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Business Templates 4u is an online service designed to help entrepreneurs, business & marketing professionals, students and small businesses create their own professional business and marketing documentation.

Business Templates 4u offers access to customizable toolkits, worksheets, and templates that include hundreds of all-purpose templates which you can use. You can either buy individuals templates or full toolkits. We have the largest selection of proven, quality tools and templates created by experts, consultants, and academics.

Template License AgreementBusiness-Templates-4u.com (the Publisher) grants you, the individual user, limited license to use this product. By accepting and using this product, you agree to the terms of service described below.

TermsYou accept that this product is intended for your use, and you will not duplicate in any form or manner, electronic or otherwise, copies of this product nor distribute this product to anyone else.

You recognize that the product and its content are the sole property of the Publisher, and that we have copyrighted the product.

You agree that the Publisher is not responsible for any interruption of service or malfunction that is a consequence of the Internet, a service provider, personal computer, browser or other software or hardware components. You accept that there is no guarantee that this product is totally error free. You further understand and accept that the Publisher intends to provide reliable information but does not guarantee the accuracy or completeness of any information, and is not responsible for any results obtained from the use of such information.

About Business-Templates-4u.com

Business Templates 4u is an online service designed to help entrepreneurs, business & marketing professionals, students and small businesses create their own professional business and marketing documentation.

Business Templates 4u offers access to customizable toolkits, worksheets, and templates that include hundreds of all-purpose templates which you can use. You can either buy individuals templates or full toolkits. We have the largest selection of proven, quality tools and templates created by experts, consultants, and academics.

KSF Competitor Ranking Template

Introduction

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Key success factors (KSF) are areas of critical performance necessary for success in a specific industry. A firm cannot expect to be competitive in its industry without an understanding of the industry’s key 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 industry’s competitive pressures? The entrepreneur must be aware of the key success factors (KSF) in his/her industry. Resources should be directed to activities that increase competitiveness on KSF and not wasted on activities that are not critical 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 that no more than ten KSFs should be used for which adequate information is available.  Once the KSFs are established they must be ranked. An importance weight should be assigned to each KSFs with the sum of the weights adding up to 1. The weighting is judgmental and so requires a good 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 competitor (that is, the sum of the scores for each KSF). Because the importance 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 relative overall competitive strength, but also the factors that contribute to it.

In the example, your business could improve its competitive position dramatically if distribution was improved. Your nearest rival is weaker in almost all aspects except the second most important KSF, distribution.

Management effort should therefore focus on this issue.

KSF Competitor Ranking Template

Introduction

www.business-templates-4u.com

Key success factors (KSF) are areas of critical performance necessary for success in a specific industry. A firm cannot expect to be competitive in its industry without an understanding of the industry’s key 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 industry’s competitive pressures? The entrepreneur must be aware of the key success factors (KSF) in his/her industry. Resources should be directed to activities that increase competitiveness on KSF and not wasted on activities that are not critical 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 that no more than ten KSFs should be used for which adequate information is available.  Once the KSFs are established they must be ranked. An importance weight should be assigned to each KSFs with the sum of the weights adding up to 1. The weighting is judgmental and so requires a good 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 competitor (that is, the sum of the scores for each KSF). Because the importance 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 relative overall competitive strength, but also the factors that contribute to it.

In the example, your business could improve its competitive position dramatically if distribution was improved. Your nearest rival is weaker in almost all aspects except the second most important KSF, distribution.

Management effort should therefore focus on this issue.

KSF Competitor Ranking Template

Introduction

Key success factors (KSF) are areas of critical performance necessary for success in a specific industry. A firm cannot expect to be competitive in its industry without an understanding of the industry’s key 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 industry’s competitive pressures? The entrepreneur must be aware of the key success factors (KSF) in his/her industry. Resources should be directed to activities that increase competitiveness on KSF and not wasted on activities that are not critical 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 that no more than ten KSFs should be used for which adequate information is available.  Once the KSFs are established they must be ranked. An importance weight should be assigned to each KSFs with the sum of the weights adding up to 1. The weighting is judgmental and so requires a good 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 competitor (that is, the sum of the scores for each KSF). Because the importance 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 relative overall competitive strength, but also the factors that contribute to it.

In the example, your business could improve its competitive position dramatically if distribution was improved. Your nearest rival is weaker in almost all aspects except the second most important KSF, distribution.

Management effort should therefore focus on this issue.

KSF Competitor Ranking

KSFYour Business Competitor A

Market Share 0.25 4.0 1 3.0 0.8Distribution 0.2 3.0 0.6 4.0 0.8Brand Image 0.16 4.0 0.6 3.9 0.6Product Quality 0.13 3.0 0.4 2.8 0.4Product Variety 0.11 5.0 0.6 3.9 0.4Patents 0.08 4.0 0.3 4.0 0.3R&D 0.04 4.0 0.2 4.0 0.2Financial Resources 0.03 5.0 0.2 4.0 0.1Overall 1 3.9 3.6

NOTE:The TABLE at Row 36 and below automatically pics up the data from this table and feeds automatically the graph illustarted in the TAB: GRAPH

Graph Admin TblKSF Your Business Competitor A Competitor B Competitor CMarket Share 1 0.8 0.4 0.2Distribution 0.6 0.8 0.5 0.5Brand Image 0.6 0.6 0.3 0.8Product Quality 0.4 0.4 0.2 0.7Product Variety 0.6 0.4 0.3 0.1

Importance Weight (KSF) Strength

RatingFirm

StrengthStrengthRating

FirmStrength

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 adding up to 1. The weighting is judgmental and so requires a good 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 competitor (that is, the sum of the scores for each KSF). Because the importance weighting for the different KSFs totals 1, the maximum possible KSF score is 5.

Patents 0.3 0.3 0.2 0.3R&D 0.2 0.2 0.1 0.2Financial Resources 0.2 0.1 0.1 0.1

Competitor B Competitor C

1.5 0.4 1.2 0.2 2.5 0.5 2.3 0.5 2.0 0.3 5.0 0.8 1.6 0.2 5.0 0.7 3.0 0.3 1.0 0.1 2.0 0.2 4.0 0.3 2.0 0.1 4.0 0.2 3.0 0.1 2.0 0.1

2.1 2.9

The TABLE at Row 36 and below automatically pics up the data from this table and feeds automatically the graph illustarted in the TAB: GRAPH

StrengthRating

FirmStrength

StrengthRating

FirmStrength

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 adding up to 1. The weighting is judgmental and so requires a good 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 competitor (that is, the sum of the scores for each KSF). Because the importance weighting for the different KSFs totals 1, the maximum possible KSF score is 5.

Your Business

Competitor A

Competitor B

Competitor C

0 0.5 1 1.5 2 2.5 3 3.5 4

KSF Competitor Comparison

Market Share

Distribution

Brand Image

Product Quality

Product Variety

Patents

R&D

Financial Resources

Your Business

Competitor A

Competitor B

Competitor C

0 0.5 1 1.5 2 2.5 3 3.5 4

KSF Competitor Comparison

Market Share

Distribution

Brand Image

Product Quality

Product Variety

Patents

R&D

Financial Resources