chapter 5

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<strong>chapter</strong> 5 · a concept of the future 153B u s i n e s s R o a d m a p p i n g A u d i tQ u e s t i o n s f o r t h e M a r k e t e rBuilding Sustainable Business• Where will we compete in the future (‘hunting grounds’)? How do we intend tocompete (‘hunting strategies’)?• What are the future drivers of sustainable business for our company? Will we accomplishsuch business through market making, market hunting or market farming?Market Making• How strongly is the performance of the company’s current portfolio influenced bythe new product choices of the past? What needs to be changed in the new product/service portfolio?• Is the new product portfolio balanced? Are there activities in the portfolio aimed atmaking the competition irrelevant? Do we have sufficient incremental initiatives tosuccessfully apply leverage on existing platforms?• How realistic are the market predictions? Are we a first mover in the market? Hasa dominant design already emerged in the market? Is it a winner-takes-all marketor are multiple winners possible?• How strong is the price pressure in the market? In case of a price war, how do weavoid price and profit erosion?Market Hunting• Is our sales force empowered? What is the quality of the information the sales forcereceives? How well is the company equipped to recruit good sales representatives?How well does the company perform in training its sales force? What are the motivationand compensation systems? How does the company monitor sales performance?Do we have enough sales people to realise our business goals?• Is our go-to-market strategy optimised? Are we able to maintain a strong way-tomarketarchitecture? Are we capable of appropriating high, stable returns?• Are our assumptions in the online channels valid? Do we truly improve efficienciesor expand the market? Can the middle-man effectively be disintermediated? Arethe economic benefits from virtual diversification real?• Have we positioned our offering (our company) firmly in the market mindset?© rudy moenaert, henry robben, peter gouw, lannoocampus • marketing strategy & organization
154 marketing strategy & organizationMarket Farming• What is the lifetime value of our customers? What is the base business of the productor the services the company sells? What is the extended business the companymay create by selling other products and services to the same customer? What is theleveraged business the company may derive from customers?• Does the company have true account management? Do we have the right personnelwith the right skills and attitudes to farm the market appropriately?• Are our loyalty programmes distinctive? Do we have a real perspective-changingcrm? Do we have loyal customers who have become true brand ambassadors? Dowe succeed in exceeding expectations?• Are we capable of determining the right customer processes? Are we well integratedinto customer processes and activities? How high are the switching costs for ourcustomers?• How consistent is our positioning?• Is price erosion likely in the near future? How will we react? How efficiently are weorganised? How professional are we in our pricing policy? What is the profit thatwe ‘leave on the table’?The Rules of Engagement• Do we communicate to our customers on relevant dimensions?• Do we position ourselves distinctively and sustainably against the competition?• Is our positioning feasible and credible?© rudy moenaert, henry robben, peter gouw, lannoocampus • marketing strategy & organization
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chapter 5

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