriated, facilitating business operations. 3. Privatisation and Deregulation: ○ A wave of privatisation and deregulation has enhanced the attractiveness of investments. 4. Promising Financial Markets: ○ Philippine financial markets have shown impressive performance in recent years, making them appealing for investors. 5. Cultural Accessibility: ○ The country is easily accessible for Westerners due to its historical ties with Spain and the U.S. 6. Strategic Location: ○ Positioned at key international shipping and air routes, the Philippines serves as an ideal intermediary between Asia and the rest of the world. 7. Skilled Labor Force: ○ The country boasts a skilled, trainable, and affordable labor force of over 26 million, with many English speakers. 8. Established Export Reputation: ○ The Philippines is known for exporting agricultural products, minerals, and other raw materials. 9. Emerging Industrial Sector: ○ The industrial sector is diversifying and producing higher-value-added products, enhancing its competitiveness. 10. Large Domestic Market: The population represents a significant market for consumer goods, with policies in place that encourage exports and create demand for imports. Page 21 Vision / Mission , Exploring Ideas and Opportunities Vision: ○ A core element for entrepreneurs, providing motivation and perspective. ○ It allows entrepreneurs to envision the better world they aim to create, guiding the direction of their business. Mission: ○ Derives from the entrepreneur's vision, formalizing what they wish to achieve. ○ Acts as a framework to clarify options, communicate values, and commit resources toward specific goals. Interconnection: ○ Vision and mission are essential together for entrepreneurs. ○ A clear mission supports the vision and helps navigate the entrepreneurial journey. Exploring Ideas and Opportunities Constant Idea Generation: ○ Entrepreneurs are always on the lookout for new ideas and opportunities, driving innovation. Recognizing Opportunities: ○ Opportunities can manifest in various forms: New Products: Innovative items introduced to the market. New Services: Unique services that address consumer needs. New Production Methods: Improved ways to create goods. New Distribution Routes: Enhanced logistics for delivering products. Improved Services: Better customer service offerings. New Networks and Relationships: Establishing beneficial partnerships. Market Changes: ○ Opportunities often arise from changes in the market environment. ○ Entrepreneurs must adapt to new trends, tastes, and demands, identifying gaps in the marketplace. Proactive Scanning: ○ Successful entrepreneurs actively scan their surroundings to identify emerging opportunities, ensuring they remain relevant and competitive. Page 22-23 Business Plan/ Planning to Plan Business Plan: A Tool for the Entrepreneur Importance of a Business Plan: ○ A solid business plan is crucial for the stability and success of a venture. ○ It serves as a comprehensive document detailing the venture's attributes and character, showing the results of thorough research and analysis. ○ Acts as a guiding framework for operations and helps identify any additional information needed. Role of the Business Plan 1. Communication: communication is key !! ○ Clearly conveys the venture's purpose and direction to stakeholders. 2. Adaptability: ○ Allows for ongoing adjustments in response to changing conditions. 3. Call to Action: ○ Encourages proactive steps towards achieving business goals. Content of a Business Plan Uniqueness: ○ Every business plan is tailored to reflect the specific intent and situation of the business. Key Elements: ○ Must be well-researched and present sound analyses to attract investors and customers. Five Areas to Focus On :) 1. Realism: ○ Ensure that goals and projections are achievable. 2. Outside Advice: ○ Seek input from experienced individuals to refine the plan. 3. Recognizing Change: ○ Stay alert to market trends and adapt accordingly. 4. Balancing Growth: ○ Manage growth sustainably to avoid pitfalls. 5. Result-Orientation: ○ Focus on achieving tangible outcomes. Planning Process (p.23) 1. Identify Business Opportunity: ○ Look for viable business ideas. 2. Conduct Personal Inventory: ○ Assess your fit with the business opportunity based on your skills and experience. 3. Preliminary Evaluation: ○ Understand the pros and cons of the business opportunity before developing a detailed plan. Strategic Factors to Examine Target Market: ○ Determine the size and type of market segment needed. Product Availability: ○ Ensure access to required products. Supply Reliability: ○ Depend on trustworthy sources. Facilities Requirements: ○ Identify necessary size, location, and layout. Essential Services: ○ Confirm access to utilities and transportation. Uncontrollable Factors External Influences: ○ Recognize factors like competition, economic conditions, legal regulations, social trends, and technology that can impact operations. Controllable Factors Internal Operations: ○ Focus on factors like purchasing, production, labor, marketing, and finance to strengthen the business plan. Page 25!! Tips to create a good business plan:) Tips for Preparing a Good Business Plan 1. Keep It Short and Objective: ○ A concise plan is more effective and easier to digest. 