Mullin’s Seven Domains - Business Opportunities - Marketing and Management Models

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Mullin’s Seven Domains - Business Opportunities - Marketing and Management Models


Helen Strong

Mullin’s Seven Domains: Purpose

John Mullin’s seven domains model neatly combines strategic marketing and business concepts, bringing out the necessity to consider both internal and external factors when assessing business opportunities. It is the model of choice when conducting a situational analysis as the organization contemplates a move into a new industry or market segment. The model assesses alignment of human capital (skills and motivation) against market demands within a selected industry environment. It encourages the management to consider immediate resources in relation to the long-term sustainability of an industry.


Mullin’s Seven Domains: Structure and Description

The model (Figure 23.1) adds a number of unique factors compared with others that contemplate a situational analysis. These include:
  • Consideration of both the industry and particular market that the venture is contemplating entering
  • Focus on the robustness of the supply chain
  • Identification of the business purpose and how it will be achieved (vision and mission)
  • Evaluation of the risk profile of the enterprise
  • And finally, the personal factor is taken into account through reflection about the people (team) who are involved with implementation
Seven domains of attractive opportunities

(© 2003, 2006, 2010, 2013 John W Mullins, the New Business Road Test
Figure 23.1 Seven domains of attractive opportunities
Source: Mullins 2013


Mullin’s Seven Domains: Strategic Implications

The model brings into focus all the elements that are required for evaluation of the environment and factors that may affect the launch of a business venture. It takes into account the needs of venture capitalists and if applied properly will form the foundation of a strong business plan. The essential difference when compared with similar models is that Mullin’s domains has a holistic approach considering the organization, the market, and industry environments when examining factors at play.


Mullin’s Seven Domains: Implementation

The researcher needs to find figures to evaluate the following.

Industry Attractiveness
  • Absolute size (gross sales)
  • Number, size, and strength of competitors
  • Growth rate (long-, medium-, short-term history and projected)
  • Type of technology in use
  • Barriers to entry (and exit)
  • Structure of the market
  • How it operates
Market Attractiveness
  • Number and type of consumers
  • Consider factors from definition of the target market
  • Potential period before breakeven
  • Gross margins
Sustainable Advantage
  • Is the advantage valued by customers? Easily copied? Unique? Not capable of substitution? Then it is sustainable.
  • The pace of development and the ethics of competitors need to be assessed to decide if indeed the advantage is sustainable.
Target Market (Using Consumer ResearchG)
  • Definition
  • Functional needs (benefits needed)
  • Psychological factors and attitudes
  • Segmentation
  • Growth trends by segment
  • Information seeking habits
  • Selection factors
  • Buying habits
Supply Chain
  • Raw material supply or skilled personnel
  • Other suppliers
  • Production capacity
  • Storage
  • Transport, distribution capacity, or both
  • Distributors: wholesalers, retailers, or direct
  • IT infrastructure and support
  • Administration systems
  • Purchase and sales systems
  • Agreements with respect to market forecasting
  • Information sharing
Business Strategy and Risk Profile
  • Vision
  • Mission statement
  • Resources
  • Especially, financial capacity
  • Legal considerations
Critical Success Factors
  • What are they? What will make this venture successful?
  • What impacts on them?
  • How are they related to the vision and mission?
  • What operational goals emerge from meeting them?
  • How are you going to measure them?
  • Capacity to deliver?
  • Capacity for risk?
  • Will for risk?
Team
  • Are all the skills available?
  • Effective working relationships in place
  • Roles, responsibilities, and authorities established
  • Are the communication systems in place?
  • Culture: Does it contribute to achieving the goals and objectives?
  • Work ethics: Does everyone subscribe to the same values?
  • Dedicated to implementation of the opportunity?

Mullin’s Seven Domains: Conclusions

There is an extremely high failure rate amongst new business ventures. This type of approach optimizes the chances of success by putting in place both Plan A and a backup Plan B. Regardless of the numbers, the entrepreneur needs to constantly challenge the viability of the plan. Will this work? Why? Or why not?

While this model is presented as one for new venture evaluation, it easily assumes the role of a model to be applied during strategic reviews.


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