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FCBA - BCS Foundation Certificate in Business(R) Analysis - Dump Information

Vendor : ISEB
Exam Code : FCBA
Exam Name : BCS Foundation Certificate in Business(R) Analysis
Questions and Answers : 160 Q & A
Updated On : January 19, 2018
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FCBA Questions and Answers



Which of the following statements is true?

  1. Shadowing is an effective way of preparing test scripts for user acceptance.

  2. Rich pictures and mind maps are used to document the requirements for the IT system.

  3. Interviews are effective in building a consensus view and securing agreement from a diverse group.

  4. Ethnographic Studies are concerned with the long term observation of the business environment.

Answer: D


The following is a list of statements concerning investigation techniques.

a. Questionnaires are an effective way of developing rapport with the business users. b. Workshops are an effective way of obtaining user buy-in and acceptance.

  1. Protocol analysis involves following a user for a period to find out what they do.

  2. Scenarios can be used as an effective basis for the development of prototypes. Which of the following is correct?

    1. Statements a and c are incorrect, statements b and d are correct.

    2. Statements a and d are incorrect, statements b and c are correct

    3. Statements b and c are incorrect, statements a and d are correct.

    4. Statements c and d are incorrect, statements a and b are correct.

Answer: A


A business case for a project claims that the new system will provide managers with more time to think creatively about strategic issues. What would this be classified as in a cost- benefit analysis?

  1. An intangible cost.

  2. A tangible benefit.

  3. An intangible benefit.

  4. A tangible cost.

Answer: C


Which of the following BEST describes the cause of a bottleneck in a business process?

  1. A step where one actor passes the process to another actor.

  2. A mismatch between the capacities of related process steps.

  3. An unnecessary step or steps in a sequence of process steps.

  4. A number of related steps that are carried out by different actors.

Answer: B


Which of the following diagrams explicitly shows the sequence of tasks?

  1. A swim-lane diagram.

  2. A use case diagram.

  3. A business activity model.

  4. A class model.

Answer: A


Which of the following BEST describes the term value proposition?

  1. The net present value of a proposed project.

  2. The value that a product or service offers to customers.

  3. The proposed value of benefits in a cost-benefit analysis.

  4. The value of the Internal Rate of Return of a project.

Answer: B


Which of the following is an advantage to the host organisation of using an internal consultant to conduct a business analysis project?

  1. They will have a broad business perspective.

  2. They will be familiar with the host organisation.

  3. They will only be paid when they are needed.

  4. They will have a dispassionate view of the host organisation.

Answer: B


The following is a list of statements about stakeholders and stakeholder management. a. A customer can be considered as a stakeholder in a project.

  1. A supplier can be considered as a stakeholder in a project.

  2. Stakeholders' positions do not remain static during the life of the project. d. Communication must not be tailored to each stakeholder in the project. Which of the following is correct?

    1. Statements a, b and c are correct, statement d is incorrect.

    2. All four statements are correct.

    3. Statements a and c are correct, statements b and d are incorrect.

    4. Statements b and c are correct, statements a and d are incorrect.

Answer: A


Which of the following statements about business activity models (BAM) is correct?

  1. A BAM flowcharts the sequence of business events.

  2. A BAM will show who carries out business activities.

  3. A BAM is a model of the organisation s processes.

  4. A BAM will be defined for each business perspective.

Answer: D


The senior managers of an organisation recognise that they employ knowledgeable, committed staff. Under which category of a SWOT will this be recorded?

  1. Weaknesses,

  2. Opportunities.

  3. Threats.

  4. Strengths.

Answer: D


Which of the following represents the total cash flows of an investment, over a period of time, adjusted to reflect the time value of money?

  1. The Internal Rate of Return.

  2. The Time to Payback.

  3. The Net Present Value.

  4. The Return on Investment.

Answer: C


A business analyst wishes to show that a company wants to store information about different types of product. Some attributes are common to every product (for example; product name) but other attributes only apply to certain product types. For example, product material only applies to accessory products. Which of the following constructs could the business analyst use to represent this on a class model?

  1. An association class.

  2. A many-to-many multiplicity.

  3. A generalisation structure.

  4. An <<extend>> structure.

Answer: C


Which of the following would BEST be managed with the "keep satisfied" stakeholder management strategy?

  1. Those with high power/influence and no interest in the project.

  2. Those with high power/influence and some interest in the project.

  3. Those with some power/influence and high interest in the project.

  4. Those with some power/influence and some interest in the project.

Answer: B


Which of the following would be an appropriate name for a use case that allows a project manager to allocate resources to a project?

  1. Assign resources.

  2. Resource.

  3. Project Manager.

  4. Project.

Answer: A


Which of the following lists includes only activities that are defined as support activities in the value chain?

  1. Firm infrastructure, service, marketing and sales.

  2. Inbound logistics, outbound logistics, operations.

  3. Procurement, technology development, human resource management.

  4. Service, procurement, firm infrastructure.

Answer: C


Given the cashflows below, which of the following is correct?

