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  • Competitive Analysis and Product Positioning

    Dalrymple & Parsons/Marketing Management 7th edition: Chapter 5

  • CompetitorsDirect competitorsIndirect competitors

    Local competitorsCross-over competitors

    Dalrymple & Parsons/Marketing Management 7th edition: Chapter 5

  • Identifying the Competitors -1ProductDirectIndirectIndustryCross-OverLocal

    Dalrymple & Parsons/Marketing Management 7th edition: Chapter 5

  • Identifying the Competitors -2Products feature and qualityCRM strategiesR&D strategiesMarketing mixPricePromotionDistributionSupply-chain management

    Dalrymple & Parsons/Marketing Management 7th edition: Chapter 5

  • Competitor Profiling Eastman KodakEastman KodakPurchase CameraPurchase FilmTake PicturesDigitally Manipulate PicturesPrint and Receive PicturesShare PicturesStore Pictures on CDPurchase AccessoriesDownload and Choose Pictures to PrintHPOlympusSnapfishMoto PhotoGeocities

    Seattle FilmworksDistrictOfotoHPAdobe SystemsFujicameraworks.comSnapfishShutterflyDirect CompetitionIndirect Competition

    Dalrymple & Parsons/Marketing Management 7th edition: Chapter 5

  • COMPETITIVE ANALYSIS FLOWS OUT OF CUSTOMER ANALYSISUnderstand customers needs and wantsIdentify current and potential competitorsPerform industry analysis, identify suppliers and common intermediariesUnderstand your competitorsDetermine competitor strategies (present and future)

    Dalrymple & Parsons/Marketing Management 7th edition: Chapter 5

  • COMPETITORS TO CONSIDERCURRENTmarket structure analysisperceptual analysis

    POTENTIAL (potential entry of new competitors)remain alert to their possibilitydepends onbarriers to entryexpectations about competitive reactions

    Dalrymple & Parsons/Marketing Management 7th edition: Chapter 5

  • An Example: Using a Perceptual Map for Competitor Analysis Lincoln CadillacMercedesChryslerBuick OldsmobileA touch of class / a car to be proud to ownPractical / affordable / good gas mileageConservative looking / appeals to older peopleFun to drive / sporty look / appeals to younger peoplePorscheBMWPontiacChevroletNissanToyotaVWFordDodgePlymouth

    Dalrymple & Parsons/Marketing Management 7th edition: Chapter 5

  • BARRIERS TO ENTRY OF NEW COMPETITORSEconomies of ScaleLack of Product DifferentiationCapital RequirementsAccess to Distribution ChannelsBuyer Switching CostsGovernment Policies and Regulations

    Dalrymple & Parsons/Marketing Management 7th edition: Chapter 5

  • COMPETITIVE RELATIONSCONFLICTCOMPETITIONCOEXISTENCECOOPERATIONCOLLUSION

    Dalrymple & Parsons/Marketing Management 7th edition: Chapter 5

  • CONFLICT WITH COMPETITORSFocus on opponentMarket is viewed as a zero-sum game (one gains only by taking from another)Competitors objectives are mutually inconsistent

    Dalrymple & Parsons/Marketing Management 7th edition: Chapter 5

  • COMPETITIONFocus on winning something (usually customers)

    Depends onmarket attractivenessindustry structurecommitment of competitorstechnology requiredproduct differentiation

    Dalrymple & Parsons/Marketing Management 7th edition: Chapter 5

  • COMPETITOR COEXISTENCEWorking Toward a Goal Independent of OthersDifferent Niches of Market Available

    Dalrymple & Parsons/Marketing Management 7th edition: Chapter 5

  • COOPERATIONInvolves working together toward a common goalThree main typesDyadicJoint ActivityInvestment in a Third Party

    Dalrymple & Parsons/Marketing Management 7th edition: Chapter 5

  • THREE TYPES OF COMPETITOR COOPERATIONFormal CooperationDyadicJoint activityInvestment in third partyOwnershipInterlocking directorshipFormal exchangesSubcontractingReciprocityProductionSourcingR&DPromotionConsortiaJoint venturesTrade associations

    Dalrymple & Parsons/Marketing Management 7th edition: Chapter 5

  • COLLUSIONCooperative Behavior Designed to Injure a Third Partycustomerssuppliersnon-colluding competitorsgeneral publicCan be Direct or IndirectOften Illegal

    Dalrymple & Parsons/Marketing Management 7th edition: Chapter 5

  • GATHERING COMPETITIVE DATAEstablish information-gathering systemIdentify your competitorsPerform a competitive auditEvaluate results of the auditRegularly integrate into planning process

    Dalrymple & Parsons/Marketing Management 7th edition: Chapter 5

  • HOW DO YOU COMPETE?Offensive StrategiesConcentrate on the competitors relative weaknesses5 typesDefense StrategiesGoal is to counter each offensive strategy6 types

    Dalrymple & Parsons/Marketing Management 7th edition: Chapter 5

  • OFFENSIVE STRATEGIES1) Frontal attackdirect confrontationmost difficult and dangerous

    2) Flanking attackaddresses gaps in competitions market coverageNiche market

    3) Encirclement forcing competitor to spread resources thin by probing on many fronts at once4) Bypass attackavoids confrontationdiversification5) Guerrilla warfaresmall, intermittent attacks

    Dalrymple & Parsons/Marketing Management 7th edition: Chapter 5

  • DEFENSE STRATEGIES1) Position Defensefortify firms existing position

    2) Mobile DefenseMarket broadening

    3) Preemptive DefenseAttacking first (first strike)4) Flank-positioningextend firms offerings into new segments to protect existing5) Counter-offensive Defensegathering resources and counter-attacking when threatened6) Strategic Withdrawal

    Dalrymple & Parsons/Marketing Management 7th edition: Chapter 5

  • PartnersComplementary partner

    Capability partner

    Dalrymple & Parsons/Marketing Management 7th edition: Chapter 5