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Lindell’s Lecture Notes CHAPTERS 3 & 4 B (supplement) COMPETITIVE ANALYSIS BA 315 Marketing Management.

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Presentation on theme: "Lindell’s Lecture Notes CHAPTERS 3 & 4 B (supplement) COMPETITIVE ANALYSIS BA 315 Marketing Management."— Presentation transcript:

1 Lindell’s Lecture Notes CHAPTERS 3 & 4 B (supplement) COMPETITIVE ANALYSIS BA 315 Marketing Management

2 YOUR COMPETITION: Even though you may have done a great job in pinpointing and studying your market segment the job isn't done until you have considered your competition. My main competitors in my market area are: Name of firm (list)

3 YOUR COMPETITION: Based on my market research of statistical data (such as Sales Management) the amount of buying power per business represented in my area for this kind of business is $ ‑. If 1 can generate that amount of sales, it: will be sufficient for me to operate successfully. Five reasons why customers would buy from me rather than my competitors are: Five weaknesses my business will have, in comparison to my competitors, are: F F In order to overcome these weaknesses, I will:

4 STEPS OF COMPETITIVE ANALYSIS F F 1. DEFINE THE TARGET MARKET F F 2. DEFINE THE DIRECT COMPETITORS (SERVING THE SAME MARKET F F SEGMENT(S) F F USE...PERCEPTUAL MAPPING F F A. MULTIDIMENTIONAL F F SCALING F F B. FACTOR ANALYSIS F F 3. ASSESS COMPETITIVE DYNAMICS F F A. PIONEERING ADVANTAGE F F B. POTENTIAL FOR F F TECHNOLOGY DISCONTINUITY F F C. IDENTIFY FUTURE COMPETITORS F F (NEW ENTRANTS) F F D. BARRIERS

5 STEPS OF COMPETITIVE ANALYSIS 4. ASSESS COMPETITIVE INTENSITY-INCLUDE CONDITIONS THAT FOSTERS INTENSE COMPETITION F F 5.IDENTIFY AVENUES FOR ATTAINING A SUSTAINABLE ADVANTAGE OVER COMPETITION F F 6.SOURCES OF COMETITIVE INTELLEGENCE F F YOU MAY COMBINE STEPS 3 AND 4 INTO COMPETITIVE MARKET FORCES

6 Chapter Objectives F 1.To gain an appreciation of the need for performing F competitive analysis. F 2.To understand the five ‑ step approach to carrying out a F competitive analysis. F 3.To become acquainted with perceptual mapping and the F techniques used. F 4.To gain an appreciation and awareness of sources of F F competitive intelligence

7 Definition of the target market F We establish the product market boundaries of interest and identify any specific target segments.

8 identifies direct competitors F who are likely to gain or lose a substantial customer share over time because they serve the same customers and offer similar benefits.

9 perceptual mapping F F Perceptual mapping methods are used to position the firm against competitors as seen by the consumer. Product positioning is used to determine the brands that consumers see as being similar.

10 perceptual mapping  Managers rely on some perceptual mapping techniques to portray how customers perceive the various market competitors. There are two types:

11 Multidimensional scaling relies on similarity judgments of consumers in determining the degree of similarity between pairs of products.

12 A factor analysis based approach relies on buyers assessment of determinant attributes to evaluate alternatives F

13 Assessing competitive dynamics  Assessing competitive dynamics, step 3 of the competitive analysis, involves attempting to project what the future competitive environment will look like.

14 Pioneering advantage is the market advantage that results from a competitor being the innovator in a market. Several factors contribute to this advantage:

15 1.Pioneer products act as "prototypes" for competitors. 2.Initial brands potentially build significant loyalty. 3.Late entrants will have difficulty obtaining awareness and trail by distributors and consumers. F Pioneering advantage

16 If the future competitive structure of a market is to be understood, managers should attempt to determine the potential for technological discontinuity. Note- LPC WINDSURFER EXAMPLE F Steps of competitive analysis (continued)

17 Although the identity of current direct competitors is important, it is equally essential to identify future competitors, i.e., new entrants. Such as…MISTRAL,BIC F Steps of competitive analysis (continued)

18 Barriers to entry make it difficult to become a significant competitor in a new market. F Steps of competitive analysis (continued)

19 Barriers to entry Economies of scale, initial financial investment, lack of access to sources of production, and limited access to distribution channels are some typical barriers to entry. F Steps of competitive analysis (continued)

20 Barriers to entry …Tariffs, quotas, customs, and governmental intervention are some international entry barriers. F Steps of competitive analysis (continued)

21 New entrants can cause considerable competitive concern through improved price performance trade offs, by bringing new skills to the industry,or by virtue of cross subsidizations. F Steps of competitive analysis (continued)

22 The importance of assessing competitive intensity, step 4, is twofold: to determine the likely cost of meeting competition and to recognize the most important bases and types of competition. F Steps of competitive analysis (continued)

23 Several basic conditions which foster intense competition are: numerous competitors, slow industry growth, undifferentiated products and services, low switching costs, significant economies of scale, industry overcapacity, and management loyalty F Steps of competitive analysis (continued)

24 The ultimate purpose of performing a competitive analysis is to identify possible avenues for attaining a sustainable advantage over competitors so as to achieve product or product line objectives. F Steps of competitive analysis (continued)

25 In assessing competitive advantage, managers must identify the positions and sources of advantage that lead to desired market performance outcomes.. F Steps of competitive analysis (continued)

26 1.Positional advantages depend on the customer's perception of these advantages.. F Steps of competitive analysis (continued)

27 2. Source advantages include: skills of people within the organization, the systems or arrangement developed for market response, and the organization's resources... F Steps of competitive analysis (continued)

28 3. Superior resources, intangible and tangible, can enable a firm to either underprice the competition or to offer better or unique performance... F Steps of competitive analysis (continued)

29 Sources for obtaining competitive intelligence fall into three basic categories: published material & documents, competitors' employees, suppliers, or customers; and direct observation.. F Steps of competitive analysis (continued)

30 ALMOST HOME THE BATTLE FOR THE COOKIE MARKET –In 1982, marketers in the cookie industry received a doublebarreled attack with the entrance of Procter & Gamble's Duncan Hines cookies and Frito Lay's Grandma's brand. Initially, both lines were successfully test marketed in Kansas City, and by 1983, Frito Lay had begun moving into a variety of other markets.

31 ALMOST HOME THE BATTLE FOR THE COOKIE MARKET F 1.Multidimensional scaling relies on similarity judgments of consumers in determining the degree of similarity between pairs of products. F F 2.A factor analysis based approach relies on buyers assessment of determinant attributes to evaluate alternatives

32 Competitive analysis- F Don’t forget your handout packet: An exam question: We analyze a competitor on five abilities….. The abilitiy to………..


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