2. Be Thorough and Honest: ○ Provide complete and truthful information about your business. 3. Use Third-Party References: ○ Cite credible sources to strengthen your plan. 4. Consider Potential Pitfalls: ○ Acknowledge challenges to show realism in your planning. 5. Focus on One Business: ○ Avoid spreading yourself too thin; concentrate on a single venture. 6. Highlight Target Customers: ○ Clearly define who your customers are and how you will reach them. 7. Stay Organized: ○ Ensure the plan is neat, logically structured, and easy to follow. 8. Engage the Reader: ○ Use compelling language and visuals to capture interest. What You Should NEVER Do!! 1. Submit a Poorly Presented Plan: ○ Avoid submitting messy documents with stains or cross-outs, as it reflects a lack of professionalism. 2. Use Outdated Information: ○ Always include the latest financial data and industry comparisons to build credibility. 3. Make Unsubstantiated Assumptions: ○ Explain the reasoning behind each point to strengthen your arguments. 4. Ignore Potential Challenges: ○ Failing to address pitfalls can make your ideas seem unrealistic. 5. Misunderstand Financial Information: ○ Be sure to fully grasp all financial data, even if prepared by others. 6. Neglect External Influences: ○ Discuss how competition and economic conditions may impact your business. 7. Show No Personal Investment: ○ Indicate that you have some equity in the venture; lenders want to see commitment. 8. Refuse to Guarantee Loans: ○ Be prepared to personally back any loans you seek. 9. Demand Unrealistic Loan Terms: ○ Approach discussions about loan terms realistically, based on business viability. 10. Overemphasize Collateral: Focus on projected cash flow rather than just collateral, as lenders prioritize profit potential. Page 29 (p.29-38 summative notes!!!) Marketing Overview Definition Marketing Process: A comprehensive activity involving institutions and processes aimed at creating, communicating, delivering, and exchanging offerings that hold value for customers, clients, partners, and society. Goals Sales: Drive product sales and earn profits. Customer Satisfaction: Meet customer needs and preferences. Directional Growth: Adapt and set new goals as the company evolves. Functions 1. Market Planning ○ Meaning: Identify target markets and develop tailored marketing strategies. 2. Product and Service Management ○ Meaning: Design and develop offerings that meet customer needs. 3. Distribution ○ Meaning: Establish effective channels for customers to access products and services. 4. Pricing ○ Meaning: Set and communicate the value of products and services. 5. Promotion ○ Meaning: Use advertising and other methods to inform and attract customers. 6. Selling ○ Meaning: Engage in direct communication to assess and fulfil customer needs. 7. Marketing-Information Management ○ Meaning: Gather and analyse market data to enhance decision-making. 8. Financing ○ Meaning: Manage budgets and provide financial options to facilitate purchases. 9. Risk Management ○ Meaning: Ensure security for products, personnel, and customers while minimising marketing risks. Page 30-32 Definition Marketing Mix: A selection of marketing tools that combine various strategies to create a comprehensive marketing plan. Originally outlined as the "4 P's," it has evolved into the "7 P's." Jerome Mckartney The 7 P's of Marketing 1. Product (or Service) ○ Meaning: Any offering that satisfies a want or need, including physical goods, services, and ideas. ○ Considerations: Design, quality, features, options, packaging, market positioning. ○ Focus: Optimize products for customer value ("product-led marketing"). 2. Price ○ Meaning: The cost of the product and the perceived value to customers. ○ Goals: Maximize profit, increase sales, maintain brand image. ○ Strategies: Competitive pricing (higher, similar, or lower than competitors). Price flexibility and bundling options. 3. Promotion ○ Meaning: Communication strategies to inform and persuade customers about products. ○ Methods: Advertising (TV, print), content marketing, social media, email marketing, public relations. ○ Goals: Inform, persuade, and remind customers about products. 4. Place (Distribution) ○ Meaning: The channels through which a product reaches customers. ○ Considerations: Sales locations (e-commerce, third-party retailers), customer interaction, logistics. 5. People ○ Meaning: Everyone who interacts with customers, influencing their experience. ○ Focus: Recruiting and training all employees to positively impact marketing and customer service. 