• Practical global competitive strategy development sample. • Analytical tools include product mapping, regional analysis, market objective plan, and features of data insights. • Research structures build of product portfolio, distribution networks, and marketing content activities.

1. Project Summary
GLOBAL COMPETITIVE STRATEGY
FINDINGS
COMPANY
• Broad range of products that
covered most industries.
• Broad distributor network.
• Professional and demonstration
based image.
• End user experience exchanging
platform.
Competitor A
• Product simplification.
• Retreat from India, but expanded to
Japan, Hong Kong and Singapore.
• Strong distribution network in
Europe.
Competitor B
• Wide range and overlapped product
portfolio with COMPANY.
• Remarkable chemical and insulated
gloves.
• Hands-friendly and Eco Tech.
PROJECT
FOCUS
• 300+
products
portfolio
• Distribution
Network
• Marketing
Activities
KEY LEARNINGS
• Independent strategic thinking and
planning.
• Gained skill sets of situation
analysis.
• Collaboration and communication
with different functions.
• Worldwide industrial initial
understanding.
• Gained knowledge of safety
industry.
• Global vision and concept.
KEY MARKET
PLAYERS
RECOMMENDATIONS
Against Competitor A
• Developing expansion plan on
competitors product gap .
• Bring COMPANY’s full product
portfolio into Asia, and develop
strategic distribution partnership
plan in China for lock out the future
competition.
• Frequently exchange market
knowledge with the sales in high
variance industry and competitive
region.
Against Competitor B
• Differentiating overlapped product
attributes, then improving to the
market needs.
• Reinforce on marketing activities,
advertisements and sales force.
Competitor A
Competitor B
COMPANY

2. Product Portfolio Strategy

3. Product Mapping & Comparison
Product Overlap COMPANY Only Competitor A Only Market Gap
• Competitor A is well positioned in premium segments, focusing on “Better” and “Best” market.
• COMPANY has covered more market divisions than Competitor A.

4. 1. Communicate key product differences between similar
Competitor A products.
2. Update user needs through VOC and sales interaction.
1. Understand user needs and research market
attractiveness.
a) Develop defense plan on distribution partnership.
b) Enhance product improvement.
c) Create marketing activity.
1. Develop production plan on chemical gloves with oil and
cut protection features.
2. Evaluate the market scale and benefits of “Better” high
level cutting gloves.
Findings Strategy
• Most of Competitor A products overlapped with
COMPANY on “better” and “best” part of multi-
purpose, cut and oil protection type.
• COMPANY owned “good” cut and oil gloves market,
and also the “best” medium cut and multi-purpose oil
segments.
• COMPANY has developed single-use, impact and
“better” chemical gloves than Competitor A .
• Competitor A has parity in the “better” high cut and
“best” chemical cut protection segments.
• Competitor A has developed oil glove with chemical
function that COMPANY does not have.
Business
Expansion
Market Defense
New Market
Recommendation
Product Marketing Plan
• Competitor A has strong products in “Best” multi-purpose and chemical gloves.
• Competitor A does not develop single use and impact products.
• Competitor A has simplified its product portfolio to differentiate from big competition,
positioning in high quality and performance market.
Overview
Objective

5. Global Distribution Strategy

6. Regional Plan - North America
CANADA
Country Manager
MEXICO
Country Manager
UNITED STATES OF
AMERICA
Country Manager
PANAMA
Country Manager
Canada
Industry: Automobile, Forestry, Mining.
Glove Application: Multi-purpose, Oil, Cut, Impact, Thermal.
USA
Industry: Multi industries, Military, Nature resource, Consumer Goods.
Glove Application: Multi-purpose, Medical, Chemical, Industrial use.
Mexico
Industry: Food and beverage, Tobacco, Chemical, Automotive, OEM,
Petroleum, Mining, Textile, Steel.
Glove Application: Multi-purpose, Food processing, Oil, Cut, Impact,
Thermal, Chemical.
PANAMA
Industry: Agriculture (Sugar, Coffee), Construction material, Fishery.
Glove Application: Food processing, Abrasion, Thermal, Chemical.
Assumption
• Competitor A is targeting automobile use in Canada with their X
and Y products.
• Competitor A bring full product portfolio into U.S. and received
positive feedback on X and Y gloves.
• In Mexico and Panama, Competitor A products could satisfied the
different needs of the market except agriculture and food
processing industry.
Recommendation
• As there is big portion of forestry and nature resource
industry in Canada, COMPANY should put more strength on
cut, abrasion, and impact purpose gloves.
• Keep sustaining automotive market in Canada.
• As U.S. possess high industry variance, COMPANY should
exchange knowledge with sales people more often and
improve our strategic plan according to the market needs.
• COMPANY could take Competitor A’s market share in Mexico
and Panama by expanding innovative food processing glove.

7. Hong Kong
Country Manager
ISRAEL
Country Manager
JAPAN
Country Manager
SINGAPORE
Country Manager
TURKEY
Country Manager
INDIA
Retreat!
East Asia
Industry: OEM, Automotive, Electronics, Steel.
Glove Application: Assemble, Cut, Thermal, Multi-Purpose, Oil.
India
Industry: IT, Textile.
Glove Application: ESD.
Southeast Asia
Industry: Automotive, Electronics, Food processing, Transport equipment.
Glove Application: Cut, Thermal, Multi-Purpose, Oil, ESD.
Regional Plan - Asia
Assumption
• Competitor A retreated from India because they do not have applicable
product that could satisfied the electronics components and equipment
market. (i.e. ESD glove).
• Competitor A is targeting the industrial use of automotive segments and
electronics manufacturing in Japan with their X glove.
• Located in Hong Kong instead of mainland presents they still evaluating
the business opportunity in China.
• Located in Singapore shows Competitor A has strong intention to expand
their business into Southeast Asia.
Recommendation
• COMPANY can capitalize on Competitor A’s product gap in India
by developing business expansion plan on ESD product.
• COMPANY should start to bring full product portfolio into Japan.
• As Competitor A has not entered China market, COMPANY
should develop strategic distribution partnership plan as soon as
possible to lock out the future competition.
• COMPANY should introduce automotive use gloves into
Southeast Asia as Indonesia and Thailand, which are two largest
auto manufacturing countries.
• Bring food processing glove into Indonesia, ESD, and chemical
gloves to Thailand for the market needs.

8. Appendix - Data Analytics

9. Data Analysis – Raw Data

10. Data Analysis – Pivot Table

11. Data Feature Comparison
Findings:
• COMPANY has lower average performance
level in each 4 indicators of EN388.
• Except Cut feature, COMPANY has higher or
equal performance level in other 3 maximum
indicators.
Insight:
• COMPANY provides more different cutting
protection choices in Multi-purpose gloves.
2.93
1.00
2.26
0.89
3.88
1.31
2.73
1.00
Average of Abrasion Average of Cut Average of Tear Average of
Puncture
EN 388 - Average
Ansell Multi-Purpose ATG MaxiFlex
4.00
2.00
4.00
3.00
4.00
3.00 3.00
1.00
Max of Abrasion Max of Cut Max of Tear Max of Puncture
EN 388 - Maximum
Ansell Multi-Purpose ATG MaxiFlex
Competitor A
Competitor A
COMPANY
COMPANY