Transcripts
1. Welcome to the class!: Hi and welcome. Entering a new market
can be quite high. Reward move for a company. Think of Amazon going
from an online bookstore to becoming the largest
e-commerce player in the world. Or Netflix, doing a pilot from the DVD by mail rental market
to the streaming market, but can also be a very
risky and costly move. Think of Google trying to enter the social media market
with Google Plus, or targets to trying to enter the Canadian market
with their stores. Both had to close down their activities because
they're offering didn't stick. It's important to make sure that you are entering
the right market. And if you also have the
right capabilities to do so. You can, however, increase
your chances of success by conducting something we call in market attractiveness
analysis, which is exactly what we will
learn during this course. If you're a product
manager, market tier, a product owner or consultant in charge of detecting
opportunities and new markets, then don't go anywhere. This course offers the
right tools, tips, and tricks to increase
your chances of success. My name is Thibault Dubois, and I'm a manager in one of the largest consulting
firms in the world. Our main activities as a
consultant consists of advising and guiding businesses throughout their
digital transformation. My professional career,
I had the pleasure to work with many product
managers, product owners, marketeers, where
I helped him in creating new and exciting
offerings for their customers. At the end of this class, you'll be able to confidently assess the attractiveness of the market and formulate a recommendation whether
to enter it or not. In order to do that,
we will have a look at five key indicators. Being the market health,
customer segmentation, busyness of the competition, the bargaining power of
suppliers, the market trends. But that's enough for me. Now it's your turn to act. If you feel that discourse
is something for you, then hop on board. And if not, maybe next time. In any case, I wish you good education and
I hope to see you soon. Bye bye.
2. Introduction: Hi, and welcome to the
chapter on where to play. As I mentioned in the
introduction of the course, this step is about
identifying the market's and, or segments we would like
to serve with our product. It's possible that you have
a specific market in mind. But before entering that market, you first need to assess whether
it is attractive or not. This is an important step
as you don't want to spend a lot of time and effort
on developing a product, only to realize that there's nobody in that market
willing to buy it, or perhaps the competition, it turns out to be really tough, leaving no profits on the table. All suppliers are
squeezing, squeezing, add all the distributors with high resource prices and so on. So how can we assess the
attractiveness of a, something like a market? In essence, it's always
comes down to five elements. First of all, you need to know what the size of the market is, whether it is growing or not, and how much market share
you will be able to capture. This is called
industry analysis. Next, you need to do a customer analysis in order to know who your customers are, what purchase behaviors
do they have, what 30 they find important, and what's frustrating
them today, I can tell you that
your product strategy will be completely
different if you decide to target the high end of a market versus the low end. Another very important aspect to analyze is our competition. You need to know
whether the market is fragmented or aggregated. Can we differentiate
our products from the competition or not? It's easier to deal with many smaller players compared
to few big players. And that's also something
you need to account as well. Next, let's not forget
about our suppliers. We need to understand
what's going on on their side
of the industry. How can they impact us? Again, many suppliers
easier to deal with compared to a few that hold
a lot of bargaining power. And lastly, you should assess, also assess factors that might not always impact the industry, but they should be
considered when they do. I'm talking about
technology trends, regulatory trends, economic trends, and
sustainability trends. Okay, Let's dive right it
onto the industry analysis. See you there. Bye
3. Indicator 1 - Market health: Hello and welcome back. Doing an industry
analysis is all about understanding whether
the industry or market is healthy or not. We have for health indicators
that can tell us more. The first indicator is
the size of the market. You don't want to launch a product in a market
that's smaller than your annual revenue or where potential sales volumes are not covering your fixed
costs, for instance. The second indicator is
the growth of the market. In market's that's shrinking
is usually not a good sign. So you want to steer
clear from those markets. The third indicator is the
lifecycle of the market. Having this
information will help us to time or market entry. You don't want to
enter a market. That's already been
contraction phase. And the fourth indicator is how much market share you will be able to capture
with a product. Let's start with estimating
the market size. In order to estimate this, we need to define the
scope of the market. This may include identifying
geographic boundaries, the product or service
offerings within the market and the target customer segments
wants the scope is defined, you can start to gather data
to estimate that scope. This can include
data on population, demographics, consumer
behaviors and industry reports. Check whether you have access to public databases
in your country. Interviewing industry
experts is also a good way to collect data if you have
access to their expertise. To quantify the
size of the market, you can use a combination of top-down and
bottom-up approaches. The top-down approach gives you a rough estimate of
the market size, which you can cross-check with a more refined
bottom-up approach, where you start with
one unit that's extrapolated to the
