Dealing with competition

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Dealing with Competition-A Philip Kotler Guide

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Dealing with Competition:

Dealing with Competition 9 Marketing Management A South Asian Perspective, 13 th ed

Chapter Questions:

Copyright © 2009 Dorling Kindersley (India) Pvt. Ltd. 9- 2 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?

Chapter Questions (cont.):

Copyright © 2009 Dorling Kindersley (India) Pvt. Ltd. 9- 3 Chapter Questions (cont.) How should market challengers attack market leaders? How can market followers or nichers compete effectively?

Mobile service providers compete with each other through innovative marketing ideas :

Copyright © 2009 Dorling Kindersley (India) Pvt. Ltd. 9- 4 Mobile service providers compete with each other through innovative marketing ideas

Figure 9.1 Five Forces Determining Segment Structural Attractiveness:

Copyright © 2009 Dorling Kindersley (India) Pvt. Ltd. 9- 5 Figure 9.1 Five Forces Determining Segment Structural Attractiveness

Identifying Competitors:

Copyright © 2009 Dorling Kindersley (India) Pvt. Ltd. 9- 6 Identifying Competitors

Industry Concept of Competition:

Copyright © 2009 Dorling Kindersley (India) Pvt. Ltd. 9- 7 Industry Concept of Competition Number of sellers and degree of differentiation Entry, mobility, and exit barriers Cost structure Degree of vertical integration Degree of globalization

Figure 9.2 Strategic Groups :

Copyright © 2009 Dorling Kindersley (India) Pvt. Ltd. 9- 8 Figure 9.2 Strategic Groups

Figure 9.4 A Competitor’s Expansion Plans:

Copyright © 2009 Dorling Kindersley (India) Pvt. Ltd. 9- 9 Figure 9.4 A Competitor’s Expansion Plans

Table 9.1 Customer Ratings of Competitors on Key Success Factors:

Copyright © 2009 Dorling Kindersley (India) Pvt. Ltd. 9- 10 Table 9.1 Customer Ratings of Competitors on Key Success Factors

Strengths and Weaknesses:

Copyright © 2009 Dorling Kindersley (India) Pvt. Ltd. 9- 11 Strengths and Weaknesses Share of market Share of mind Share of heart

Steps in Benchmarking:

Copyright © 2009 Dorling Kindersley (India) Pvt. Ltd. 9- 12 Steps in Benchmarking Determine which functions or processes to benchmark Identify the key performance variables to measure Identify the best-in-class companies Measure the performance of best-in-class companies

Steps in Benchmarking (cont.):

Copyright © 2009 Dorling Kindersley (India) Pvt. Ltd. 9- 13 Steps in Benchmarking (cont.) Measure the company’s performance Specify programs and actions to close the gap Implement and monitor results

Fake brands in Rural Markets :

Copyright © 2009 Dorling Kindersley (India) Pvt. Ltd. 9- 14 Fake brands in Rural Markets Look-alike Spell-alike Duplicates

Figure 9.5 Hypothetical Market Structure:

Copyright © 2009 Dorling Kindersley (India) Pvt. Ltd. 9- 15 Figure 9.5 Hypothetical Market Structure 10% Market Nichers 20% Market Follower 30% Market Challenger 40% Market Leader

Gap Tried to Appeal to Too Broad a Market :

Copyright © 2009 Dorling Kindersley (India) Pvt. Ltd. 9- 16 Gap Tried to Appeal to Too Broad a Market

Expanding the Total Market:

Copyright © 2009 Dorling Kindersley (India) Pvt. Ltd. 9- 17 Expanding the Total Market New customers More usage

Figure 9.6 Six Types of Defense Strategies:

Copyright © 2009 Dorling Kindersley (India) Pvt. Ltd. 9- 18 Figure 9.6 Six Types of Defense Strategies

Figure 9.7 Optimal Market Share:

Copyright © 2009 Dorling Kindersley (India) Pvt. Ltd. 9- 19 Figure 9.7 Optimal Market Share

Factors Relevant to Pursuing Increased Market Share:

Copyright © 2009 Dorling Kindersley (India) Pvt. Ltd. 9- 20 Factors Relevant to Pursuing Increased Market Share Possibility of provoking antitrust action Economic cost Pursuing the wrong marketing-mix strategy The effect of increased market share on actual and perceived quality

Other Competitive Strategies:

Copyright © 2009 Dorling Kindersley (India) Pvt. Ltd. 9- 21 Other Competitive Strategies Market Challengers Market Nichers Market Followers

Market Challenger Strategies:

Copyright © 2009 Dorling Kindersley (India) Pvt. Ltd. 9- 22 Market Challenger Strategies Define the strategic objective and opponents Choose a general attack strategy Choose a specific attack strategy

In Sri Lanka, Tapal has challenged Unilever to emerge as a serious competitor :

Copyright © 2009 Dorling Kindersley (India) Pvt. Ltd. 9- 23 In Sri Lanka, Tapal has challenged Unilever to emerge as a serious competitor

General Attack Strategies:

Copyright © 2009 Dorling Kindersley (India) Pvt. Ltd. 9- 24 General Attack Strategies Frontal Attack Encirclement Attack Bypass Attack Flank Attack Guerrilla Warfare

Pepsi buys Gatorade in a Bypass Strategy:

Copyright © 2009 Dorling Kindersley (India) Pvt. Ltd. 9- 25 Pepsi buys Gatorade in a Bypass Strategy

Specific Attack Strategies:

Copyright © 2009 Dorling Kindersley (India) Pvt. Ltd. 9- 26 Specific Attack Strategies Price discounts Lower-priced goods Value-priced goods Prestige goods Product proliferation Product innovation Improved services Distribution innovation Manufacturing-cost reduction Intensive advertising promotion

Market Follower Strategies:

Copyright © 2009 Dorling Kindersley (India) Pvt. Ltd. 9- 27 Market Follower Strategies Counterfeiter Cloner Imitator Adapter

Market Nicher Strategies:

Copyright © 2009 Dorling Kindersley (India) Pvt. Ltd. 9- 28 Market Nicher Strategies

Niche Specialist Roles:

Copyright © 2009 Dorling Kindersley (India) Pvt. Ltd. 9- 29 Niche Specialist Roles End-User Specialist Vertical-Level Specialist Customer-Size Specialist Specific-Customer Specialist Geographic Specialist Product-Line Specialist Job-Shop Specialist Quality-Price Specialist Service-Specialist Channel Specialist

Balancing Orientations:

Copyright © 2009 Dorling Kindersley (India) Pvt. Ltd. 9- 30 Balancing Orientations Competitor- Centered Customer- Centered

Marketing Debate:

Copyright © 2009 Dorling Kindersley (India) Pvt. Ltd. 9- 31 Marketing Debate How do you attack a category leader? Take a position: The best way to challenge a leader is to attack its strengths. or 2. The best way to attack a leader is to avoid a head-on assault and to adopt a flanking strategy.

Marketing Discussion:

Copyright © 2009 Dorling Kindersley (India) Pvt. Ltd. 9- 32 Marketing Discussion Pick an industry. Classify firms according to the four different roles they might play. How would you characterize the nature of competition? Do the firms follow the principles described in this chapter?