Business & Competitive Analysis Effective Application Of New & Classic Methods

The #1 Guide to Modern Business and Competitive Analysis—Fully Updated with New Methods, Applications, and Examples!

To deliver powerful strategic support and competitive insights, analysts must draw upon a robust repertoire of conceptual methods, models, tools, and techniques—both old and new. This book will guide you every step of the way.

Craig S. Fleisher and Babette E. Bensoussan draw on decades of cutting-edge business and academic experience in strategic and competitive analysis. Their definitive, up-to-date “analyst’s manual” can help analysts at all levels deliver more actionable insights and higher-value decision support. They explain how each approach works, when and how to use them, what the tradeoffs are, and how to avoid common errors that compromise analytical quality. You’ll find sample worksheets, updated applications, and recommendations for complementary techniques.

Fully updated to meet the decision support and intelligence needs for today’s executives, this edition offers new and extended guidance on adding value through shaping context, supporting decisions, prioritizing scarce resources, forging stronger partnerships, and anticipating emerging challenges.

Choose and use the right analytical tools:

• A Better SWOT                              • Linchpin

• Benchmarking                               • McKinsey 7S

• Business Model                            • Product Line

• Competing Hypotheses                 • Scenario

• Competitive Positioning                • SERVO

• Competitor Cash Flow                   • Shadowing

• Critical Success Factors                 • Statistical Interpretation

• Driving Forces                              • Strategic Relationships

• Event & Timeline                          • Supply Chain Management

• Historiography                             • Technology Forecasting

• Indications & Warning                   • War Gaming

• Industry Fusion                            • Win/Loss

This complete, up-to-date manual will help you deliver actionable insights and on-point decision support in any business environment. Pioneering authors Craig S. Fleisher and Babette E. Bensoussan have updated their classic analysis guide with new methods, new applications, and a deeper focus on today’s challenges—from providing real-time decision support to adding value through context.

• All the tools you need to transform data into high-value insights and recommendations

• Utilizes the proven FAROUT method for consistently choosing the right tools

• Classic tools to emerging techniques that help you develop intelligence about your business, competition, customers, environment, markets, and products/services

• Clear descriptions, context, rationales, strengths/weaknesses, step-by-step instructions, sample applications, and easy-to-use worksheets

You’ll start with a practical primer on the discipline of business and competitive analysis: how it works, how to avoid pitfalls, how to choose the right tools, and how to communicate your results. Next, the authors review 24 of today’s most powerful analysis methods. They provide improved versions of “classic” techniques, such as SWOT and industry analysis, as well as popular modern techniques like Business Model analysis, War Gaming, and Win/Loss analysis.

You’ll find detailed chapters covering cash flows, competitive positioning, supply chains, strategic relationships, critical success factors, technology change, and more. The authors clearly explain each method’s context, rationale, and tradeoffs; walk step-by-step through the analytical process; and help you avoid key mistakes.

Analysts can no longer rely on just a few familiar methods: you need a broad and robust repertoire. That’s what you’ll find here: the right technique for every challenge, the insight to choose among them, and the skills to apply them

Meet any business or competitive analysis challenge: deliver actionable business insights and on-point recommendations that enterprise decision makers can’t and won’t ignore! All you need is one book: Business and Competitive Analysis, Second Edition . This generation’s definitive guide to business and competitive analysis has now been thoroughly updated with additional methods, applications and examples. Craig S. Fleisher and Babette E. Bensoussan begin with a practical primer on the process and context of business and competitive analysis: how it works, how to avoid pitfalls, and how to communicate results. Next, they introduce their unique FAROUT method for choosing the right tools for each assignment. The authors then present dozens of today’s most valuable analysis methods. They cover “classic” techniques, such as McKinsey 7S and industry analysis, as well as emerging techniques from multiple disciplines: economics, corporate finance, sociology, anthropology, and the intelligence and futurist communities. You’ll find full chapters outlining effective analysis processes; avoiding pitfalls; communicating results; as well as drill-downs on analyzing industries, competitive positioning, business models, supply chains, strategic relationships, corporate reputation, critical success factors, driving forces, technology change, cash flow, and much more. For every method, Fleisher and Bensoussan present clear descriptions, background context, strategic rationales, strengths, weaknesses, step-by-step instructions, and references. The result is a book every analyst, strategist, and manager can rely on – in any industry, for any challenge.