  1. The project pays back in year 4 of the project.

  2. The project does not pay back within the four year period.

  3. The project pays back in year 2 of the project.

  4. The project pays back in year 3 of the project.

Answer: B


The required competencies of a business analyst are classified into three categories. Which of the following is one of these three categories?

  1. Management Qualities.

  2. Business Knowledge.

  3. IT Skills

  4. Project Skills.

Answer: B


When should benefits realisation be carried out?

  1. Immediately at the end of the project.

  2. At the beginning of the project.

  3. At the end of the finalised feasibility study.

  4. Months or years after the end of the project.

Answer: D


Which of the following statement is TRUE about the process view of an organisation?

  1. It focuses on the customer of the organisation.

  2. It focuses solely on the internal view of the organisation.

  3. It focuses on the functions of an organisation.

  4. It focuses on the organisational structure.

Answer: A

ISEB FCBA Exam (BCS Foundation Certificate in Business(R) Analysis) Detailed Information

BCS/ ISTQB Foundation Certificate in Software Testing
The Foundation Certificate in Software Testing is ideal for all who have an interest in understanding the basic concepts of software testing.
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The Foundation Certificate in Software Testing syllabus examines up to level K3* of the software testing learning objectives / levels of knowledge and covers the following areas:
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Foundation Certificate in Software Testing Exam
The examination lasts one hour and consists of 40 multiple-choice questions. It's a 'closed book' examination i.e. no notes or books are allowed into the examination room.
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IT service management
IT Service Management from BCS-IT
BCS offers a range of certifications across the primary disciplines within IT Service Management of ITIL best practice and IT Asset Management:
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We will answer your telephone call within one minute during office hours 08:00 - 18:00 GMT Monday to Friday. We will call you back promptly if it is not possible to answer your query immediately. We will answer all email enquiries no later than three working days after receipt.
I would like to do a training course, where is the nearest accredited training organisation?
All accredited training organisations are listed on the website and most offer training in a number of locations.
Can I sit the exam without attending a training course?
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What are the course fees?
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Do I need to provide ID before my examination?
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What happens if I do not provide suitable ID?
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If you are taking a course with an accredited training organisation or through an online testing centre (Pearson VUE), the exam will be organised through them. If you are taking a public exam, please refer to the exam section of the website for the certification you are taking.
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Yes, you will be able to reschedule the examination; there will be £25.00 + VAT cancellation fee. Additional exceptions will be considered on a case by case basis.
What happens if I arrive for an examination late?
You are allowed to enter the examination room up to 15 minutes after the scheduled start time. You will not be entitled to have any additional time if you arrive late. If you arrive after 15 minutes after the scheduled start time, you will not be allowed to enter the examination room and will forfeit your examination fee.
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No, if you do not turn up for an examination, your exam fee is forfeited and you will need to book and pay for the examination again.
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We retain the highest mark.
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You will receive an email asking to log into a secure site to view your results and you will be able to download an e-certificate.
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Multiple choice and oral examination results are usually sent within 3 weeks of the examination date. Written examination results can take up to 8 weeks.
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Candidates will receive an email within 48 hours of sitting their exam at a Pearson VUE testing centre and will be able to click on a link to register for the BCS candidate portal where they will be able to access their e-certificate.
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Please call +44 (0)1793 417 655 to have your details amended. There will be no charge if your name has been spelt incorrectly.
How do I order a new or replacement paper certificate?
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Yes, please complete the Request for name change form along with the relevant document (e.g. marriage certificate, dissolution decree or deed poll document. There is no fee for this service. Unfortunately we cannot make the changes without the relevant form. Please refer to the Name Change Policy for further details.
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We do not provide your examination results to third parties without your express consent, with the exception of your accredited training organisation or the official accreditor for ISTQB, ITIL and PPM examinations.
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For BCS examinations please go to www.bcs.org/candidateportal
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There are some certifications which cannot be viewed online. Please contact our Customer Service team for further assistance.
What is your complaints procedure?
Anyone has the right to complain if they have concerns about a product or service we have provided. All complaints need to be submitted in writing and must contain the following information:
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If you have a complaint about your Accredited Training Organisation, please contact them in the first instance and follow their candidate complaints procedure. If you are not satisfied with the response from your accredited training organisation, you have the right to escalate your complaint to us. Please refer to the Complaints Policy for further information.
I received my results today and they are not what I expected - how do I appeal?
First of all, you cannot appeal simply because you are not happy with your results; an appeal must have grounds. There are three grounds for appeal permitted by the procedure (which you should read carefully if you are considering making an appeal) which are:
Your performance was adversely affected by illness or personal circumstances which were not known to you when you sat the examination.
There has been a significant error made by BCS.
BCS acted in a way which is manifestly unreasonable.
For further information please refer to the Appeals policy (PDF)
How will my appeal be considered?
The appeal is considered by the Policy, Compliance and Audit Team who will decide if there is a case for appeal. They will have a copy of the letter of appeal and all supporting documentation, along with relevant documentation (if necessary) from your accredited training organisation.
How long will it take for my appeal to be resolved?
As each appeal is different there are no definitive timelines as to how long an appeal will take to resolve, but you will be kept up to date at each stage of the appeal. We aim to investigate and resolve appeals as quickly as possible within no more than 20 days.
How long do I have to submit an appeal?
You must submit notice of an appeal within 20 working days of publication of the results from your particular examination. Please make sure that you read the form carefully and provide all the information requested. It is your responsibility to make the case, and to state it clearly; we cannot make assumptions - you must fully explain out the cause and effect.
How much does it cost to lodge an appeal?
The current fee for the appeal is £72.00 + VAT which must be paid by credit or debit card by calling our Customer Service team on + 44 (0) 1793 417 655. The appeal will not be processed until full payment has been made. A full refund will be made if the appeal is upheld unless the appeal is for marks to be upgraded due to an illness and then the fee will not be returned.
Are BCS professional certifications mapped to the QCF?
Professional certifications are not currently mapped to the QCF however, as they have been assessed, they broadly align as follows:
Foundation level professional certifications are equivalent to level 3
Practitioner level professional certifications are equivalent to level 4
Higher level professional certifications are equivalent to level 5
What is the relationship between ISTQB, UKTB and BCS?
ISTQB (International Software Testing Qualifications Board) is responsible for the international software testing qualification scheme called 'ISTQB Certified Tester'.
The role of ISTQB is to support a single, universally accepted, international qualification scheme aimed at software and system testing professionals, by providing the core syllabuses and by setting guidelines for accreditation and examination for national boards. UKTB is the UK national board for ISTQB. We deliver foundation and advanced level exams; ISTQB provide the syllabus and UKTB the questions.
We also offer our own intermediate certificate in software testing which is considered a valuable stepping stone between foundation and advanced level as well as a relevant stand-alone qualification.
Do you still have the ISEB (Information Systems Examination Board) Professional award?
No, this was withdrawn in 2012 due to the poor take up.