entire population. Let's first look at
the top-down approach. Here you want to write
out your formula on how you want to compute
the size of the market. This makes calculations
easier as you then just have to fill
in the missing numbers. Say for instance,
you want to compute the annual market size of
smartphones in the US, expressed in US dollars. In order to calculate this, I will first write
down my formula, starting with the
annual volume of smartphones purchased in us. So I need to know the total
population in the US, the percentage of population
with a smartphone, and the percentage
of population that will replace their
smartphone this year. Multiplying all these
parameters should give me a rough
estimate of the volume. Next, I would compute what a smartphone costs on
average in the US. Let's take an average of thousand dollars if we mainly account for
the newer models. And finally, I would multiply
both fingers together, which gives me an
approximation of the total annual market size
of smartphones in the US. Okay, so there was the
top-down approach. It gives us a basic idea
on the market size. However, it's not sufficiently refined to use as a final
market size estimates. That's why we also should
do a bottom-up approach to cross-check the
top-down estimates. This approach
typically takes longer as you need to
crunch the numbers, do research, and discuss assumptions with
industry experts. So that was the first indicator. In addition to analyzing the
current size of the market, it is important to assess
the potential for growth. This can include analyzing
trends in consumer behavior, technological advances,
and changes in regulation. By understanding the
potential for growth, businesses can
identify opportunities for innovation and investment. There are many forecasting
methods out there liked compounded
annual growth rate, seasonality, growth rate,
moving averages, etcetera. Tackling each one of these would take us outside the
scope of this course, which is just suggest
to simply use an average growth rate equal to the historical growth between
two fixed periods at time. So okay, that was the size and
the estimated growth rate. Another aspect that we need to touch upon is the market cycle. Markets tend to follow this
fixed pattern if you were, it consists of four
stages being expansion, peak, contraction,
and phase-out. In the expansion phage, economic activity is increasing, businesses are growing,
unemployment is rising. As a result, consumer
confidence is high and demand for goods
and services is strong. This leads to higher prices and profits for businesses
and investors. This is the best moment
to enter the market. At a peak of the market cycle, economic growth begins
to slow down and the rate of expansion
starts to decrease. Businesses and
consumer confidence can still be relatively high, but growth is
starting to, to plot. This is often a time when
investors and businesses begin to take profits and
are more cautious, investors start to exit market You might still be able to
make some profits because you have someplace that's
already leaving the market and leaving up some
gaps that you can fill it. In the contraction
phase, the economic, the economy begins to shrink and businesses may
start to cut costs, reduce hiring, and
decrease investment. Consumers may also start
to pull back on spending, which can lead to decrease
demand for goods and services. This can lead to a
decline in prices and profits and investors may
become more risk averse. My advice would be to
not enter anymore unless you have a product that will
revolutionize the market. But that's quite
a bold strategy. Finally, in the face out stage, the economy has bottomed out and economic activity is
at its lowest point. Businesses may struggle
to survive and investors may be worried
of entering the market. However, this stage
can also represent an opportunity for
businesses and investors to buy
low and position themselves for future growth. But good indicator to
tell you at what point of the markets and what part of the market cycle you are is
to look at the growth rate. If it's accelerating, we
are in the first stage. If it's stagnating, we
might be at the top and if it's declining than we might
be in the contraction phase. Now it's time to compute
the market share. You will, that we
would like to capture. It's completely normal
if you don't have enough information at this
point to answer this question. So I would suggest to come
back to this part when you have more information about the segments you
want to capture, what product you want
to offer to them. The best way to approach a market share question is when you don't have
all the information yet, is to formulate some
meaningful milestones and compute the market share that
matches those milestones. Here's an example. The first milestone
for launching a product could be revenues are covering initial
investment costs done for developing the product. So here we want to look
for how much volume we need to sell in order to cover development
costs of the product. Once you know the volume, you should divide it by
the total market share and see if that
percentage makes sense. As a rule of thumb,
don't expect to capture more than five per cent of
the market the first year. The second milestone
that you want to reach is the breakeven point. Here you want to take it a step further and compute
how much we need to sell before our revenues are covering the fixed
and variable costs. The next milestone is
completely arbitrary. There's more of a, this is more of a strategic
objective that's set between you and management
of the company. It should remain
realistic however. So overall, you want to enter an industry
that's in good health, meaning the size
of the market is sufficiently large
and allows you to take a market share at
which you're profitable. And the market is still growing, indicating that it's either in an expansion phase
or at a peak phase. And voila, that's about it
for the industry analysis. Let's now move on to the
customer side of the industry. See you there. Bye.