Authors Fleisher and Bensoussan are uniquely placed as experts in the field of business and competitive analysis. They have extensive corporate consulting, research, and teaching experience in both strategy and intelligence fields, and have both published and spoken internationally. Their collaboration also brings the book a healthy balance of both theory and application.

Craig S. Fleisher is the Chief Learning Officer and Director of Professional Development, Aurora WDC, Madison, Wisconsin, USA. Craig was President of the Board of Directors of the international Strategic and Competitive Intelligence Professionals (SCIP), Chair of the Board of Trustees of the Competitive Intelligence Foundation (Washington, DC), founding Editor of the Journal of Competitive Intelligence and Management, and is a SCIP Meritorious Award winner and Fellow. Author or editor of a dozen books and scores of scholarly articles and chapters, Craig is among the top-cited Google Scholars in several fields, and contributes on several scholarly journals’ editorial boards. He was recognized as one of Canada’s top MBA professors by Canadian Business magazine, is named in the Canadian Who’s Who, and has taught university and executive courses in the strategy, analysis, and competitive intelligence areas for nearly three decades.

      He was formerly a Professor, endowed research Chair, dean, MBA director and/or Institute Chair at the Universities of Calgary, New Brunswick, Windsor, and Wilfrid Laurier in Canada, as well as the College of Coastal Georgia. Craig holds a PhD in Business from the Katz Graduate School of Business, University of Pittsburgh, MBA in Human Resources Management and Marketing from the Owen Graduate School of Management at Vanderbilt University, and his BSBA (Finance, Insurance, and Real Estate) from the University of Florida.

      A well-traveled speaker, he regularly advises leading corporations, associations, and public sector agencies on analysis processes and insight development. Craig holds a Docent appointment in the Dept. of Business Information Mgmt. at Tampere University of Technology (FI), graduate faculty status at the Universita della Svizzera italiana (CH), and visiting positions at universities in eight countries.

Babette E. Bensoussan is an internationally esteemed leader in the field of Competitive Intelligence (CI) and Strategy. Her credentials are built upon a long-standing series of outstanding achievements, both business and academic. She is Australia’s only awarded CI professional and is one of the most published business authors. Throughout her career Babette has excelled as an entrepreneur, a consultant, a company director, a board member, an author, an academic and a business coach.

      In 1992 Babette founded the MindShifts Group, a leading consulting company specializing in Competitive Intelligence and Strategy. As company director Babette has led the MindShifts Group through more than 350 projects with Australian and Fortune 500 companies. Her skills and expertise have been successfully applied to a huge range of industries, and her clients have included (but are not limited to) aerospace, information technology, pharmaceutical, manufacturing, and financial services companies. In 2006 Babette was the recipient of the SCIP Meritorious Award, the world’s most prestigious award in the field of Competitive Intelligence.

      In addition to providing her talent and experience to her clients, Babette has a strong passion for sharing her uniquely honed expertise with others through mentoring and coaching. Author of six books and scores of articles and chapters, she has taught executive courses and held teaching positions at many of Australia’s leading universities and business schools. She is currently an Adjunct Professor in the School of Business at the University of Technology, Sydney.

Their books include Strategic and Competitive Analysis and Analysis Without Paralysis.

Preface     xxix

SECTION 1:  ESSENTIALS OF PERFORMING BUSINESS AND COMPETITIVE ANALYSIS

Chapter 1  Business and Competitive Analysis: Definition, Context, and Benefits     3

   Understanding the Terminology     4

      Competitive     4

      Strategic     5

      Analysis     6

      Intelligence     8

   Analysis as a Component in the Intelligence Cycle     10

   Competitive Analysis and Decision Making     11

      The Competitive Context Facing Contemporary Enterprises     13

      Contemporary Context Facing the Analyst     14

   Shifting Organizational Priorities for Analysts and Analysis     16

   Summary     17

   References     18

Chapter 2  Performing the Analysis Process     22

   Understanding the “Customers” of Your Analysis Work     23

      Defining the Analysis Problem     25

      Identifying the Scope of the Analysis     26

   Intelligence Analysis at Differing Organizational Levels     31

      Strategic Intelligence Analysis     32

      Tactical Intelligence Analysis     32

      Operational Intelligence Analysis     33

      Micro Intelligence Analysis     33

   Evaluating the Inputs to Analysis     34

   Making Sense of the Analysis     37

      Facts     37

      Perceptions     38

      Beliefs     38

      Assumptions     38

      Projections     38

      Synthesis     39

   Infrastructure to Support the Analysis Process     39

      Intelligence Solutions     40

      Limitations of Intelligence Solutions     40

      Managing the Internal Network     41

      Developing and Managing the External Network     42

      Proactivity, Efficiency, and Perpetual Learning     43

   Summary     44

      Fleisher and Bensoussan’s 10 Commandments for Business and Competitive Analysis     45

