Micromarket modeling fills an analytical void that plagues managers of growing service networks. Using relatively simple and available tools, this approach can provide previously inaccessible insights into the development of winning strategies for service businesses. It can help senior managers to make strategic decisions, such as whether new businesses should be created, and to devise tailored, market-specific strategies. And it can help managers work closer to their customers and improve their operational and strategic decisions both at individual locations and at the regional level.
Authors: Cody Phipps, Hoyoung Pak, Tom Spathis
Source: McKinsey Quarterly
Subjects: Management, Operations