FCBA exam :: Article by ArticleForgeBradley CPA examination move prices proceed to upward thrust

April 20, 2016

in response to records published through the national association of State Boards of Accountancy (NASBA), CPA candidates with an superior degree from Bradley college had the #1 first-time CPA exam move rate for 2015 when compared to candidates with advanced degrees from other AACSB accounting authorised courses located in Illinois.

moreover, in accordance with NASBA, Bradley’s CPA candidates with an undergraduate diploma had the #2 first-time CPA exam move fee when compared to candidates with bachelor’s degrees from different AACSB accounting approved programs determined in Illinois.

The tables under exhibit the primary time pass quotes for AACSB accounting authorized courses discovered in Illinois.

NASBA states that the first time flow fee for all CPA candidates in 2015 turned into 52.3%.

First time CPA examination move costs for candidates with superior levels:


advanced diploma FIRST TIME

checking out adventure

BRADLEY school73.20% college of Illinois Urbana Campus 70.80% Western Illinois college70.80% Illinois State universitysixty nine.ninety% Northern Illinois university69.40% SIU-Edwardsville 65.20% DePaul college64.10% U of I - Chicago 61.20% eastern Illinois collegefifty seven.90% Loyola tuition of Chicago 57.50% SIU-Carbondale 34.10%

First time CPA examination circulate quotes for candidates with bachelor’s degrees: 



testing experience

university of Illinois Urbana Campus sixty six.30% BRADLEY collegesixty four.70% SIU-Edwardsville sixty one.30% Northern Illinois university57.70% Illinois State college55.70% Loyola tuition of Chicago fifty four.30% SIU-Carbondale 54.00% DePaul collegeforty seven.70% U of I - Chicago forty six.eighty% japanese Illinois schoolforty two.ninety% Western Illinois university39.60%
Dance recital packs in a crowd

It become a packed residence on stage, behind the scenes and in the viewers as Lakeview faculty of Dance’s annual end of 12 months recital encompassed two days of performances at the A.D. Hay faculty fitness center June 17-18.

a complete of 125 dancers took turns within the spotlight performing round 30 distinct choreographed routines for almost two hours, most set to a Disney theme. Dancers ranged in age from three years old to excessive schoolers with ability stages from early newcomers to advanced in a number of dance patterns.

It become standing room most effective for the Friday, June 17 night performance, which was preceded through the announcement that the recital would now not mark the end of the yr for one of the crucial participating dancers. Fifteen students will embark on a visit to Disneyland July eight-10 to participate in a parade at the Magic Kingdom and the California event Theme Park across two days. The dancers chosen to go back and forth to Disneyland are Taylea Lightle, Quinci Hileman, Abbie Stephens, Levi Gruber, Rianne Vickerman, Lexi Johnson, Sami Nicholl, Brayden Cobian, Daley Jones, Kloe McAllister, Annette Harlan, Nikita Mashburn, Jace Brazeal and Bella Campuzano. additionally, Stephens, Johnson, Cobian and Campuzano had been additionally selected to operate a special dance show off at Disneyland.