   References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46

Chapter 3  Avoiding Analysis Pitfalls by Developing Analytical Fitness     48

   Trade-Offs Made by Analysts     48

   Analysis of Failure     49

      Failure Location     49

      Sources of Failure     50

   Four-Level Hierarchical Model of Analysis Failures     51

      Individual Analyst-Level Failures     53

      Analysis Task-Level Failures     55

      Internal Organizational-Level Failures     57

      External Environment-Level Failures     59

   The Movement to a New Generation of Analysis     62

   Overcoming the Barriers and Improving Performance through Developing Analytical Fitness     63

   Summary     65

   References     66

Chapter 4  Communicating Analysis Results     69

   The Art of Effective Communication     69

   Packaging the Results of Your Analysis     71

   Delivering the Message     71

      Face-to-Face Briefings     72

      Written Reports and Briefings     72

      Presentations in Meetings, Seminars, and Workshops     72

      E-Mail/Instant Messaging     73

      Web-Based Intelligence Solutions and Systems     73

      Exercises and Planning Sessions     74

   Common Products and Reports Used by Analysts     74

      News Bulletins and Newsletters     74

      Assessments     76

      Competitor Profiles     76

      Battlecards     76

      Strategic Impact Worksheets     77

      Intelligence Briefings     77

      Situation Analysis     78

      Special Intelligence Summaries     78

   Creating the Report     78

   Communication Difficulties Faced by Analysts     79

   Effective Listening and Answering the Questions of Decision Makers     86

   Conduct Communication Follow-Up and Gather Feedback     87

   Pragmatic Considerations     87

   Summary     89

   References     90

Chapter 5  Applying the FAROUT Method     92

   Applying the Techniques     94

   An Evaluation Scheme for Assessing the Adequacy of Tools and Techniques: FAROUT     95

      Using the FAROUT Rating System     98

   References     101

SECTION II:  NEW AND CLASSIC METHODS OF BUSINESS AND COMPETITIVE ANALYSIS

Chapter 6  A Better SWOT Analysis     105

   Background     105

   Strategic Rationale and Implications     107

   Key Intelligence Topics and Questions     110

   Strengths and Advantages     111

   Weaknesses and Limitations     112

   Process for Applying the SWOT Technique     113

   Worksheet     119

   FAROUT Summary     120

   Related Tools and Techniques     122

   References     122

Chapter 7  Analysis of Competing Hypotheses     123

   Background     123

   Strategic Rationale and Implications     124

   Key Intelligence Topics and Questions     125

   Strengths and Advantages     126

   Weaknesses and Limitations     127

   Process for Applying the Technique     128

      Step 1: Identify the Possible Hypotheses to Be Considered     128

      Step 2: List the Significant Evidence in Support of and Against Each Hypothesis     128

      Step 3: Prepare a Matrix with Hypotheses Across the Top and Evidence Down the Side     129

      Step 4: Refine the Matrix     130

      Step 5: Draw Tentative Conclusions About the Relative Likelihood of Each Hypothesis by Trying to Disprove It     131

      Step 6: Analyze How Sensitive Your Conclusion Is to a Few Critical Pieces of Evidence     132

      Step 7: Report Conclusions     132

      Step 8: Identify Milestones for Future Observation That May Indicate Events Are Taking a Different Course Than Expected     133

