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Download COMPETITOR ANALYSIS. COMPETITORS COMPETITORS TESCO’S COMPETITORS TESCO’S COMPETITORS Asda Sainsbury Morrison Spar Aldi Marks and Spencer Llydl Netto

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  • Slide 1
  • COMPETITOR ANALYSIS
  • Slide 2
  • COMPETITORS COMPETITORS TESCOS COMPETITORS TESCOS COMPETITORS Asda Sainsbury Morrison Spar Aldi Marks and Spencer Llydl Netto
  • Slide 3
  • COMPETITORS COMPETITORS BRITISH AIRWAYS COMPETITORS BRITISH AIRWAYS COMPETITORS Easy jet Ryanair AirFrance Lufthansa Virgin Emirates Swiss
  • Slide 4
  • COMPETITORS COMPETITORS FORD MOTOR COMPETITORS FORD MOTOR COMPETITORS Mercedes Rover Honda Jaguar BMWToyota Opel
  • Slide 5
  • COMPETITORS COMPETITORS ADDIDAS COMPETITORS ADDIDAS COMPETITORS PUMA NIKE Le coq Sportif JJB UMBRO
  • Slide 6
  • COMPETITORS COMPETITORS NOKIA MOBILE PHONE NOKIA MOBILE PHONE Sony E Motorola LG Samsung Virgin Panasonic Siemens Philips
  • Slide 7
  • COMPETITORS COMPETITORS SONY ELECTRONICS SONY ELECTRONICS Panasonic Sharp LG Philips
  • Slide 8
  • COMPETITORS COMPETITORS CHELSEA FOOTBALL CLUB CHELSEA FOOTBALL CLUB Bolton FC Manchester United FC Arsenal FC Liverpool FC Reading FC Tottenham FC Blackburn FC Middlesbrough FC Manchester City FC
  • Slide 9
  • COMPETITORS COMPETITORS COCA COLA COCA COLA Pepsi co Fanta NEXT Debenhams House of Fraser Marks and Spencer Boots
  • Slide 10
  • WHAT YOU SHOULD KNOW AT THE END OF THIS LESSON What is competition? Who is a competitor? Against whom are we competing? What Strengths and Weaknesses do they possess? What are your competitors objectives? What strategies are they pursuing and how successful are they? How are they likely to behave and, in particular, how are they likely to react to offensive moves? Competitive Relations Evaluation How to identify competitors objectives Competitive Responses Competitive Information System
  • Slide 11
  • COMPETITOR ANALYSIS: STETP 1 The strength of the competitors positioning What market share does each competitor have? How strong is each competitors image What is their position within the trade? Is there a particular focus in certain markets? The strength of the competitive offerings In relative terms, how good is each element of each competitors marketing mix? How satisfied is each competitors customer base. What levels of customer loyalty exist? How satisfied are each competitors distributors The strength of the competitors resources How profitable is each competitor? What is the size of each firms resource base? How big and efficient is the production base? How fast and effective are the product development processes? Understanding the competitors strategies What is each competitors strategic intent? What are their actions and probable reactions?
  • Slide 12
  • COMPETITOR ANALYSIS: STEP 2 Competencies/capabilities Competitors position Com1 Com2 Com3 Com4 Com5 Com1 Com2 Com3 Com4 Com5 Competitive stance Price levels Brand recognition Distribution network After sales service Promotion/public relations Strategic focus5 Manufacturing skills Financial stability Technology skills New product innovations Strong/high Above average Average Less Average Weak
  • Slide 13
  • Q. You work as the
  • Slide 14
  • COMPETITOR ANALYSIS
  • Slide 15
  • EVALUATING COMPETITIVE LEADERSHIP AND ANALYSING HOW ORGANISATIONS COMPETE In essence, five types of relationship can develop between an organisation and its competitors: Conflict Competition Coexistence Cooperation Collusion
  • Slide 16
  • COMPETITORS OBJECTIVES: To be the dominant business To make more profit, sales and market share To perform better than other rivals To get more customers than their counterparts To be an outstanding business To grow faster than other businesses To be the market leader
  • Slide 17
  • COMPETITOR INTELLIGENCE SYSTEM Desk researchDatabases Internal Information Market research Industry analysis Industry mapping Critical success factors Competitive profilling Special Competitor studies Value chain analysis Benchmarking Building competitive advantage
  • Slide 18
  • CRITICAL SUCCESS FACTORS. MARKETING MIX STRATEGIES OBJECTIVES MISSION ENVIRONMENTAL ANALYSIS SWOT ANALYSIS IMPLEMENTATION MONITOR AND CONTROL
  • Slide 19
  • ASSIGNMENT BENCHMARKING: You are the Managing Director of Morrison and you want to improve on your business. One of your strategy to improve is to carry out benchmarking exercise. Please state below how you will carry out the benchmarking exercise:
  • Slide 20
  • Factors to consider MorrisonTesco Market share Prices Profit Sales Services Strategies Objective Mission Staff
  • Slide 21
  • BENCHMARKING: You can use criteria such as : Good, bad, average, high, low, bad, excellent, no comment. Factors to consider MKET College Dudley College or any other college of your choice Courses Fees No of Students Customer Service Library & resources Computers Other facilities Lecturers Classrooms Organisation
  • Slide 22
  • COMPETITORS STRONG COMPETITORS WEAK COMPETITORS
  • Slide 23
  • COMPETITORS CLOSE COMPETITORS DISTANT COMPETITORS
  • Slide 24
  • COMPETITORS GOOD COMPETITOR BAD COMPETITOR
  • Slide 25
  • COMPETITORS Direct Indirect
  • Slide 26
  • PORTERS FIVE FORCE MODEL OF THE COMPETITIVE ENVIRONMENT
  • Slide 27
  • MICHAEL PORTERS FIVE FORCE ANALYSIS OF THE COMPETITIVE STRUCTURE Competitive Rivalry Potential entrants Suppliers Buyers Substitutes Bargaining Power Threat of entrants Bargaining Power Threat of substitutes Source: Exploring Corporate Strategy by Garry Johnson and Kevan Scholes Adapted from M. Porter, Competitive Strategy, Free Press, 1980, p. 4.
  • Slide 28
  • PORTERS VALUE CHAIN
  • Slide 29
  • Porters Value Chain Firm infrastructure Technology development Human resource management Procurement Inbound Operations Outbound Service Logistics Marketing and sales 29 Primary activitites Support activities
  • Slide 30
  • WHAT COMPANIES NEED TO KNOW ABOUT OTHER COMPETITORS Sales Customers Products Advertising and promotion Distribution and sales force Price Finance Management Other information needed.