The Saturday, June 18 matinee mid-day efficiency become now not as smartly attended, in part as a result of numerous other pursuits occurring around city to rejoice the annual Daly Days festivities, however still introduced in quite a big crowd to witness Lakeview’s best dancers strut their stuff.

Dance routines ranged from tumbling for the tiniest tikes to ballet to hip hop, showcasing a wide bread FCBAth of abilities learned all over a busy year of dance practices.

The evening begun with Mickey and Minnie Mouse leading a parade of dancers down the center aisle earlier than kicking off the quite a lot of stage performances. Most followed the theme of “A event via Disney” with routines set to conventional classics from Disney movies such as Mary Poppins, The Lion King and The Aristocats. just a few performances strayed from the night’s motif to present a unique flavor. Following the closing dance hobbies, all the dancers packed onto the health club stage whereas Jennifer Stephens, Lakeview school of Dance director, profusely thanked folks and the various volunteers who helped coordinate the show making the evening’s experience possible. in addition to Stephens, Linda Conroy, Tandi Gerber and Melissa Maxwell are additionally instructors at the school. special consciousness changed into given to Hileman, the lone high college senior during this 12 months’s troupe, who started performing with the Lakeview school of Dance from a extremely early age.

A DVD of the Lakeview school of Dance recital should be accessible quickly from the Lake County Examiner comprising the entire two-day recital from numerous angles.

For greater assistance contact the Lakeview faculty of Dance at 541-947-5157.

BCS signs up for e-checking out

The British desktop Society (BCS) has signed a 3-12 months agreement to supply IT college students with nationwide desktop-based mostly testing.

The settlement with issuer Pearson VUE capacity that candidates for groundwork Certificates in application trying out (FCSWT), business analysis (FCBA), systems Design (FCSD) and ISO20k, can now take digital assessments by the use of a community of over 5,000 checking out centres.

an internet registration device is designed to allow candidates enhanced flexibility when booking and paying for their checks. Candidates can booklet via Pearson VUE’s web page or by using calling some of the company’s three main contact centres.

The equipment will allow candidates to choose the most effortless time to take their look at various, as well as right now trade the time or day of their verify at no charge and at brief be aware. Candidates will also get hold of fast on-reveal and observe-up email confirmations of appointment details.

The BCS stated the deal become a part of its commitment to helping IT authorities maintain their abilities up to this point in an more and more complicated employment market, as recession bites.

Michiel van der Voort, BCS foreign director, mentioned the contract became a vital point within the business body’s professionalism programme.

“We accept as true with that the flexibility this equipment presents IT gurus will permit many gurus the opportunity to expand their careers and additional establish BCS as an immense global IT skills provider,” he added.

Pearson VUE mentioned that its network of authorized look at various Centres presents excessive stages of exam security and handle including biometric applied sciences to be sure that candidates are recognized appropriately.

The issuer mentioned it's additionally inspecting the chance of setting up digital signature pads and digital photography gadget within the centres to tackle the industry’s demand for increased degrees of protection.

nowadays’s issues Launching a new Product, evaluation of course Learnings, and ultimate examination training.

1 nowadays’s subject matters Launching a new Product, evaluate of direction Learnings, and final examination training

2 Please fill out the on-line route evaluation survey Written feedback are primarily favored !!

3 direction agenda company goals company objectives fiscal measurements (Google) fiscal measurements (Google) enterprise evaluation; roles & obligations (Medtronic) business analysis; roles & duties (Medtronic) company & product plans (FHP wireless) enterprise & product plans (FHP instant) target purchasers (DLJdirect) target shoppers (DLJdirect) aggressive evaluation (Airborne express) aggressive analysis (Airborne express) Product selections (Techsonic) Product choices (Techsonic) Midterm examination (suppose) Midterm exam (think) The advertising characteristic (Lenovo) The advertising characteristic (Lenovo) revenue & earnings Channels (GolfLogix) income & income Channels (GolfLogix) cyber web advertising & earnings (HubSpot) cyber web advertising & sales (HubSpot) R&D: Product construction (Guidant) R&D: Product construction (Guidant) Operations (Crocs) Operations (Crocs) Product Launch (Invisalign) Product Launch (Invisalign) ultimate exam (Emotiv) final examination (Emotiv) Thursday, Dec 15 th, Thursday, Dec 15 th, 1-4pm, E pm, E230

four nowadays’s Agenda Launching a product: Invisalign case Launching a product: Invisalign case summary of key learnings from the course abstract of key learnings from the course review case for closing examination (Emotiv) review case for last exam (Emotiv)