   Summary     133

   Worksheet     133

   FAROUT Summary     134

   Related Tools and Techniques     136

   References     136

Chapter 8  Benchmarking Analysis     137

   Background     137

   Strategic Rationale and Implications     138

   Taxonomy of Benchmarking     139

   Key Intelligence Topics and Questions     143

   Strengths and Advantages     144

   Weaknesses and Limitations     145

   Process for Applying the Technique     147

      Step 1: Identify the Processes That Need to Be Benchmarked     147

      Step 2: Identify Performance Measures     148

      Step 3: Evaluate Your Own Firm’s Capabilities     150

      Step 4: Identify Firms to Be Benchmarked     150

      Step 5: Conduct Research of Selected Firms     151

      Step 6: Analyze the Collected Data and Develop an Action Plan     152

   Worksheet     155

   FAROUT Summary     156

   Related Tools and Techniques     157

   References     157

Chapter 9  Business Model Analysis     159

   Background     160

   Strategic Rationale and Implications     161

      The Business Model     162

      Classification of Business Models     164

   Key Intelligence Topics and Questions     167

   Strengths and Advantages     167

   Weaknesses and Limitations     168

   Process for Applying the Technique     168

      Step 1: Articulate the Value Proposition     168

      Step 2: Specify the Target Segment     170

      Step 3: Determine Competitors     170

      Step 4: Evaluate the Value Chain and the Cost Model     171

      Step 5: Evaluate the Value Network     173

      Step 6: Determine the Revenue Model for the Firm     174

      Step 7: Determine the Critical Success Factors for the Industry     175

      Step 8: Complete an Analysis Grid Detailing Each Element of the Business Model     175