4. Indicator 2 - Customer segments: Hi, and welcome to the
customer analysis lecture. So you have to understand
that in most cases, you cannot serve the entire market within
one-size-fits-all solution. This is because
there are multiple customer groups within a market, also called Customer segments. And Customer segments means
customer segmentation. But I hear you ask, why should we do
customer segmentation? Well, customer segmentation is the process of dividing
a customer base into smaller groups
of consumers with similar needs, behaviors,
and characteristics. This activity is very important as it
enables businesses to tailor their marketing
strategies and product offerings to specific
groups of customers, which in turn increases the effectiveness of
their marketing efforts. Customer analysis also
helps to identify which segments are the most attractive and
profitable to target. So how do we do
customer segmentation? Here are the necessary steps. First, you want to identify
your target segment. This is already something that you did in the previous step. Second, we need to gather data on the industries or
markets customers. This can be done through
market research, customer surveys, or by
analyzing existing data. So what you're looking for
is data on demographic, psychographic, behavioral, and customer satisfaction
characteristics. Let's break these
down for a moment. Demographic analysis
involves evaluating the age, gender, income, education, and other demographic
characteristics of customers. It helps businesses
understand the specific needs and preferences of different
customers segments. Psychographic analysis involves evaluating customer's
personality traits, lifestyle choices, and values. It helps businesses understand the emotional and
psychological factors that influence
customer behavior. Then you have
behavioral analysis, which involves evaluating
customers purchasing habits, such as the frequency, timing, and amount spent on a
product or service. It helps businesses to
understand customer loyalty and identify opportunities for
cross-selling and up-selling. Customer satisfaction
analysis involves evaluating customer's
satisfaction levels with a product or service. It helps businesses identify
areas for improvement and develop strategies to increase customer loyalty
and adoption rate. By looking at customers
through these four angles, you will have a
pretty good view on the industry's customers
and the segments at holes. Okay, the third step is about
identifying common needs, preferences, and behaviors of the customers within
the industry. This will help in creating different customer
segments based on DVD, on these common characteristics. The fourth step is to actually create a Customer segments
using the common needs, preferences, and behaviors that you were able to
identify and Step treat. Each segment should have distinct characteristics
that differentiate it from the other segments. A powerful tool that
you can use here is to make a persona that
represents each segments. Personas are fictional
representations of the target customer segment that captured the key
characteristics and needs. By developing
customer persona's, businesses can better
understand their customers and create products that meet their specific needs
and preferences. Moving on now to the fifth step. After creating the
customer segments, you need to evaluate them and then select a segment
that you want to target. The evaluation should be done on factors such as size, growth, potential, profitability, accessibility, and alignment
with business goals. And the sixth and final
step is to develop a marketing strategy for
your target segment. This could involve creating different products or services, changing prices of this or
distribution strategies, and creating targeted
advertising campaigns will do a deep dive on marketing strategies
later in the course. Let's use a simplified example from the automated industry. Step one, identifying
target, the target industry. Well, in our case, this is the automotive industry
step to gathering data on the automotive industry and its customers can be gathered
through market research, customer service surveys, or
by analyzing existing data. This could include
data on factors such as demographics,
psychographics, purchasing behaviors, product
preferences. Step tree. We identify a common
needs and behaviors. We saw that some
customers, for instance, prioritize fuel efficiency and environmental
sustainability, while others prioritize
performance and luxury step for creating Customer segments within
the automotive industry. So we distinguished two of them, the eco conscious bias and the performance enthusiastic
and luxury buyers. Step five, we evaluate and select the segments
we want to target. We decided to go with the
eco conscious segments because they're growing
rapidly and have high profit margins due to increasing demand for
environmentally-friendly vehicles. Step six, developing
a marketing strategy. We customize on Marketing Communication
and product features to appeal to the specific needs and preferences of each segment. This could involve
creating electric, electric or hybrid vehicles for the eco conscious segments, high performance sports cars for the performance and Tuesday, and luxury vehicles
with the premium features for the
luxury, luxury buyers. Now, this is a very
simplified example. Normally we would have an
entire analysis report describing each segment in great detail,
including persona's. But I hope it already makes
things a bit more tangible. So yeah, there you have it. That's the customer
analysis part with customers notation. Let's now move on to
the next analysis, which is that of our
competitive landscape. I see you there. Bye