5 Our remaining project: Product Launch Invisalign a new expertise ( ~ 2000) for aligning teeth

6 Product Launch assignment: Align technology in 2001 Invisalign straightens enamel by means of a collection of clear plastic retainers designed and made especially for each affected person Invisalign straightens tooth via a collection of clear plastic retainers designed and made especially for every affected person bigger cost and better COGS than typical metal braces, however “superior” greater cost and better COGS than ordinary metallic braces, but “superior” Product obtainable for approximately 2 years Product attainable for approximately 2 years Annual revenues ~$50M however OI ~($100M) Annual revenues ~$50M but OI ~($100M) Adoption expense through orthodontists is inadequate to support future increase Adoption rate by orthodontists is insufficient to support future growth Arguably, the product needs to be “re-launched” Arguably, the product has to be “re-launched”

7 assignment Questions Which of the three end-client (affected person) segments recognized may still be Align’s target? Why? Which of the three end-consumer (affected person) segments identified should still be Align’s goal? Why? Which of the promoting and earnings tasks (promotion, promoting, achievement, service) should still be accomplished with the aid of Align? by using the dentists? by the orthodontists? Which of the promoting and earnings projects (merchandising, selling, success, provider) should be finished by Align? through the dentists? with the aid of the orthodontists? What are the orthodontist’s “channel economics” for Invisalign vs. common braces? What are the orthodontist’s “channel economics” for Invisalign vs. usual braces? What obstacles are fighting extended adoption of Invisalign by orthodontists? What obstacles are fighting increased adoption of Invisalign by means of orthodontists? How may still Invisalign be positioned with orthodontists? (write a positioning remark) How should Invisalign be positioned with orthodontists? (write a positioning observation) by way of what strategies may still Invisalign be promoted to dentists? To orthodontists? by what strategies should still Invisalign be promoted to dentists? To orthodontists?

eight Making Product decisions monetary evaluation (fitness, challenges) Market evaluation (valued clientele, wants, market trends) competitive Adv choice (SCA) goal consumer determination (C) Product selections (4P’s) competitive evaluation (strengths, weaknesses) determination standards: objectives/Constraints

9 Align expertise salary statement yr ENDING; $okay 31-Dec-1031-Dec-0831-Dec-06 complete Revenue387,126303, ,354 charge of Revenue83,70978,850 sixty four,775 Gross Profit303,417225, ,579 R&D exp25,99726,one hundred sixty five 18,474 SG&A exp170,137177, ,298 Non Recurring4,5496,231 14,343 working Income102,73415, ,536

10 Invisalign’s current Channel gold arrow = promoting Invisalign -advertising -salesforce (30) Dentists -a hundred and twenty,000 in US Orthodontists -eight,500 in US -6,500 proficient by way of Invisalign sufferers -2M/12 months in US -35,000 Invisalign patients (<2%) sales, practising, aid consult with referral visits

11 target consumers current target: adults and youngsters with mild-to- moderate circumstances; delicate to look for social/personal/professional causes Segments recognized: fitness conscious fitness aware Prior (braces) clients Prior (braces) users beauty conscious elegance mindful

12 determining target consumers: issues section size phase measurement income and margin probability income and margin opportunity consumer merits client merits client pastime consumer hobby customer willingness-to-pay customer willingness-to-pay competition/market insurance competition/market insurance revenue channel and associated profit margin income channel and associated earnings margin cost to serve can charge to serve consumer loyalty/lock-in client loyalty/lock-in

13 Channel Economics --- illustration brand COGS = 35 costs = 20 Channel companion COGS = sixty five charges = 20 channel fee 65 conclusion person price ninety listing cost = $a hundred gross margin % = 30/65 = forty six% = forty six% OI % = 10/65 OI % = 10/65 = 15% = 15% gross margin % = 25/90 = 28% = 28% OI % = 5/ninety OI % = 5/ninety = 6% = 6%

14 Pricing: issues value/advantage delivered cost/advantage delivered client’s capacity to pay customer’s means to pay aggressive alternatives/pricing aggressive alternate options/pricing Product “picture” created Product “graphic” created preliminary sales ramp preliminary income ramp Profitability (short- and long-run) Profitability (short- and lengthy-run)

15 Positioning statement development who are you positioning your self “with” ? who're you positioning your self “with” ? What do they want and worry ? What do they want and fear ? Who/what are you positioning “against” ? Who/what are you positioning “in opposition t” ? What are your differentiators/benefits ? What are your differentiators/merits ?

16 Invisalign Positioning with Orthodontists Positioning with = orthodontists Positioning with = orthodontists Orthodontist desires = ? Orthodontist wants = ? Orthodontist fears = barriers Orthodontist fears = barriers Positioning in opposition t = ? Positioning against = ? (could depend on goal client) (could rely upon target customer) Positioning content material = ? Positioning content material = ?

