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Data Gathering and Analysis Training 23 September 2005 26 September 2005

Data Gathering and Analysis Training 23 September 2005 26 September 2005. Data gathering vs. analysis. New focus. Historic emphasis. Low. 80% Data gathering. 50% Data gathering. Value to clients. 20% Analysis. 50% Analysis. High. Simple rules. Always ask yourself “so what?”

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Data Gathering and Analysis Training 23 September 2005 26 September 2005

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  1. Data Gathering and Analysis Training 23 September 2005 26 September 2005

  2. Data gathering vs. analysis New focus Historic emphasis Low 80% Data gathering 50% Data gathering Value to clients 20% Analysis 50% Analysis High

  3. Simple rules • Always ask yourself “so what?” • Do not wait to analyze until data collection is complete • Keep it simple and structured • Make the output of the analysis obvious • Consider analysis techniques beyond the standard tools

  4. Simple rules • Always ask yourself “so what?” • Do not wait to analyze until data collection is complete • Keep it simple and structured • Make the output of the analysis obvious • Consider analysis techniques beyond the standard tools

  5. The question Should the client build a nursing home in upstate, New York?

  6. Nursing Home Ownership within Market Region • Total Number of Nursing Homes: 47 Registered • For Profit Homes: 23 Homes • Represents 48.9% of total • Non for Profit Homes: 24 Homes • Represents 51.1% of total • Highest Number of Registered Homes • For Profit Corporation: 17 Homes • Non For Profit Corporation: 14 Homes • Government Ownership by County: 5 Homes • For Profit Partnership: 4 Homes

  7. Nursing Home Statistical Information for Market Region • Statistical Averages: • Average Number of Beds: 150 beds • Average Number of Occupied Beds: 140 beds • Average Percent of Occupied Beds: 93.4% • Average Number of Staff Hours per Resident: 3.45 hours • All Nursing Homes within area are Medicare and Medicaid Certified Source: www.medicare.gov

  8. All Surrounding Counties Senior Income Data

  9. So what?

  10. Can we answer the question now? What do we have What do we need • Definition of target market • Total demand and trends of target market • Total current supply • Anticipated supply (new construction) • Barriers to enter market What data gaps exist

  11. What do we have? Target market • 47 nursing home X 150 beds = 7,050 total beds • 93% occupancy rate • 18 % growth in 65 to 74 versus 75 & over • 57% growth in 55 to 64 versus 75 & over

  12. Can we answer the question now? What do we have What do we need • Definition of target market • Total demand and trends of target market • Total current supply • Anticipated supply (new construction) • Barriers to enter market What data gaps exist

  13. Can we answer the question now? What do we have What do we need • Definition of target market • Total demand and trends of target market • Total current supply • Anticipated supply (new construction) • Barriers to enter market What data gaps exist • Percent of people who end up in nursing home by age • New nursing home starts • Number of nursing home permits filed • Regulatory/ licensing requirements

  14. Market feasibility in 2 years In 2 years Current 7,050 beds 8,100 beds Supply Opportunity 7 known new buildings planned @ 150 beds each 4,897 beds Demand 6,557 beds 12,997 beds Conclusion • Significant market opportunity exists even with the potential additional building starts • Company should enter if licensing can be approved 5,255 old +7,742 new Key assumptions • 20% of target market will need nursing home care over age 75 • 10% of current nursing home tenants will be removed each year

  15. Simple rules • Always ask yourself “so what?” • Do not wait to analyze until data collection is complete • Keep it simple and structured • Make the output of the analysis obvious • Consider analysis techniques beyond the standard tools

  16. Segment via Income Farms with income $100,000+ In FL, GA, NC, SC High end vegetables 2. Segment via Farmers Education Level Farmers with some or 4 years of college In FL, GA, NC, SC High end vegetables 3. Segment via Income with Increased Target States Farms with income $100,000+ In FL, GA, NC, SC plus additional states High end vegetables 4. Segment via Income with Increased Product Portfolio Farms with income $100,000+ In FL, GA, NC, SC Increased portfolio of high end vegetables Market Segmentation Scenarios How much potential revenue can be generated from our software to better manage high end vegetable yields?

  17. 1. Segment via Income Farms $100,000+ High-end vegetables The target market: Farms with operating income of $100,000+ per year, in FL, GA, NC, SC, who grow one or more of the 15 stated high end vegetables. FL, GA, NC, SC Calculation of total target market (acres). Total market was segmented as using farming economical class, location and output produce from farm. Target farm size by economical class was then calculated as a percentage of the total market. The same percentage was applied to the total target produce farm land. The calculation was performed for the nation as a whole and for the four target states.

