Marketing Marketing Heinz K. Stahl

Lückenanalyse: Beispiel Pharmaindustrie
� Suppose the top management of the pharmaceutical company A sets
growth rate objectives for one of its divisions: 10% in sales and 15% in pretax
profit for the next five years
� The division examines its product portfolio and concludes that two of its
major product lines lines, ii.F. F X and YY, will be coming off patent towards the end
of the five-year period, thus opening the way for competition and loss of
market share
� The remaining product lines, C and D, are old ones and unlikely to grow
� The divisional managers then examine the new product development
portfolio and conclude that there is no way in which the new products
coming on stream, E and F, could compensate for the lack of growth in
revenues and profits from the existing product portfolio
� It is now possible to quantify the negative gap between the corporately set
objective for the division and the outcome likely generated by existing and
new product p pportfolios by y the end of the five-year y pperiod
� Divisional management conclude that in order to plug the gap they will have
to acquire products and/or companies
Ziele: „Benchmarking“
� Idee stammt von Xerox:
"Leadership through Quality“
� Auswahl des
Vergleichsunternehmens: Wer ist
der „Klassenbeste Klassenbeste“ oder kommt
diesem zumindest nahe?
� Datengewinnung: durch
Partnerschaft, durch multilaterale
Zusammenarbeit oder im
Verborgenen
� Feststellung der eigenen Lücken
fließt in die Zielbildung und den
Maßnahmenplan ein
Heinz K. Stahl 127
Benchmarking-Objekt bestimmen
Benchmarking-Partner bestimmen
Daten sammeln
Wettbewerbslücke bestimmen
Künftigen g Leistungsstandard g setzen
Ziele formulieren
UUmsetzungsplan t l entwickeln t i k l
Umsetzungsplan umsetzen
Benchmarking wiederholen
Heinz K. Stahl 128
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