17 review: important course topics Financials Financials enterprise Plans business Plans Market evaluation Market analysis aggressive analysis aggressive evaluation Product choices Product decisions marketing advertising sales & channels income & channels R&D R&D Operations Operations Product launch Product launch

18 discovering consequences: you will gain knowledge of to … analyze a corporation’s monetary performance and check its opportunities and challenges for future increase analyze a corporation’s monetary efficiency and examine its opportunities and challenges for future increase check the obstacles to success in a particular market and select the appropriate goal consumers determine the barriers to success in a particular market and select the applicable target purchasers determine a company’s competitive benefits by using performing a finished evaluation of its direct and indirect competition identify a company’s aggressive benefits with the aid of performing a complete analysis of its direct and oblique competitors define the “total product” and judge on acceptable product differentiators outline the “total product” and choose on applicable product differentiators

19 And, you're going to learn to… select appropriate sales/distribution channels and promotional messages and methods choose appropriate revenue/distribution channels and promotional messages and methods determine most suitable practices in new product building and the challenges in integrating the advertising, operations and product development services establish finest practices in new product building and the challenges in integrating the marketing, operations and product construction services be mindful how technical americans engage with advertising, revenue and operations personnel, and the way they make contributions to decision of company concerns take note how technical people engage with advertising and marketing, sales and operations personnel, and the way they make a contribution to decision of business considerations take note how enterprise concerns impact technical work take into account how enterprise concerns impact technical work

20 …since you’ll remember and observe these ideas (13) Definition of product success Definition of product success entire product complete product Product plan: key success factors Product plan: key success factors Differentiation Differentiation Market elegance Market splendor goal consumers target purchasers competitive knowledge competitive advantage advertising combine (C+4P) advertising and marketing mix (C+4P) Product positioning Product positioning sales features revenue functions Channel alternatives Channel alternate options Channel value-added Channel price-delivered Operations steadiness Operations stability

21 … and you’ll be capable of use these strategies/tools (13) salary remark analysis profits commentary analysis monetary benchmarks fiscal benchmarks target consumer description target consumer description goal client choice goal client preference 5 Forces analysis 5 Forces analysis aggressive evaluation (10 dimensions) competitive evaluation (10 dimensions) picking aggressive alternate options deciding upon competitive options resolution criteria decision criteria Product selections Product selections Product aggressive positioning Product competitive positioning Channel economics Channel economics procedure dimensions system dimensions Product building greatest practices Product building most desirable practices

22 The fundamentals…… companies are attempting to maximize the wealth of their homeowners --- market cap (inventory price) plus dividends agencies are attempting to maximise the wealth of their owners --- market cap (inventory rate) plus dividends inventory rate and the capability to pay dividends are pushed by way of income, and beliefs about future profits increase stock expense and the potential to pay dividends are driven by using profits, and beliefs about future salary growth individual items and capabilities are a hit iff they make a contribution centered quantities to profits/ income boom particular person products and services are a success iff they make contributions centered quantities to profits/ revenue increase revenue increase (in the end) requires profits increase revenue increase (eventually) requires salary growth firms use economic statements to improve plans, and measure/analyze/record on their performance firms use monetary statements to advance plans, and measure/analyze/document on their efficiency

23 …..and, in terms of company goals….. a company’s simple monetary purpose is to develop its revenue without delay and sustainably, with a view to lift its stock expense and have the capability to pay its owners dividends an organization’s simple financial aim is to develop its earnings right away and sustainably, with a purpose to lift its stock price and have the potential to pay its house owners dividends items are a success if and most effective in the event that they obtain their focused contribution to company earnings items are a success if and most effective if they attain their targeted contribution to corporate revenue

24 The revenue commentary Revenues - can charge of goods offered (COGS) = Gross Margin (gross earnings) = Gross Margin (gross earnings) - M&S expense - R&D rate - R&D expense - G&A fee - G&A fee = operating revenue (EBIT) - activity - Taxes - Taxes = internet revenue (revenue)

25 Key monetary ideas Operations vs. total/net (e.g., OI vs. NI) Operations vs. total/web (e.g., OI vs. NI) Normalizing outcomes: return measures (e.g., OI as % of earnings; operating return on property) Normalizing consequences: return measures (e.g., OI as % of earnings; working return on assets) knowing what “decent” outcomes are: benchmarks; regularly occurring and trade-specific figuring out what “respectable” effects are: benchmarks; popular and trade-specific Recognizing money vs. non-money Recognizing money vs. non-cash - Measures (e.g., OI vs. NOCF) - Measures (e.g., OI vs. NOCF) - Capital goods: depreciation/amortization - Capital items: depreciation/amortization - Working capital: inventory, money owed rec’bl. - Working capital: inventory, debts rec’bl.

