The MathSoft CEO, David Blohm, is at a crossroads. He has a good product that has two strong potential target markets B mathematicians/engineers and scientists. The product is a spreadsheet application that allows for great flexibility in problem solving and forecasting. The product is facing great competition and pricing wars, and Blohm is running out of marketing money. His is a company in great need of strategic choice and analysis, since it has erred on the side of trying to be Aall things to all people.@
One look at MathSoft=s selected financials suggests part of the problem. With limited marketing funds, Blohm=s team is trying to stretch the marketing dollars too thin, a situation complicated by the fact that there are few crossover possibilities in much of his marketing and sales efforts. The first step he must take is to carefully analyze the business potential of his two main target markets. This analysis shou
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