   Worksheet     179

   FAROUT Summary     179

   Related Tools and Techniques     181

   References     181

Chapter 10  Competitive Positioning Analysis     183

   Background     183

   Strategic Rationale and Implications     184

      Develop and Build on the Firm’s Position     185

      Maintain and Hold the Firm’s Strong Market Position     186

      Defend a Dominant Position     186

      Withdraw from a Market     186

   Key Intelligence Topics and Questions     187

   Strengths and Advantages     187

   Weaknesses and Limitations     188

   Process for Applying the Technique     189

      Step 1: Identify Current Strategy and Market/Product/Project Parameters     190

      Step 2: Conduct Analysis     192

      Step 3: Review Results and Formulate Positioning Strategy     193

   Summary     195

   Worksheet     197

   FAROUT Summary     198

   Related Tools and Techniques     200

   References     200

Chapter 11  Competitor Cash Flow Analysis     202

   Background     202

   Strategic Rationale and Implications     204

   Key Intelligence Topics and Questions     206

   Strengths and Advantages     207

   Weaknesses and Limitations     208

   Processes for Applying the Technique     209

      Future Cash Flow Analysis     210

      Tip Sheet on Cash Flow Analysis     211

   Worksheet     218

   FAROUT Summary     219

   Related Tools and Techniques     220

   References     221

Chapter 12  Critical Success Factors Analysis     222

   Background     222

   Strategic Rationale and Implications     224

   Key Intelligence Topics and Questions     229

   Strengths and Advantages     229

   Weaknesses and Limitations     230

   Process for Applying the Technique     231

      Leidecker and Bruno’s Identification Techniques     232

      Determining Critical Success Factor Importance     236

   Worksheet     238

   FAROUT Summary     239

   Related Tools and Techniques     240

   References     241

Chapter 13  Driving Forces Analysis     243

   Background     243

   Strategic Rationale and Implications     244

   Key Intelligence Topics and Questions     244

   Strengths and Advantages     245

   Weaknesses and Limitations     246

   Process for Applying the Technique     246

      Step 1: Identifying an Industry’s DFs     247

      Step 2: Assessing the Impact of the DFs     250

   Worksheet     258

   FAROUT Summary     259

   Related Tools and Techniques     260

   References     261

Chapter 14  Event and Timeline Analysis     263

   Background     263

   Strategic Rationale and Implications     264

   Key Intelligence Topics and Questions     265

   Strengths and Advantages     265

   Weaknesses and Limitations     266

   Process for Applying the Technique     267

      Plot the Target Firm’s History of Key Events on a Line     267

      Develop a Chronological Table of Events     269

      Develop an Events Matrix     270

      Event and Causal Factors Analysis     270

   Worksheet     278

   FAROUT Summary     278

   Related Tools and Techniques     280

   References     280

Chapter 15  Historiographical Analysis     282

   Background     282

   Strategic Rationale and Implications     283

   Key Intelligence Topics and Questions     285

   Strengths and Advantages     286

   Weaknesses and Limitations     287

   Process for Applying the Technique     288

      Step 1: Develop a General Proposition About the Analytical Target     288

      Step 2: Collect Primary Information     289

      Step 3: Collect and Relate Secondary Information     289

      Step 4: Cross-Reference and Select the Best Sources for the Third Draft     290

      Step 5: Analysis, Validation, and Reporting     290

   Worksheet     292

   FAROUT Summary     293

   Related Tools and Techniques     294

   References     295

Chapter 16  Indications and Warning Analysis     296

   Background     296

   Strategic Rationale and Implications     298

   Key Intelligence Topics and Questions     299

   Strengths and Advantages     299

   Weaknesses and Limitations     300

   Process for Applying the Technique     302

      Step 1: Establish a Set of Indicators     302

      Step 2: Establish Meaning Behind Indicators     304

      Step 3: Validate and Rank Indicators Against Threshold Levels to Determine When Warnings Need to Be Issued     306

      Step 4: Determine and Recommend Appropriate Firm Responses to the Warning     307

   Worksheet     308

   FAROUT Summary     309

   Related Tools and Techniques     311

   References     311

Chapter 17  Industry Fusion Analysis     313

   Background     313

      General Environment     314

      Operating Environment/Industry Analysis     317

      Internal Environment     318

   Strategic Rationale and Implications     318

   Key Intelligence Topics and Questions     320

   Strengths and Advantages     321

   Weaknesses and Limitations     322

   Process for Applying the Technique     323

   Worksheet     330

   FAROUT Summary     331

   Related Tools and Techniques     332

   References     332

Chapter 18  Interpretation of Statistical Analysis     335

   Background     335

   Strategic Rationale and Implications     336

   Key Intelligence Topics and Questions     337

   Strengths and Advantages     338

   Weaknesses and Limitations     338

   Process for Applying the Technique     339

      Percentage Changes     339

      Percentiles and Quartiles     341

      Normal Distribution and Bell Curve     341

      Summarizing Data with One Value–Central Tendency     342

      Standard Deviation     344

      Comparing Data     345

      Regression Analysis     346

      Correlation     350

      P-Values     351

   Worksheet     351

   FAROUT Summary     352

   Related Tools and Techniques     353

   References     354

Chapter 19  Linchpin Analysis     355

   Background     355

   Strategic Rationale and Implications     356

   Key Intelligence Topics and Questions     359

   Strengths and Advantages     360

   Weaknesses and Limitations     360

   Process for Applying the Technique     361

      Linchpin Assumption Sensitivity Analysis     362

      Process for Using Linchpin Analysis in Assessing Risk     363

   Worksheet     364

   FAROUT Summary     365

   Related Tools and Techniques     366

   References     367

Chapter 20  McKinsey 7S Analysis     368

   Background     368

   Strategic Rationale and Implications     371

   Key Intelligence Topics and Questions     372

   Strengths and Advantages     373

   Weaknesses and Limitations     374

   Process for Applying the Technique     375

   Worksheet     381

   FAROUT Summary     381

   Related Tools and Techniques     383

   References     383

Chapter 21  Product Line Analysis     385

   Background     385

   Strategic Rationale and Implications     386

   Key Intelligence Topics and Questions     386

   Strengths and Advantages     387

   Weaknesses and Limitations     388

   Process for Applying the Technique     389

      Step 1: Initial Product Audit     389

      Step 2: Assess the Product Relative to Its Position in the Product Life Cycle     390

   Worksheet     401

   FAROUT Summary     403

   Related Tools and Techniques     404

   References     405

Chapter 22  Scenario Analysis     407

   Background     407

   Strategic Rationale and Implications     408

      Methods for Generating Scenarios     408

      Quantitative Method: Computer-Generated Econometric Model     409

      Qualitative Methods     409

   Key Intelligence Topics and Questions     411

   Strengths and Advantages     412

   Weaknesses and Limitations     413

   Processes for Applying the Technique     413

   Worksheet     421

   FAROUT Summary     422

   Related Tools and Techniques     424

   References     424

Chapter 23  SERVO Analysis     425

   Background     425

      Strategy     426

      Environment     427

      Resources     428

      Values     430

      Organization     431

   Strategic Rationale and Implications     432

   Key Intelligence Topics and Questions     433

   Strengths and Advantages     434

   Weaknesses and Limitations     434

   Process for Applying the Technique     435

      Step 1: Evaluate the Current Performance of the Firm     435

      Step 2: Assess the Current Strategy and Discern Whether Change Is Necessary     436