26 formulation: the way to analyze an earnings observation (First, compute “the chances”) (First, compute “the odds”) operating earnings vs. internet profits operating salary vs. web salary In-period working performance: prices and charges as a % of salary; compare to benchmarks In-period working efficiency: charges and costs as a % of earnings; compare to benchmarks cross-length efficiency (tendencies): relative trade in rev, prices, fees, revenue… improvements vs. deteriorations, and why cross-length efficiency (traits): relative change in rev, costs, prices, profits… improvements vs. deteriorations, and why Going-forward opportunities and challenges/risks for each and every line merchandise Going-ahead alternatives and challenges/risks for each and every line merchandise

27 “good” operating Returns within the business Market bought direct sold direct bought oblique bought oblique utility application 27% 27% 23% 23% Hardware Hardware 18% 18% 12% 12% provider service 15% 15% - lower GM % decrease M&S % larger GM % bigger R&D %

28 “good” operating Returns in the buyer Market sold direct sold direct bought oblique offered indirect application software 20% 20% sixteen% 16% Hardware Hardware 11% eleven% 7% 7% carrier service 9% 9% - lower GM % lessen M&S % greater GM % greater R&D %

29 company/Product Plan Learnings content/scope of a business/product plan content material/scope of a enterprise/product plan vital elements of a “successful” plan crucial aspects of a “successful” plan Differentiation: significance, definition, identification Differentiation: significance, definition, identification birth-ups: success factors, funding requirements, success profiles birth-ups: success elements, funding requirements, success profiles

30 critical aspects of a winning Plan enterprise: people, talents, supplies enterprise: americans, competencies, materials Product: “complete” product & its advantages Product: “total” product & its advantages Market: beauty & goal customers Market: beauty & target valued clientele competitors: differentiation !! competition: differentiation !! sales and marketing plan: channels sales and advertising plan: channels Operations plan: mfg, logistics, provider Operations plan: mfg, logistics, provider Financials: investor liquidity Financials: investor liquidity

31 Markets/shoppers Learnings Market elegance: the five forces mannequin Market elegance: the 5 forces model The idea of target consumers The conception of goal valued clientele a way to describe target conclusion-shoppers: groups, demographics, psychographics, needs how to describe goal conclusion-shoppers: organizations, demographics, psychographics, needs target client choice formulation/system target consumer option formulation/method (DLJdirect) (DLJdirect)

32 competition Learnings aggressive abilities, and its relationship to differentiation competitive capabilities, and its relationship to differentiation How companies create cost; “delivered price” as a measure of aggressive capabilities How businesses create price; “brought value” as a measure of competitive potential Performing a aggressive evaluation (formulation/dimensions: Airborne specific) Performing a aggressive analysis (components/dimensions: Airborne express) Making enterprise decisions in accordance with aggressive evaluation effects; aggressive alternatives framework Making business selections based on competitive analysis effects; competitive alternate options framework

33 Definitions Differentiator = a dimension of the “total product” that is pleasing or premiere in comparison to aggressive choices (as measured with the aid of the cost assessed via the focused valued clientele); Differentiator = a dimension of the “complete product” it really is unique or highest quality compared to competitive offerings (as measured by way of the price assessed by the centered shoppers); examples = most suitable carrier, first-to-market examples = most desirable provider, first-to-market aggressive potential = a potential, competency, manner, ability or place of an organization that allows for creation of 1 or more differentiators; aggressive competencies = a potential, competency, technique, ability or position of a corporation that enables advent of one or greater differentiators; examples = marketing expertise, big consumer base examples = marketing abilities, enormous consumer base

34 Differentiation from competitors’ products entire product differentiation is the reply to: whole product differentiation is the answer to: Why do purchasers select your product Why do valued clientele select your product as an alternative of someone else’s ? as an alternative of someone else’s ? (or purchasing nothing in any respect?) (or buying nothing in any respect?) Product differentiators are the things that are interesting or optimal in regards to the entire product, compared to the consumers’ other alternate options Product differentiators are the issues which are interesting or gold standard about the total product, compared to the customers’ different alternate options abilities areas for differentiation = dimensions of the complete product (product features, price, earnings, marketing, customer service/assist, brand, and so forth) competencies areas for differentiation = dimensions of the entire product (product points, rate, income, advertising, client carrier/assist, brand, and so forth)

35 choosing aggressive alternatives products consumers present place current items latest goal customers

36 therefore… aggressive alternate options offer protection to & defend present customer/product section give protection to & look after current consumer/product phase boost market share in present segment enhance market share in present segment Selectively lengthen (complete) product offerings Selectively lengthen (complete) product offerings Selectively prolong goal client set Selectively extend goal consumer set develop into a broad-line company develop into a extensive-line organization

37 Making Product decisions economic analysis (fitness, challenges) Market analysis (shoppers, needs, market developments) aggressive Adv determination (SCA) goal consumer decision (C) Product selections (4P’s) competitive evaluation (strengths, weaknesses) choice criteria: objectives/Constraints

38 resolution criteria address… Revenues Revenues COGS/gross margin COGS/gross margin fees prices earnings (constantly, operating salary) profits (usually, operating income) Timeframe for results Timeframe for effects possibility tolerance possibility tolerance Constraints (fiscal and different substances) Constraints (financial and other substances)

