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| Fields with (*) are compulsory |
| Alias (This alias will permit you to come back to see your results) | |
| Country | |
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| Product typology (*) |
| Chair & Uphosltery | |
| Cabinet | |
| Bed & mattresses | |
| Office & shop | |
| Kitchen & bathroom | |
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| Market segment / Distribution Channels (*) |
| Domestic upper/middle | |
| Domestic middle/lower | |
| Contract | |
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| Number of employees (*) |
| 1 to 10 (Micro) | |
| 11 to 50 (Small) | |
| 51 to 250 (Medium) | |
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| Markets (Indicate percentage of Total revenue) |
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| National | |
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| EU | |
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| International | |
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| Chapter 1 - Consumer/Client focus - How important is it to know : | Degree of Importance (*)
- + | Competitive Positioning (*) | Comment |
|
| - The personal characteristics of the actual end-user (Eg. Demographic, life style, etc.) | 12345 | WorseEqualBetter | |
| - What end users value (Eg. functional, emotional, design etc.) | 12345 | WorseEqualBetter | |
| - The buying behaviour of your purchaser (Contract or end user) | 12345 | WorseEqualBetter | |
| - What interactive services are valued (pre/post sales) | 12345 | WorseEqualBetter | |
| - The different needs of the retail/contract channels (Eg. Chains, buying groups, independent stores etc.) | 12345 | WorseEqualBetter | |
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| Chapter 2 - Company strategy - Primary focus of strategic plan : | Degree of Importance (*)
- + | Competitive Positioning (*) | Comment |
|
| - Ability to sell at low prices | 12345 | WorseEqualBetter | |
| - Brand leadership | 12345 | WorseEqualBetter | |
| - Design/Innovation leadership | 12345 | WorseEqualBetter | |
| - Technical performance of products | 12345 | WorseEqualBetter | |
| - Punctuality / Timeliness of delivery | 12345 | WorseEqualBetter | |
| - Lead times / Speed of delivery | 12345 | WorseEqualBetter | |
| - Distribution | 12345 | WorseEqualBetter | |
| - Environmental leadership | 12345 | WorseEqualBetter | |
| - Customization | 12345 | WorseEqualBetter | |
| - Niche market | 12345 | WorseEqualBetter | |
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| Chapter 3 - And, are you positioned in your marketplace so that you can | Degree of Importance (*)
- + | Competitive Positioning (*) | Comment |
|
| - Compete with companies expanding into your product category | 12345 | WorseEqualBetter | |
| - Compete with substitute products | 12345 | WorseEqualBetter | |
| - Compete with existing competition | 12345 | WorseEqualBetter | |
| - Cope with the strengths/strategies of suppliers | 12345 | WorseEqualBetter | |
| - Cope with the strengths of the customers and/orchanging needs of the end user | 12345 | WorseEqualBetter | |
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| Chapter 4 - Strategic resources - How able are you to : | Degree of Importance (*)
- + | Competitive Positioning (*) | Comment |
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| - Develop and manage core competencies within and across functions | 12345 | WorseEqualBetter | |
| - Develop and integrate innovation in new products (Materials, design, technology etc) | 12345 | WorseEqualBetter | |
| - Protect your key resources | 12345 | WorseEqualBetter | |
| - Develop new competencies | 12345 | WorseEqualBetter | |
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| Chapter 5 - Define your ability to work in partnership to: | Degree of Importance (*)
- + | Competitive Positioning (*) | Comment |
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| - Share resources/joint promotion with other furniture manufacturers ('clusters') | 12345 | WorseEqualBetter | |
| - Establish synergies with companies from the furniture supply chain | 12345 | WorseEqualBetter | |
| - Establish synergies with companies from other related industries/professions (Eg. Home appliances, architects, interior design etc) | 12345 | WorseEqualBetter | |
| - Establish synergies with companies from other non-related industries/professions (Eg. Automotive, telecomunications, health, food etc). | 12345 | WorseEqualBetter | |
| - Outsource processes/production | 12345 | WorseEqualBetter | |
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