6. Process ○ Meaning: The steps involved in delivering a product or service to customers. ○ Focus: Streamline processes for efficiency and improve the customer experience. ○ Considerations: Logistics, scheduling, staff adequacy, reliability of delivery. 7. Physical Evidence ○ Meaning: Tangible elements that represent the brand during customer interaction. ○ Includes: Store environment, branding, packaging, online presence, and social media. Key Takeaways The marketing mix is essential for creating effective marketing strategies. Each element should work harmoniously to attract and retain customers. Consider both internal processes and external perceptions in your marketing approach. Page 33 What is a Product? Definition: Anything offered to a market for attention, acquisition, use, or consumption that satisfies a want or need. This includes physical objects, services, people, places, organizations, and ideas. — Source: Kotler, Wong, Saunders, Armstrong Role of Marketing in Product Development Customer-Centric Focus: Modern companies embracing the marketing concept prioritize customer needs throughout the product lifecycle—from planning to promotion. Marketing Activities in Product Development 1. Gathering Information ○ Purpose: Collect and analyze market data to guide product planning, focusing on customer needs and competitive landscape. ○ Methods: Surveys, interviews, research, feedback forms, etc. 2. Design Market Strategies ○ Purpose: Develop effective marketing strategies by identifying target markets, evaluating strengths and weaknesses, and assessing competitors. ○ Components: Target market identification, marketing mix decisions. 3. Conduct Market Tests ○ Purpose: Test the product's potential success before a full market launch. 4. Product Planning Functions ○ Purpose: Assist in designing and developing products and services that meet customer needs. Levels of Production Design 1. Basic Products ○ Description: Simple, recognizable products that fulfill a clear function; easily identifiable by customers. 2. Enhanced Products ○ Description: Improved versions of basic products with additional features and options. 3. Extended Products ○ Description: Comprehensive offerings that increase customer satisfaction through services, guarantees, and effective usage information. Page 34 Product Mix Components Product Line ○ A group of similar products with slight variations. Variation in Quantity ○ Examples: Different sizes, shapes, or weights. Variation in Quality ○ Examples: Thinner vs. thicker paper, diverse tastes and flavours. Product Assortment ○ A complete set of products offered by a company. Packaging ○ Purpose: Protects the product, promotes it, and may enhance usability. ○ Considerations: Ease of Use: Packaging should align with how customers use the product. Safety: Ensure protection for both the product and customer. Attraction: Use attractive designs that enhance appeal and showcase usage. Handling: Packaging must be protected during transport and display. Environment: Utilise eco-friendly and recyclable materials. Brand Development ○ A brand identifies a product, service, or company and serves as its market identity. Trademark ○ Legal protection for brand names or symbols used by a company. New Product Definition Must be entirely new or significantly changed. Labelled "new" for only six months post-introduction or change. Many products are improvements or variations of existing items. Steps in New Product Developm ent 1. Idea Development ○ Generate ideas based on unsolved customer problems. 2. Idea Screening ○ Screen identified ideas to select those with the highest potential for success. 3. Strategy Development ○ Research target markets and analyze alternative marketing mixes (product, price, place, promotion). 4. Financial Analysis ○ Calculate production and marketing costs, sales projections, and potential profits. 5. Product Development and Testing ○ Design production processes, obtain necessary materials, and train personnel. 6. Product Marketing ○ Conduct a full-scale market introduction of the product. Page 35 Product Life Cycle Definition The product life cycle (PLC) represents the progression of a product through five distinct stages: development, introduction, growth, maturity, and decline. It tracks the time from concept to market withdrawal and aids in strategic decision-making. Importance of the Product Life Cycle Customised Messaging: Marketers adapt messages based on the product’s stage, utilising market research for guidance. Strategic Decisions: Managers use the PLC for decisions related to pricing, market expansion, and packaging. Lifecycle Management Benefits: ○ Informed decision-making based on the current stage. ○ Increased ROI on product launches. ○ Enhanced company profitability. ○ Improved marketing messages to engage target audiences. ○ Maintenance of product appeal, reputation, and customer loyalty. Consequences of Poor Lifecycle Management Failure to realise product potential. Reduced product shelf life. Excess inventory. Loss of profits. Premature entry into market decline. Stages of the Product Life Cycle 1. Market Development ○ Description: Initial phase where market research begins. Focus on refining the product concept and creating a launch strategy. ○ Activities: Concept testing with potential users to gather feedback. High costs with no income, often requiring funding or investment. 