39 advertising and marketing: Learnings features of the advertising mix (C+4P) facets of the marketing combine (C+4P) groundwork of combine choices: market & financial goals and competitive knowledge(s) foundation of mix choices: market & financial goals and aggressive capabilities(s) significance of product positioning value of product positioning Positioning factors: Positioning elements: - positioning with? (goal shoppers) - positioning towards? (primary opponents) - desires & fears of positioning target - key positioning content material (esp. differentiators and merits) and benefits) promotion (marcomm): deciding on the vehicle(s)/ media that offers premier and most inexpensive entry to the target advertising (marcomm): choosing the vehicle(s)/ media that gives premier and most cost-efficient entry to the goal

forty sales Channels: Learnings The fundamental revenue functions: (advertising/marcomm); promoting, success, and repair The simple income functions: (advertising/marcomm); selling, success, and service Channel cost-added: greater and decrease value-delivered channels; price-delivered capabilities Channel price-delivered: greater and lessen value-delivered channels; price-delivered capabilities selected channel options: direct (distinct kinds), OEM, integrator, VAR/VAD, distributor, dealer/retailer/reseller, and many others specific channel alternatives: direct (multiple forms), OEM, integrator, VAR/VAD, distributor, broking/retailer/reseller, and many others Channel decision criteria: issues in matching items, valued clientele, and channels Channel choice standards: concerns in matching items, shoppers, and channels Channel economics: channel margin, profit Channel economics: channel margin, income Channel conflict: coordinating diverse channels Channel conflict: coordinating assorted channels

41 Channel Economics --- example company COGS = 35 fees = 20 Channel associate COGS = sixty five fees = 20 channel cost sixty five end person fee 90 checklist fee = $100 gross margin % = 30/sixty five = 46% = 46% OI % = 10/sixty five OI % = 10/sixty five = 15% = 15% gross margin % = 25/90 = 28% = 28% OI % = 5/90 OI % = 5/ninety = 6% = 6%

forty two Learnings: R&D traits of market-focused new product development procedures……top-rated practices characteristics of market-concentrated new product building methods……most appropriate practices procedure dimensions: What? How? How neatly? (objectives, constitution/discipline, execution nice) technique dimensions: What? How? How smartly? (pursuits, structure/self-discipline, execution great) advertising/R&D integration: points, favored vs. specific integration, obstacles marketing/R&D integration: aspects, desired vs. genuine integration, boundaries

43 Learnings: Operations Operations services: manufacturing, logistics & carrier Operations capabilities: manufacturing, logistics & service features of world-class operations procedures traits of world-classification operations approaches The Operations steadiness The Operations stability affects on operations: advertising, income, R&D influences on operations: advertising, income, R&D

forty four The Operations balance COGS stock consumer carrier

forty five closing exam Thursday, Dec 15 th 1 – 4pm E 230

forty six technique for final examination Handwritten; no laptops or different speaking devices Handwritten; no laptops or different speaking contraptions Open booklet, open note; Open ebook, open observe; all substances on paper all substances on paper question sheet need to be again question sheet have to be back Stevens Honor Code applies Stevens Honor Code applies

47 commonplace Grade Distribution individual semesters fluctuate significantly D/FCBA homework0+10% eighty+% type participation0+30%forty five%25% mid-term exam5%35percentfortypercent20% genuine grades3(12%)8(31%)14(54%)1(4%) ultimate exam0+25percent50p.c25% out of 26 college students route grade0+15p.c60p.c25%

48 final examination Case Emotiv systems: It’s the innovations That count number mind-laptop interface (BCI) technologies

49 Emotiv systems in 2007 Emotiv’s EEG-primarily based product can sense 30 intellectual states (12 expressive, 6 affective, 12 cognitive) Emotiv’s EEG-based mostly product can feel 30 intellectual states (12 expressive, 6 affective, 12 cognitive) presently concentrated on the video video game market, but different application markets are feasible (clinical, militia, market analysis, and so on) at the moment focused on the video video game market, but different utility markets are feasible (scientific, militia, market research, and so forth) selections to make earlier than 2008 product launch: choices to make before 2008 product launch: - console or pc video games? - distribution channels - pricing - online game building?

50 expertise examination topics revenue remark analysis profits statement evaluation decision standards (goals, consequences) decision criteria (targets, effects) Market attractiveness (5 Forces) Market attractiveness (5 Forces) aggressive analysis competitive analysis competitive skills aggressive expertise target customer selection/description target client choice/description Differentiation (total product) Differentiation (total product) Product selections (pos-and-neg’s) Product selections (pos-and-neg’s) Channel economics Channel economics Channel alternative (pos-and-neg’s) Channel option (pos-and-neg’s) Product positioning Product positioning Pricing Pricing promoting merchandising

fifty one Please fill out the online direction assessment survey Written feedback are notably liked !!

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