5. Indicator 3 - Competition: Hi, and welcome to this lecture
on competition analysis. Competition analysis focuses on the intensity of
competitive rivalry. It refers to the degree
of which competitors, potential entrants and
substitutes are able to compete with each other and
how aggressively they do so. Companies must be able
to assess the strength and competitive capabilities of their rivals in order to
develop effective strategies that will enable them to
compete effectively as well. There are a number
of different factors that can influence the intensity of competitive
rivalry in the market. Such as the number of
existing competitors, their market share,
and relative size, the degree of product
differentiation, the level of fixed
costs required to operate in the
market, and so on. Companies must be carefully analyzed these
factors in order to understand the
competitive dynamics of their industry and
to identify areas, areas where they can gain
a competitive advantage. Another important aspect
of Competitive Analysis is identifying potential
threats from new entrants, as well as opportunities
for growth and expansion. Companies must be able to assess the barriers to entry
in their market, including regulatory
and legal barriers, economies of scale and
brand recognition. They must also be
able to identify potential substitutes
for their products or services and develop
strategies to mitigate these threats
of substitution. So in essence, you want
to have a market with a population of small and
fragmented competitors, meaning that market share is not concentrated with two
or three players. You also want the numbers
of potential entrants to be as low as possible
thanks to high barriers. And finally, you don't want many substitutes to be
available for the customer. Okay, The theory
sounds good and orbit, how can you turn
this into practice? There's three phases in
doing competition analysis. Phase one is about exploring
who your competitors are, including new entrants and
potential substitutes. Fe2 is about data gathering. You want to know or collect as much information on your
competitor as possible. Because this will help
you with Step tree. And in Step tree,
it's about assessing the strengths and weaknesses of your competitors offering. What is their unique
selling proposition? How do they reach the customers? What is their pricing, what are their costs, and so on. Let's do a deep
dive in each step. In step one, you
need to identify your direct and
indirect competitors. Direct competitors offering
similar products or services, while indirect
competitors are offer alternative solutions
to the same problem. This framework should
help you to determine what type of competitors
you should be researching. As you can see, you need to analyze your competitors
on two criteria, which are capabilities
and client needs, which gives you a matrix of four different competitor types. Most of the obvious ones
are the direct competitors. They have similar
capabilities that we have and are also going after the same clients segments. Next we have the
indirect competitors. They have different
capabilities that again go after the same client. Then you have potential
competitors that have the same capabilities but are targeting different clients. And finally, you have to
know competitors that have different capabilities and are also serving different clients. You don't really need to
research the research them. Okay. So that's was phase one. Let's now go to phase two, which was collecting
information. You should research
your competitors and gather information on
their market share products, pricing, marketing
strategies, target market customer satisfaction
levels and so forth. You can structure your research by splitting it up
in multiple buckets, such as financial information, market information, and
product information. But feel free to use any
other structure if you want. Not all this information
is readily available. So you will need to do
some digging and use a combination of multiple
research methods. Some source of inflammation include their website
if the competition, social media, customer reviews, industry reports, and
financial statements. You could also go out on the
street and ask random people what they think of your competitors
products and branding. That type of study is
quite helpful when you're targeting
retail customers. And it also helps to understand the positioning of your
competitors offering and image. Again, you can structure
your research by splitting up in different
types of buckets. I personally often use existing information
and new information. Existing information means
it's already available and new information means
that it to create it myself. Finally, in phase tree, you need to analyze
the strengths and weaknesses of your,
of your competitors. You can use the
famous swat analysis, which looks at your
competitors strength, weaknesses, opportunities,
and threats. Strengths and weaknesses are considered internal
to your competition. Is strength could be, for instance, a reactive
distribution network Whilst a weakness
could be high prices, then you have
opportunities and threats. These are considered as external factors relative to the, your competitors company. And opportunity could be
a new market segments, Whilst a threat could be
more stringent regulation. From your perspective,
you want to explore your competitors
weaknesses and threats. You need to hit them where
it hurts if you will. Okay, that's enough theory. Let's look at a small example to apply what we've
just learned. Imagine that I'm an
online tutoring service. Something tells me that's
maybe not so hard to imagine. So I've decided to divide my
competitors into two groups, being direct and
