THE JOHNSON AGENCY 1 SESSION 6 MARKET POTENTIAL FORECASTING.

THE JOHNSON AGENCY THE JOHNSON AGENCY 11

SESSION 6SESSION 6

MARKET POTENTIALMARKET POTENTIALFORECASTINGFORECASTING


THE AGENDATHE AGENDA

• McKINSEY ATTRACTIVENESS McKINSEY ATTRACTIVENESS MATRIXMATRIX

• STRATEGIC FORECASTINGSTRATEGIC FORECASTING

• THE NEEDS DRIVEN COMPANYTHE NEEDS DRIVEN COMPANY


McKINSEY McKINSEY ATTRACTIVENESS ATTRACTIVENESS

MATRIX: PART ONEMATRIX: PART ONE• SELECT A MULTI-MARKET OR SEGMENT SELECT A MULTI-MARKET OR SEGMENT

PRODUCT/GROUP (MAX 8 SEGMENTS)PRODUCT/GROUP (MAX 8 SEGMENTS)• DEVELOP CRITERIA:DEVELOP CRITERIA:– MARKET ATTRACTIVENESSMARKET ATTRACTIVENESS– YOUR STRENGTH IN EACH YOUR STRENGTH IN EACH

MARKET/SEGMENTMARKET/SEGMENT

• DEVELOP SCORING & WEIGHTINGDEVELOP SCORING & WEIGHTING• EVALUATE THE MARKETS/SEGMENTS EVALUATE THE MARKETS/SEGMENTS


McKINSEY McKINSEY ATTRACTIVENESS ATTRACTIVENESS

MATRIX: PART TWOMATRIX: PART TWO• PLOT MARKETS ON A 4 BOX PLOT MARKETS ON A 4 BOX

MATRIXMATRIX

• CREATE PROPORTIONAL CIRCLESCREATE PROPORTIONAL CIRCLES

• ANALYSE CURRENT PORTFOLIOANALYSE CURRENT PORTFOLIO

• PROJECT 3 YEARS OUTPROJECT 3 YEARS OUT

• OUTLINE STRATEGIES TO ACHIEVE OUTLINE STRATEGIES TO ACHIEVE OBJECTIVESOBJECTIVES


SEGMENT EVALUATIONSEGMENT EVALUATION BUSINESS EDUCATION BUSINESS EDUCATION

MARKETSMARKETS

SEGMENT EVALUATIONSEGMENT EVALUATION BUSINESS EDUCATION BUSINESS EDUCATION

MARKETSMARKETS

•EXECUTIVE•POST-GRADUATE•GRADUATE•UNDER-GRADUATE•DIPLOMA•CERTIFICATE


SEGMENT SEGMENT EVALUATIONEVALUATION

SEGMENT SEGMENT EVALUATIONEVALUATION

MARKET

COMPETITVE POSITION/BUSINESS STRENGTHS

M E D I U M

L O W

H I G H

S T R O N G A V E R A G E W E A K

SIZE = POTENTIAL

PIE = CURRENT SHARE OF BUS

11

3

4

A

B

A T T R A C T I V E N E S S

DEVELOP/DEFEND

DEVELOPMAINTAIN SELECTIVELY

DEVELOPDEFEND/

MAINTAIN

MAINTAIN/

MINIMALLY

DEFEND SELECTIVELY

MAINTAIN MINIMALLY WITHDRAW

C

D


STRATEGIC STRATEGIC FORECASTINGFORECASTING

Operations

New Strategies

Gap Analysis


FILLING THE GAPFILLING THE GAP

• OPERATIONSOPERATIONS

• NEW STRATEGIESNEW STRATEGIES


THE THE

PROCESSPROCESSTHE THE

PROCESSPROCESS• ANALYSIS OF FUTURE ANALYSIS OF FUTURE

OPPORTUNITIESOPPORTUNITIES

• ANALYSIS OF CUSTOMER NEEDS ANALYSIS OF CUSTOMER NEEDS

• WELL DEFINED MARKET SEGMENTS WELL DEFINED MARKET SEGMENTS

• PRODUCTS THAT DELIVER THE PRODUCTS THAT DELIVER THE SOUGHT AFTER BENEFITSSOUGHT AFTER BENEFITS


DISCUSSDISCUSSDISCUSSDISCUSS

WHAT DO YOU CONSIDER TO BE ‘GOOD’ AND ‘BAD’ BEHAVIOUR WHEN SOMEONE IS SELLING TO YOU?

GOOD BAD

1.

2.

3.

4.

5.

6.

7.

8.

9.

10.


"HOW WILL OUR PRODUCT SATISFY CUSTOMER NEEDS?"

UNDERSTANDING UNDERSTANDING NEEDSNEEDS

UNDERSTANDING UNDERSTANDING NEEDSNEEDS

WHAT ARE "NEEDS" ANYWAY?

HOW DO THE SALESFORCE

DETERMINE CUSTOMER NEEDS?


ACHIEVING MAJOR ACHIEVING MAJOR SALESSALES

ACHIEVING MAJOR ACHIEVING MAJOR SALESSALES

"INTRODUCING THE "INTRODUCING THE

SPIN TECHNIQUE"SPIN TECHNIQUE"


WHY SPINWHY SPINWHY SPINWHY SPIN

THE SKILLS REQUIRED TO MAKE A THE SKILLS REQUIRED TO MAKE A HIGH-VALUE SALE ARE HIGH-VALUE SALE ARE

DRAMATICALLY DIFFERENT FROM DRAMATICALLY DIFFERENT FROM THOSE NEEDED TO CLOSE A THOSE NEEDED TO CLOSE A RELATIVELY LOW COST ONERELATIVELY LOW COST ONE


OBJECTIVE OF SPINOBJECTIVE OF SPINOBJECTIVE OF SPINOBJECTIVE OF SPIN

TRAIN EVERYONE TO FOCUS ON TRAIN EVERYONE TO FOCUS ON CUSTOMER NEEDS RATHER THAN CUSTOMER NEEDS RATHER THAN

PRODUCT FEATURESPRODUCT FEATURES

TEACH EVERYONE HOW TO LISTEN


GAINING CONTROLGAINING CONTROLGAINING CONTROLGAINING CONTROL

MANAGEMENTMANAGEMENT– FOCUS ON STRATEGIC ALTERNATIVESFOCUS ON STRATEGIC ALTERNATIVES– MATCH CUSTOMER NEEDS TO MATCH CUSTOMER NEEDS TO

CAPABILITIESCAPABILITIES– LEVERAGE YOUR INFORMATION STRENGTHLEVERAGE YOUR INFORMATION STRENGTH

FRONT LINE STAFFFRONT LINE STAFF– CO -DEVELOP & COMMUNICATE STRATEGYCO -DEVELOP & COMMUNICATE STRATEGY– USE INNOVATIVE TECHNIQUESUSE INNOVATIVE TECHNIQUES

THE JOHNSON AGENCY 1 SESSION 6 MARKET POTENTIAL FORECASTING.

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