2. Market Introduction ○ Description: Product launch stage. Marketing efforts centre on building product awareness and reaching the target market. ○ Activities: Content marketing and promotional campaigns are critical. Duration can vary based on product complexity and competition. 3. Market Growth ○ Description: Consumers embrace the product, leading to increased demand and profits. Competition intensifies. ○ Activities: Shift marketing focus from awareness to brand establishment. May involve adding features, enhancing support, and expanding distribution channels. Summary Understanding the product life cycle is crucial for managing product strategy effectively, optimising marketing efforts, and maximising profitability throughout each stage. Page 37 Market Size and Target Consumers Market Size Assess the overall potential demand for your product within the market. Target Consumers Segmentation: ○ Identify distinct customer segments, such as retail, wholesale, government, and nonprofit organizations. ○ Describe the key characteristics of each segment to inform tailored marketing strategies. Broader Appeal ○ Recognize that while your product may attract various audiences, prioritize segments that offer the highest return on investment. Competitive Analysis Definition Competitive intelligence involves gathering and analyzing data about competitors to understand the competitive landscape. Importance Helps identify market opportunities and challenges. Key Competitive Information to Gather: 1. Competitor Size and Market Share ○ Compare competitors' size and market share to your own for better positioning insights. 2. Customer Perception ○ Understand how target buyers view competitors’ products and services. 3. Financial Strength ○ Assess competitors’ ability to invest in advertising and promotions. 4. Innovation Capability ○ Evaluate how quickly competitors can develop new products or services. Additional Considerations for Specific Markets In e-commerce, examine order fulfilment speed, shipping costs, and handling practices. Information Sources Interviews: Engage competitor executives for direct insights. Industry Trade Shows: Gather information and observe competitors in their environment. Expert Guidance: Consult industry experts who can direct you to useful free databases. Supplier Insights: Competitors’ suppliers can provide unique and valuable information for your analysis. Summary Conducting a thorough market and competitive analysis is crucial for strategic decision-making. This process enables businesses to effectively focus their marketing efforts and gain a competitive edge. Page 38 Market Size and Target Consumers Market Size: Assess the overall potential for your product within the market. Target Consumers: ○ Identify different customer segments (e.g., retail, wholesale, government, nonprofits). ○ Describe key characteristics of each group to tailor marketing strategies. Broader Appeal: Acknowledge that while the product may attract various audiences, focus on segments that provide the highest return on investment. Competitive Analysis Definition: Competitive intelligence involves gathering and analyzing information about competitors to understand the competitive landscape. Importance: Helps identify opportunities and challenges in the market. Key Competitive Information to Gather: Competitor Size and Market Share: Compare with your own to understand positioning. Customer Perception: Learn how target buyers view competitors’ products and services. Financial Strength: Assess competitors’ advertising and promotional spending capabilities. Innovation Capability: Evaluate the speed and ability of competitors to develop new products or services. Additional Considerations for Specific Markets: In e-commerce, investigate order fulfilment speed, shipping costs, and handling practices. Information Sources Interviews: Engage with competitor executives for insights. Industry Trade Shows: Gather information and observe competitors in action. Expert Guidance: Consult industry experts who can direct you to valuable free databases. Supplier Insights: Competitors’ suppliers can offer unique information that may aid your competitive analysis. Summary Conducting a thorough market and competitive analysis is essential for strategic decision-making, allowing businesses to focus their marketing efforts effectively and gain a competitive edge.