indirect competitors. To make my life a little easier, I have not looked at
potential competitors that are not serving the
same customer needs. But you should get the
idea of where I'm going. Within the group of
direct competitors. You have other online
tutoring services. You have me check futures
and wissen for instance. Within the group of
indirect competitors, you have the can Academy,
Coursera, and YouTube. The difference between
these two groups is that my direct competitors or tutoring services offering
one-on-one education, whilst the indirect competitors of a one-to-many
form of education. Next, you can see that I applied a shortened version of the swat technique on
all my competitors. Once you want to do here
is to look for weaknesses that you can exploit
and turn into strength. Something I noticed is that the indirect
competitors all have weaknesses in common and that's limited
personalized attention. As a tutoring service, it should be something
that I need to keep doing if I want to
differentiate myself from them. Looking at my
direct competitors, I see that I should focus on creating a large pool
of tutors that can offer a wide variety of topics and be flexible with regards to scheduling a session. I hope that you can now see how powerful this analysis is. By identifying the strengths and weaknesses of my competition, I was already able to pinpoint some key features
that my offering should have if I want to win in this
competitive landscape. These are not the type of
features that you will uncover by just doing some
brainstorming session. And internally, you need to go out there
and do the research. So overall, Competitive
Analysis is a critical part of the
strategic planning process, allowing companies to develop effective strategies that enable them to compete successfully
in their market. By understanding
the intensity of competitive rivalry and the
factors that influence IT, companies can develop a
deep understanding of their industry and position themselves for
long-term success. Well, onto the
supplier analysis. See you in the next lecture. Bye
6. Indicator 4 - Supplier power: Hi, and welcome to the
supply side of the market. Supplier analysis is another crucial factor
that can influence a company's decision
whether or not to launch a product
in the market, we should account for the supplier's bargaining
power in an industry. This analysis considers factors such as the number of suppliers, the size and the scale
of the suppliers, the availability of substitutes, and the switching costs involve
when changing suppliers. By analyzing these factors, businesses can
determine the degree of bargaining power that's
suppliers hold over them. If there are only a few
suppliers in an industry, they are likely to have a lot of bargaining power
over the businesses that rely on them for inputs. This is because the businesses have fewer options to choose from and are more dependent on suppliers to
meet their needs. In contrast, if there are many
suppliers in an industry, businesses have more options to choose from and suppliers
have less bargaining power. Another important
factor to consider in Supplier analysis is to size
and scale of the supplier's. If a small number of large
is dominated to market, there are likely to have
more bargaining power again, compared to a large number
of smaller suppliers. Large suppliers have
more resources, resources, negotiating power, and are able to dictator terms in their relationships
with businesses. Additionally, the
availability of substitutes inputs is an
important consideration and supplier analysis as well. If there are many
substitute inputs available in the market, businesses to have again, more options to choose from and Suppliers Cephalus
bargaining power. However, if there are only a few or no
substitutes, inputs, suppliers have more
bargaining power over businesses that rely on
them for these inputs. The final factor to consider
are switching costs. Switching costs are the costs associated with
changing suppliers, such as retooling
production processes, training employees are developing new supplier
relationships. It's switching costs are high. Businesses may be less
likely to switch supplier's, giving suppliers more bargaining
power over them again. In conclusion, and
attractive supply side of the market, ideally, a large amount of
small suppliers and, or many potential substitutes and preferably low
switching costs. Okay, let's move on now
to the final factor in your market attractiveness
study. Hope to see you there. Bye
7. Indicator 5 - Market trends: Hello and welcome to this small
lecture on market trends. So we now gathered
information on the key drivers behind
every market or industry. But there are some
additional drivers that may or may not have an
impact on the industry. I'm talking about
technology regulations, economic indicators,
and sustainability. Let's go over each one of them. Starting with technology. The impact of technology on
a market can be significant. Consider how advancements in
technologies are changing the industry and
how they may have impacted consumer behaviors
and expectations. For example, the rise of
mobile devices has made it easier for consumers to research and purchase
products online, which has had significant impact on traditional retail markets. On the, on the other hand, advances and automation
and robotics have made manufacturing
more efficient, leading to lower costs and
increase productivity. And then what about
regulation drivers? The regulatory
environment can have is significant impact on
market attractiveness. It's important to analyze the regulatory framework
for the industry, including any legal
requirements, restrictions, or subsidies. Take the example of the
