复旦大学：《营销管理》经典讲义_T7_Competition（Stu）

MARKETING MANAGEMENT Chapter 11 Dealing with Competition

1 MARKETING MANAGEMENT Chapter 11 Dealing with Competition

LEARNING OBJECTIVES After reading this chapter, students should: Know how marketers identify primary competitors Know how we should analyze competitors strategies, objectives, strengths, and weaknesses Know different competitive strategies for market leaders market challengers market followers nichers

2 LEARNING OBJECTIVES • After reading this chapter, students should: – Know how marketers identify primary competitors – Know how we should analyze competitors’ strategies, objectives, strengths, and weaknesses – Know different competitive strategies for • market leaders • market challengers • market followers • nichers

Competition 3Cs framework Success Customer Company Competitor Scanning the marketing environments Competition is ubiquitous

3 Competition • 3Cs framework – Customer – Company – Competitor • Competition is ubiquitous

Competition is All the actual and potential rival offerings and substitutes the prospect or buyer might consider Four levels of competition Those offering similar products or services(BMW and mercedes Those with products in the same general class or industry(B/W and Honda) Those offering alternative means of solving a similar need (cars vs. bikes Those competing for the same consumer dollar(car vs vacation)

4 Competition is • All the actual and potential rival offerings and substitutes the prospect or buyer might consider • Four levels of competition – Those offering similar products or services (BMW and Mercedes ) – Those with products in the same general class or industry (BMW and Honda ) – Those offering alternative means of solving a similar need (cars vs. bikes ) – Those competing for the same consumer dollar (car vs. vacation )

Identifying Competitors Competitors can include All firms making the same product or class of products All firms making products that supply the same service All firms competing for the same consumer dollars Competitor myopia refers to a firm focusing on what it considers to be its direct competition and not being aware of indirect or new competitors

5 Identifying Competitors • Competitors can include: – All firms making the same product or class of products – All firms making products that supply the same service – All firms competing for the same consumer dollars • Competitor myopia refers to a firm focusing on what it considers to be its direct competition and not being aware of indirect or new competitors

Identifying Competitors Industry point of view refers to competitors within the same industry Market point of view refers to competitors trying to satisfy the same customer need or build relationships with the same customer group

6 Identifying Competitors • Industry point of view refers to competitors within the same industry • Market point of view refers to competitors trying to satisfy the same customer need or build relationships with the same customer group

Competitor Map Highlights both competitive opportunities and challenges facing the firm Center is the list of consumer activities First outer ring lists main competitors Second outer ring lists indirect competitors Competitor maps plot buying steps ir purchasing and using the product, as well as direct and indirect competitors

7 Competitor Map • Highlights both competitive opportunities and challenges facing the firm – Center is the list of consumer activities – First outer ring lists main competitors – Second outer ring lists indirect competitors • Competitor maps plot buying steps in purchasing and using the product, as well as direct and indirect competitors

Competitor Map of Kodak ●HP amps ● Camerawork. com Purchase Purchase camera accessories Direct Moto Photo / Store pictures on CD Eastman Kodak pictures competition Indirect competition Seattle Share Digitally manipulate mwo pictures dobe Systems Print and choose pictures receive pictures to pri Shutterfly Ofoto

8 Competitor Map of Kodak Competitor Map of Kodak

Analyzing Competitors Strateqic Groups High Group A Narrow line Lower mfg. cost very high service Group C High price Moderate line Medium mfg. cost Medium service Medium price Group B Group D Full line Broad line Low. Low mfg cost Medium mfg cost Good service .Low service Medium price Low price High Vertical Integration LoW 9

9 Analyzing Competitors • Strategic Groups High High Low Low Quality Vertical Integration Group A •Narrow line •Lower mfg. cost •Very high service •High price Group D •Broad line •Medium mfg. cost •Low service •Low price Group C •Moderate line •Medium mfg. cost •Medium service •Medium price Group B •Full line •Low mfg. cost •Good service •Medium price

Analyzing Competitors Objective Individual Commercial and Educational Users Industrial Personal/Dell 〔 omputers Hardware Accessories Software A Competitor's Expansion Plans

10 Analyzing Competitors • Objective A Competitor’s Expansion Plans