Facility managers know it pays to re-examine competitive position and take action.
It doesn't happen.  Why?  We can help.

• Market Segments   The analysis must be done by market.  The markets can be geographic, product type, or customer type.  The key to success is to start with the market.
• Market share     Many producers are unsure of their market share or haven't looked at it closely.  If you are aware of all the work, it isn't hard to pull together.  Cross check against Dodge reports.  Except in niche products, any share above 50% is vulnerable.
• Competitors  It is pretty easy to identify the folks you are up against all the time.  Don't forget about the non-traditional competitors and alternate building systems.
• Strengths - Weaknesses    This step is the core of the analysis and is usually broken into marketing, cost, and capabilities.  Be honest.  It is easy to put on the rose colored glasses at this stage.
• Cost analysis    This can be done with remarkable accuracy.  One approach is cost build up.  Take into account known differences such as wetcast - drycast and union - nonunion, and use estimates of productivity.  You can't forget to normalize freight.    The alternative approach is to derive imputed cost by bid analysis.  The best results are a combination of the two methods.
• Strategy    The immediate payoff of this approach is to bid work more closely and with greater success.  A 2% average increase in margin is a lot of money.   Another important payoff is to improve your capabilities by identifying and improving areas of weakness and taking advantage of strengths.

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