      Step 3: Develop and Evaluate Strategic Options and Programs     439

   Worksheet     442

   FAROUT Summary     443

   Related Tools and Techniques     444

   References     445

Chapter 24  Shadowing     447

   Background     447

   Strategic Rationale and Implications     450

   Key Intelligence Topics and Questions     451

   Strengths and Advantages     451

   Weaknesses and Limitations     452

   Process for Applying the Technique     454

      Team Composition     454

      Team Structure     455

      Performance Goals     455

      Shadowing     456

      Developing a Shadow Market Plan     458

   Mini Case Studies     461

      Case 1: Deregulating Utility     461

      Case 2: Packaged-Food Multinational     461

      Case 3: Ready-to-Eat Foods     461

      Case 4: Pharmaceutical Firm     462

   Worksheet     462

   FAROUT Summary     463

   Related Tools and Techniques     464

   References     465

Chapter 25  Strategic Relationship Analysis     466

   Background     466

   Strategic Rationale and Implications     469

      Purposes Served by SRs     469

      Two Key Strategic Relationship Processes     472

   Key Intelligence Topics and Questions     473

   Strengths and Advantages     474

   Weaknesses and Limitations     475

   Process for Applying the Technique     475

      Studying Your Own Firm’s Relationship Formation Readiness     475

      Studying a Rival’s Relationships     478

   Worksheet     485

   FAROUT Summary     486

   Related Tools and Techniques     487

   References     488

Chapter 26  Supply Chain Management (SCM) Analysis     492

   Background     493

   Strategic Rationale and Implications     494

   Key Intelligence Topics and Questions     496

   Strengths and Advantages     497

   Weaknesses and Limitations     498

   Process for Applying the Technique     499

      Rules and Tools     501

   Worksheet     507

   FAROUT Summary     508

   Related Tools and Techniques     510

   References     510

Chapter 27  Technology Forecasting     513

   Background     513

   Strategic Rationale and Implications     515

   Key Intelligence Topics and Questions     518

   Strengths and Advantages     518

   Weaknesses and Limitations     519

   Process for Applying the Technique     521

      1. Expert Opinion     522

      2. Trend Extrapolation     523

      3. Growth Curves     525

      4. Historical Analogy     526

      5. Scenarios     526

      6. Modelling, Simulations, and Gaming     526

      7. Morphological Analysis     527

      8. Relevance Trees     527

      9. Monitoring     528

      10. Creativity Stimulators     529

   Using the Information     531

   Worksheet     535

   FAROUT Summary     535

   Related Tools and Techniques     537

   References     537

Chapter 28  War Gaming     539

   Background     539

   Strategic Rationale and Implications     540

   Key Intelligence Topics and Questions     541

   Strengths and Advantages     542

   Weaknesses and Limitations     543

   Process for Applying the Technique     544

      Step 1: Is a War Game the Way to Go?     545

      Step 2: Getting a Business War Game Off the Ground     546

      Step 3: Who Should Play?     548

      Step 4: Preparing for Your War Game     548

      Step 5: Playing the Game     549

      Step 6: After the Game     550

   Worksheet     552

   FAROUT Summary     553

   Related Tools and Techniques     554

   References     555

Chapter 29  Win/Loss Analysis     556

   Background     556

   Strategic Rationale and Implications     557

   Key Intelligence Topics and Questions     559

   Strengths and Advantages     560

   Weaknesses and Limitations     561

   Process for Applying the Technique     562

      Step 1: Determine the Target Segments and Identify Prospects     562

      Step 2: Understand Internal Cultural Issues     563

      Step 3: Develop the Questionnaire     563

      Step 4: Prepare for the Interviews     564

      Step 5: Conduct Interviews     564

      Step 6: Analyze and Interpret     565

      Step 7: Disseminate     565

   Worksheet     568

   FAROUT Summary     570

   Related Tools and Techniques     571

   References     571

Index     573

  The definitive practical guide to business and competitive analysis, now fully updated: all the tools, step-by-step instructions for using them, and expert guidance on choosing the right tool for every assignment!