healthcare industry. Regulations on drug approvals
and patterns can have a significant impact on the
attractiveness of a market. In the energy sector, government subsidies for
renewable energy sources can make them more attractive
to consumers and investors. Next, let's discuss
economic indicators. Economic factors such
as GDP, inflation, and interest rates can impact consumer spending and demand. Consider the economic
indicators for the market and how they may impact the mount for your
product or services. For example, a
strong economy can lead to increased
consumer confidence, higher demand for luxury
goods and services. Conversely, a weak
economy can lead to lower consumer
spending and reduce demand for
non-essential products. And last but not least, we should also have a
look at sustainability. Sustainability is
becoming increasingly important to consumers and can impact the
attractiveness of a market. Consider how sustainable
practices can impact consumer behavior and how they can be incorporated into your products
or services as well. For example, consumers may be willing to pay more
for products that are environmentally
friendly or companies that have sustainable
supply chains. Additionally, some
industries are facing regulatory pressure to reduce their carbon footprints, which can impact
the attractiveness of the market as well. So here you have it. These were the bonus drivers
that you should also consider when you are assessing the
attractiveness of a market. In the next lecture, we will do a quick recap of
what we've just learned. I hope to see you there. Bye
8. Key takeaways: Hello and congratulations on finishing the chapter
on where to play. Let's do a quick recap on
what we've just covered. In order for a business to assess whether a
market is attractive, we need to check five aspects. The industry, Customer segments that
competition landscape, suppliers and other
key Market trends. Within the industry analysis, we need to estimate the size and the
growth of the market. We need to calculate what
market share we wish to capture based on some key milestones
in the break-even point. And we finally also
need to understand in what cycle of the market
we're currently are. Within the customer analysis, we need to split the
customer base and two smaller Customer segments in function of their needs,
behaviors, and characteristics. Doing this will enable
us to tailor or marketing strategies
and product offerings. And it will help us to target the most attractive and most
profitable target groups. Next, we had
competition analysis. Competition analysis focuses on the intensity of a
competitive rivalry. Or in other words, we look at the degree to which competitors, potential entrants
as substitutes, are able to compete with each other and how
aggressively they do. So, it's important to first identify all
your competitors. So the indirect ones and
assess their strengths, weaknesses, threats,
and opportunities. During this will
help us in coming up with an offering that is
able to compete with theirs. Within supplier
analysis, we had to account for the supplier's
bargaining power. This analysis considers factors such as the number
of suppliers there, size and scale, and the
availability of substitutes, inputs, and also the
level of switching costs. Knowing this factor
will enable us to determined degree
of bargaining power. That's suppliers hold over us. And finally, we should
also take a look at drivers such as technology, regulations, economic
indicators, and sustainability. These can have large impacts on the industry
attractiveness as well. And voila, that covers the
theory part of the lecture. In the next chapter, we will cover the
next part of a story which is How to Win.
Hope to see you there. Bye
9. Project: Hello and welcome to the
practical part of the course. It's time again to
pull up your sleeves. So you've normally already picked your product and
the previous chapter, if not, don't worry, there's still time to do so. But you should also come up with a draft version of
your product fisher. So don't forget that once you
have your product in mind, you will need to conduct an industry attractiveness
analysis around it. In other words, you
will need to come up with the size of the
industry and its growth, the market share you
would like to capture the cycle in which the market
is currently situated. Customer segments
and their needs. The customer segments that
you would like to target. The competitive
landscape, including direct and indirect competitors, supplier side, and they're bargaining power based on
the factors we solved. And finally, the
key market trends that could shape
your industry today. If you're not sure
on how to start, then just referred back
to the previous lectures. It includes everything
that you need to know in order to
complete this exercise. In terms of deliverable, I would suggest to use
PowerPoint as it's the most common tool used
for that kind of analysis. You are free to use any
tool you want to just keep your audience in mind and
professional contexts. You, your analysis
might go through a steering committee with upper management and executives. So you want to make it easy on them when they go
through your report. Okay, that's it for me. Good luck with the assignment. Bye bye.
10. Share your thoughts!: Hi Thibault here. Congratulations for
finishing the course. I hope you've got
something out of it and it will be helpful in
your future career. In case you'd like to course, please leave a review and let others know what
you liked about it. That seems extremely
helpful to meet, and it's also helpful
for other students. Now, I'll, if I go have a
nice and educational day, Bye
Thibault Dubois, Manager in business consulting