  18. 1. Target Market Revenue Potential For the FL, GA, NC, SC. • Total Market – the total farmed acres in FL, GA, NC, SC. • Total farms over $100,000+ • Total acres used to produce high end vegetables • Assuming 54% of farms producing high-end vegetables also …have income over $100,000 35,100,000 Acres $100K+: 18,954,000 Acres Target Market High-end vegetables: 117,000 Acres Potential Revenue: $3,525,000 Assumption of $30 revenue per acre Source:http:// www.usdf.gov/nass

  19. Simple rules • Always ask yourself “so what?” • Do not wait to analyze until data collection is complete • Keep it simple and structured • Make the output of the analysis obvious • Consider analysis techniques beyond the standard tools

  20. Substitute Products (M) Five Force Analysis • Moderate access to substitutes • Rivalry Among Competitors (S) • Strong rivalry among competitors • Competitive price • Slow market growth • Intensive direct marketing • Full consulting service package • Active customer satisfaction improvement Buyers (S) Suppliers (M) • Moderate suppliers bargaining power • Sufficient engineers • Strong bargaining power • Easy access to other competitors • Low cost to switch to other competitors • Large numbers of alternatives available Potential New Entrants (S) S: Strong M: Moderate W: Weak • Low entrance barrier • High potential of new entrance

  21. So what?

  22. SWOT analysis example • Opportunities • Growing market and purchase power • Relatively stable demand – Mexican consumer segment • Demand for authentic Mexican food – non-Hispanic segment • Trends towards healthy food • Business opportunities with existing customers • Strengths • Reputation in the industry • Flexible operation and responsive to the market • Strong collaboration among R&D, marketing and sales teams • Tailored products: customization • Capability in food innovation Business Implications • Customize products to overcome lack of brand equity • Leverage strong R&D capabilities to enter growing market in R&D • Leverage relationship with existing customers • Weaknesses • Lack of brand equity • Late Mexican food market entry in U.S. • Threats • Mass markets are dominated by established brands • Niche markets are dominated numerous small brands and private brands

  23. Simple rules • Always ask yourself “so what?” • Do not wait to analyze until data collection is complete • Keep it simple and structured • Make the output of the analysis obvious • Consider analysis techniques beyond the standard tools

  24. Differentiate yourself • SWOT and Five Forces are overused and NOT typically used by “real” consulting firms • Let’s look at some examples….

  25. Company Positioning of Salsas (perceptual maps) Authentic Private labels Goya Hormel Niche Market Mass market Griffith Laboratories Campbell Frito Lays Nestle Pillsbury “Gringo” Source: OSBI Analysis

  26. Company Positioning of Salsas (perceptual maps) Authentic Recommended Positioning Private labels Goya Hormel Niche Market Mass market Griffith Laboratories Campbell Frito Lays Nestle Pillsbury “Gringo” Source: OSBI Analysis

  27. Market attractiveness example Recommendation: Enter market

  28. Sensitivity analysis example: Salad Dressings Scenario Analysis Market is small yet attractive and growing Note: 1% is conservative, 5% is aggressive

  29. Comparison of the Tools Cyracle Required Current WWQ&A functions Primus ServiceWare eGain Search of Q&A technical databases    Boolean search facility     Search within one iteration    Adjacent word search    Editor functions     Large SME text area     “Me too” tagging facility    Auto assignment of questions    Notification process     Scheduled reports     User satisfaction survey and related reports     Maintenance/nomination/promotion    Automated notification process for revalidation    Database Maintenance/Authorizations    

  30. Clients using the Tools Primus Company In-house Cyracle ServiceWare eGain HP     Compaq  Sun  Microsoft  Dell  Apple 

  31. Comparison of the Tools (Harvey Balls!) Inquiry about the costs of implementation for Primus and ServiceWare • Option 3: • ServiceWare • Option 1: • Cyracle • Option 2: • Primus • Option 4: • eGain Searching Authoring Responding Reports Library/FAQ Database Maintenance/Authorizations No Support Fully Supports

  32. SWOT Analysis

  33. Summary: Competitive Positioning • Strengths outweigh weaknesses • Opportunities outweigh threats • Positioning in unique segments such as prototyping and casting can find a niche for ABC in the industry

  34. Comparison of Customer’s Needs and ABC’s Position

  35. Comparison of Market Environment and ABC’s Position ABC can leverage its strengths and overcome its weaknesses

  36. Overview: Strategy Implementation Strategies to place ABC in a better position in market environment and fulfill customer’s needs in the simulation industry Differentiate your service by • Offering prototyping • Emphasizing stronger disciplines like casting simulation Focus your energies by • Using selective pricing • Targeting local customers • Aligning organizational support

  37. So what…now?

  38. Simple rules- summary • Always ask yourself “so what?” • Do not wait to analyze until data collection is complete • Keep it simple and structured • Make the output of the analysis obvious • Consider analysis techniques beyond the standard tools

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