Business Resource Software, Inc.


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Overview

Business Insight creates charts to describe your position in the market. The expert system evaluates your business in comparison with your competition and the market. Each graph shows areas where you excel or drag behind.

Choose any chart:
Competitive Advantage
Potential Generic Strategies
Strategic Factors
Environmental Factors
Environmental Risk Matrix
Tendency to Buy
Price Sensitivity
Product & Market Change
Industrial Decision Making
Product Life Cycle
Capacity & Propensity to Attack
Sales Volume
Product Market Profitability
Boston Consulting Group Matrix
Product Competitive Position
Industry Attractiveness
Marketing Strategy Matrix
Directional Policy Matrix
Business Risk Analysis
Market Forces
Internal Factors
 

Description of the Model
In industrial markets two of the important criteria controlling the decision cycle are the complexity of the offering and the risk associated with the purchase decision. This chart examines the relationships between these variables and indicates the implications to the seller.
  Characterize Your Enterprise
The expert system will position your enterprise on the chart based upon your description of:
  • degree of risk to buyer
  • technical content
  • variety of options
  • support required
  • training required
You can trace through the supporting analysis and its conclusions, adjusting your input until you are satisfied your description accurately characterizes your enterprise.
Analysis of Your Enterprise Position
Functional Specialist Large Decision Making Unit Purchasing Manager Financial Staff
High Complexity
Low Risk
High Complexity
High Risk
Low Complexity
Low Risk
Low Complexity
High Risk
Where there is significant complexity to understand but little overall commercial risk in the purchase decision process, a functional specialist generally makes the decision. This is the person who is most conversant with the technology employed in the offering. Sales activities should be focused on the technical side and be prepared to point out the differential advantages of your offering. When both the complexity and the commercial risk are high, a number of key people throughout the customer's company will have to be satisfied that the purchase will be beneficial. The decision making unit is likely to be large and the process is likely to be lengthy. Generally there must be sales efforts focused at each of the major groups represented in the process; at the executive, financial and technical levels to insure that their needs and concerns are addressed. In the case where there is little product complexity to understand and absorb and there is little risk associated with making an incorrect decision, the purchasing manager generally handles the purchase decision by himself. Here, past experience is the most crucial factor. It is critical here to be in front of purchaser at every opportunity through advertising, promotion, and sales calls. Make sure your offering is readily available through all possible sources and channels so that the purchaser can gain easy access to it. When the complexity of the offering is low but the commercial risk is high the purchase decision is usually given to either the purchasing function or the senior financial staff. Efforts must be focused at reducing the perceived commercial risk for these personnel.

The Circle shows your enterprise has low commercial risk and low product complexity. Where there is significant complexity to understand but little overall commercial risk in the purchase decision process, a functional specialist generally makes the decision.  This is the person who is most conversant with the technology employed in the offering.  Sales activities should be focused on the technical side and be prepared to point out the differential advantages of your offering. When both the complexity and the commercial risk are high, a number of key people throughout the customer's company will have to be satisfied that the purchase will be beneficial.  The decision making unit is likely to be large and the process is likely to be lengthy.  Generally there must be sales efforts focused at each of the major groups represented in the process; at the executive, financial and technical levels to insure that their needs and concerns are addressed. In the case where there is little product complexity to understand and absorb and there is little risk associated with making an incorrect decision, the purchasing manager generally handles the purchase decision by himself.  Here, past experience is the most crucial factor.  It is critical here to be in front of purchaser at every opportunity through advertising, promotion, and sales calls.  Make sure your offering is readily available through all possible sources and channels so that the purchaser can gain easy access to it. When the complexity of the offering is low but the commercial risk is high the purchase decision is usually given to either the purchasing function or the senior financial staff.  Efforts must be focused at reducing the perceived commercial risk for these personnel.

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Business Resource Software, Inc.
Georgetown, Texas 78628
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