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KSF Competitor Ranking Templ

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Introduction

Key success factors (KSF) are areas of critical performance necessary for success in a specific industry. A firm cannot expect to be com success factors. Key success factors are a function of both customer needs and competitive pressures. KSFs are typically identified by completing a list in response to two questions: 1. What do customers in my industry want? 2. How do successful firms survive the industrys competitive pressures? The entrepreneur must be aware of the key success factors (KSF) in his/her industry. Resources should be directed to activiti to KSFs. Competitor ranking by key success factors David Aaker proposed a model to rank a business against its competitors based on key success factors (KSF). H e suggested th Once the KSFs are established they must be ranked. An importance weight should be assigned to each KSFs with the sum of the weights understanding of the industry. Next, a strength rating is assigned to each ksf, ranging from 1 (weak) to 5 (strong). A gain, this is a subjective process, but some proxies can be used if adequate numerical information is available. For example, the number of outlets a competitor has can be used as a proxy of relative strength in distribution. Lastly, the importance weight is multiplied by the strength rating to produce a score for each KSF for each competitor.

Chart (see relevant TAB) shows an example for a hypothetical industry and gives an overall competitive strength score for each competito weighting for the different KSFs totals 1, the maximum possible KSF score is 5. The result of the ksf competitor ranking can be plotted on a chart (see Chart on the last tab). The chart shows not only the In the example, your business could improve its competitive position dramatically if distribution was improved. Management effort should therefore focus on this issue.

petitor Ranking Template

mplates-4u.com

industry. A firm cannot expect to be competitive in its industry without an understanding of the industrys key

should be directed to activities that increase competitiveness on KSF and not wasted on activities that are not critical

factors (KSF). H e suggested that no more than ten KSFs should be used for which adequate information is available. with the sum of the weights adding up to 1. The weighting is judgmental and so requires a good

n is available.

in distribution.

F for each competitor.

petitive strength score for each competitor (that is, the sum of the scores for each KSF). Because the importance

e chart shows not only the relative overall competitive strength, but also the factors that contribute to it.

was improved. Your nearest rival is weaker in almost all aspects except the second most important KSF, distribution.

e industrys key

es that are not critical

formation is available.

quires a good

se the importance

tant KSF, distribution.

KSF Competitor Ranking

KSF Market Share Distribution Brand Image Product Quality Product Variety Patents R&D Financial Resources Overall

Importance Weight (KSF) 0.25 0.2 0.16 0.13 0.11 0.08 0.04 0.03 1

Your Business Strength Rating 4.0 3.0 4.0 3.0 5.0 4.0 4.0 5.0 Firm Strength 1 0.6 0.6 0.4 0.6 0.3 0.2 0.2 3.9

Competitor A Strength Rating 3.0 4.0 3.9 2.8 3.9 4.0 4.0 4.0 Firm Strength 0.8 0.8 0.6 0.4 0.4 0.3 0.2 0.1 3.6

NOTE: The TABLE at Row 36 and below automatically pics up the data from this table and feeds automatically the grap

Instructions: Once the KSFs are established they must be ranked. An importance weight should be assigned to each KSFs with the sum of the weights understanding of the industry. Next, a strength rating is assigned to each ksf, ranging from 1 (weak) to 5 (strong). A gain, this is a subjective process, but some proxies can be used if adequate numerical information is available. For example, the number of outlets a competitor has can be used as a proxy of relative strength in distribution. Lastly, the importance weight is multiplied by the strength rating to produce a score for each KSF for each competitor.

Chart (see relevant TAB) shows an example for a hypothetical industry and gives an overall competitive strength score for each competit weighting for the different KSFs totals 1, the maximum possible KSF score is 5.

Graph Admin Tbl KSF Market Share Distribution Brand Image Product Quality Product Variety Patents R&D

Your Business 1 0.6 0.6 0.4 0.6 0.3 0.2

Competitor A Competitor B Competitor C 0.8 0.4 0.2 0.8 0.5 0.5 0.6 0.3 0.8 0.4 0.2 0.7 0.4 0.3 0.1 0.3 0.2 0.3 0.2 0.1 0.2

Financial Resources

0.2

0.1

0.1

0.1

Competitor B Strength Rating 1.5 2.5 2.0 1.6 3.0 2.0 2.0 3.0 Firm Strength 0.4 0.5 0.3 0.2 0.3 0.2 0.1 0.1 2.1

Competitor C Strength Rating 1.2 2.3 5.0 5.0 1.0 4.0 4.0 2.0 Firm Strength 0.2 0.5 0.8 0.7 0.1 0.3 0.2 0.1 2.9

utomatically the graph illustarted in the TAB: GRAPH

th the sum of the weights adding up to 1. The weighting is judgmental and so requires a good

th score for each competitor (that is, the sum of the scores for each KSF). Because the importance

KSF Competitor Comparison

Competitor C

Competitor B

Competitor A

Your Business

0.5

1.5

petitor Comparison

Market Share Distribution Brand Image Product Quality Product Variety Patents R&D Financial Resources

2.5

3.5