1. MKT: 601 Chapter 12: Addressing Competition and Driving Growth

2. GROWTH STRATEGIES Grow by Building Your Market Share
Grow through Developing Committed Customers and Stakeholders
Grow by Developing a Powerful Brand
Grow by Innovating New Products, Services, and Experiences
Grow by International Expansion
Grow by Mergers, Acquisitions, Alliances, and Joint Ventures
Grow by Building an Outstanding Reputation for Social Responsibility
Grow by Partnering with Government and NGOs

3. Competitive Strategies for Market Leader
EXPANDING TOTAL MARKET DEMAND
NEW CUSTOMERS
MORE USAGE
Additional Opportunities to Use the Brand
New Ways to Use the Brand
PROTECTING MARKET SHARE
PROACTIVE MARKETING
A responsive marketer finds a stated need and fills it.
An anticipative marketer looks ahead to needs customers may have in the near future.
A creative marketer discovers solutions customers did not ask for but to which they enthusiastically respond. Creative marketers are proactive market-driving firms, not just market driven ones

4. DEFENSIVE MARKETING
Position defense: Get a big position in consumer mind, like Unilever
Flank : Increase ad for current and can introduce lower price extension
Preemptive : Attack each and every competitors possible
Counteroffensive : Attack in competitors main ground
Mobile : Can move to other industry or focus on underlying general needs
Contraction :Move away from weak area and invest in strong area

5. Position defense: Get a big position in consumer mind, like Unilever Flank : Increase ad for current and can introduce lower price extension Preemptive : Attack each and every competitors possible Counteroffensive : Attack in competitors main ground Mobile : Can move to other industry or focus on underlying general needs Contraction :Move away from weak area and invest in strong area

6. INCREASING MARKET SHARE
Factors to be considered before increasing share
The possibility of provoking antitrust action
Economic cost
Pursuing the wrong marketing-mix strategy
The effect of increased market share on actual and perceived quality

7. It can attack the market leader.
MARKET- CHALLENGER STRATEGIES DEFINING THE STRATEGIC OBJECTIVE AND OPPONENT(S)
It can attack the market leader.
It can attack firms of its own size that are not doing the job and are underfinanced.
It can attack small local and regional firms
It can attack the Status quo

8. CHOOSING A GENERAL ATTACK STRATEGIES
Frontal attack: Matching 4P same with leaders
Flank attack: Attack weak spots
Encirclement attack: In each level
Bypass attack: New geography or technology
Guerrilla attack: Small intermittent attack

9. MARKET-FOLLOWER’S STRATEGIES
Cloner (Slight variation)
Imitator (Some strategy)
Adapter(improve)

10. MARKETING STRATEGIES: INTRODUCTION STAGE AND THE PIONEER ADVANTAGE
PIONEERING ADVANTAGES
PIONEERING DRAWBACKS
GAINING A PIONEERING ADVANTAGE
MARKETING STRATEGIES: GROWTH STAGE
MARKETING STRATEGIES: MATURITY STAGE
MARKET MODIFICATION
A company might try to expand the market for its mature brand by working with the two factors that make up sales volume:
Volume = number of brand users × usage rate per user

13. PRODUCT MODIFICATION
Quality improvement increases functional performance by launching a “new and improved” product.
Feature improvement adds size, weight, materials, supplements, and accessories that expand the product’s performance, versatility, safety, or convenience.
Style improvement increases the product’s esthetic appeal.

14. MARKETING PROGRAM MODIFICATION
MARKETING STRATEGIES: DECLINE STAGE
Eliminating weak products
Harvesting and divesting
EVIDENCE FOR THE PRODUCT LIFE-CYCLE CONCEPT
CRITIQUE OF THE PRODUCT LIFE-CYCLE CONCEPT
MARKET EVOLUTION