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Chapter Questions
How do marketers identify primary competitors? How should we analyze competitors strategies, objectives, strengths, and weaknesses? How can market leaders expand the total market and defend market share? How should market challengers attack market leaders? How can market followers or nichers compete effectively?
Number of sellers and degree of differentiation Entry, mobility, and exit barriers Cost structure Degree of vertical integration Degree of globalization
Entry Barriers
Low
High
The five forces are environmental forces that impact on a companys ability to compete in a given market. The purpose of five-forces analysis is to diagnose the principal competitive pressures in a market and assess how strong and important each one is.
Barriers to Entry
Product Differentiation Capital Requirements Switching Costs Access to Distribution Channels Cost Disadvantages Independent of Scale Government Policy Expected Retaliation
Suppliers exert power in the industry by: * Threatening to raise prices or to reduce quality Powerful suppliers can squeeze industry profitability if firms are unable to recover cost increases
Suppliers products have few substitutes Buyer is not an important customer to supplier Suppliers product is an important input to buyers product
* Bargaining down prices * Forcing higher quality * Playing firms off each of other
Example: Electronic security systems in place of security guards Fax machines in place of overnight mail delivery
Yet, the five forces affect all the other businesses in that industry.
Competitive Strategy
Industry Force
Entry Barriers Buyer Power Supplier Power Threat of Substitutes
Generic Strategies
Cost Leadership
Ability to cut price in retaliation deters potential entrants. Ability to offer lower price to powerful buyers.
Differentiation
Customer loyalty can discourage potential entrants. Large buyers have less power to negotiate because of few close alternatives.
Focus
Focusing develops core competencies that can act as an entry barrier.
Large buyers have less power to negotiate because of few alternatives. Suppliers have power because of low volumes, but a differentiation-focused firm is better able to pass on supplier price increases. Specialized products & core competency protect against substitutes. Rivals cannot meet differentiationfocused customer needs.
Better able to pass on Better insulated from supplier price increases to powerful suppliers. customers. Can use low price to defend against substitutes. Better able to compete on price. Customer's become attached to differentiating attributes, reducing threat of substitutes. Brand loyalty to keep customers from rivals.
Rivalry
Identifying competitors
Pepsico vs coca cola Citigroup vs bank of america Competitive advantage-Discuss about Infosys and TCS. Competition from industry and a Market point of View. Market Approach-Competitors-Same customer needs Marketing Myopia Customer Buying Mapping
Analyzing Competitors
Objectives
Strategies
Competitor Actions
Reaction Patterns
Share of market
(The competitors share of the target market)
Share of mind
(The first company that comes to mind)
Share of heart
(The company from which you would prefer to buy)
Selecting Competitor
Market Share Junaid Jamshed R-Sheen Shahid Afridi 2006 50% 30 20 2007 47% 34 19 2008 44% 37 19 2006 60% 30 10 Mind Share 2007 58% 31 11 2008 54% 35 11 2006 45% 44 11 Heart Share 2007 42% 47 11 2008 39% 53 8
Strong Vs Weak (Fewer Resources required) Close Vs Distant (Resemblance)-Chevrolet vs Ford,Cocacola vs Tap Water not pepsi.
Good Vs Bad /Industry rules. Share rather than earn it, invest in overcapacity/they upset industrial equilbrium.
Selecting Customers
Which customers its willing to lose and which its wants to retain. Valuable vs Vulnerable Explain segment analysis.
40%
Expand Market Defend Market Share Expand Market Share
30%
Attack leader Status quo
20%
Imitate
10%
Specialize
New customers
(Penetration/new market segmentation/geographical-expansion)
More usage
(Consumption Amount/Frequency)
A market leader should generally adopt a defense strategy Six commonly used defense strategies Position Defense-Building Superior Brand Power
e.g. Mercedes was using a position defense strategy until Toyota launched a frontal attack with its Lexus. By market broadening and diversification (Dialog Telekom Srilanka) Secondary markets (flanks) are the weaker areas and prone to being attacked Withdraw from the most vulnerable segments and redirect resources to those that are more defendable Detect potential attacks and attack the enemies first Responding to competitors head-on attack by identifying the attackers weakness and then launch a counter attack e.g. Toyota launched the Lexus to respond to Mercedes attack
Mobile Defense
Contraction Defense
Pre-emptive Defense-SBI
Counter-Offensive Defense
The market challengers strategic objective is to gain market share and to become the leader eventually Defining the strategic objective and opponents How? By attacking the market leader By attacking other firms of the same size By attacking smaller firms
Frontal attack Flank attack Encirclement attack Bypass attack Guerrilla attack
Frontal Attack
The challenger has sufficient fire-power (a 3:1 advantage) and staying power, and The challenger has clear distinctive advantage(s)
e.g. Japanese and Korean firms launched frontal attacks in various ASPAC countries through quality, price and low cost Surf Vs Ariel
Flank attack
Attack the enemy at its weak points or blind spots i.e. its flanks Ideal for challenger who does not have sufficient resources e.g. Google Vs ChaCha and or Wikipedia
Encirclement attack
Attack the enemy at many fronts at the same time Ideal for challenger having superior resources e.g. Seiko attacked on fashion, features, user preferences and anything that might interest the consumer Zong???
Bypass attack
By diversifying into unrelated products or markets neglected by the leader Could overtake the leader by using new technologies
e.g. Pepsi used a bypass attack strategy against Coke by acquiring Tropicana Vs. Minute Maid Telenor in Pakistan Instead of launching carbonated drinks Nestle brought pure jiuces vs. the carbonated drinks
Guerrilla attack
By launching small, intermittent hit-andrun attacks to harass and destabilize the leader Usually use to precede a stronger attack
e.g. airlines use short promotions to attack the national carriers especially when passenger loads in certain routes are low local water brands vs. multinational water brands
Market-Follower Strategies
Theodore Levitt in his article, Innovative Imitation argued that a product imitation strategy might be just as profitable as a product innovation strategy e.g. Product innovation--Sony Product-imitation--Panasonic
Each follower tries to bring distinctive advantages to its target market--location, services, financing Four broad follower strategies:
Counterfeiter (which is illegal) Cloner (emulation of leaders product, name & package) e.g. New Joshanda Brand Vs Qarshi S&S Cycle Vs. Harley Imitator e.g. car manufacturers imitate the style of one another Adapter e.g. many Japanese firms are excellent adapters initially before developing into challengers and eventually leaders
Market-Nicher Strategies
Smaller firms can avoid larger firms by targeting smaller markets or niches that are of little or no interest to the larger firms e.g. Zippo Digicel Bullet-Proof Cars
Nichers must create niches, expand the niches and protect them
e.g. Nike constantly creates new niches-cycling, walking, hiking, cheerleading, etc Market niche may be attacked by larger firms once they notice the niches are successful
Multiple Niching
[A] firm should `stick to its niching but not necessarily to its niche. That is why multiple niching is preferable to single niching. By developing strength in two or more niches the company increases its chances for survival. Philip Kotler
Balancing Orientations
CompetitorCentered
CustomerCentered