Competitive Strategies APMF竞争策略 APMF.pptVIP

Competitive Strategy Asia-Pacific Marketing Federation Certified Professional Marketer Copyright Marketing Institute of Singapore Outline Introduction Sustainable competitive advantage (SCA) Sources of SCA Strategies for Market Leaders Challengers Followers, and Nichers Introduction Having a competitive advantage is necessary for a firm to compete in the market But what is more important is whether the competitive advantage is sustainable A firm must identify its position relative to the competition in the market By knowing if it is a leader, challenger, follower or nicher, it can adopt appropriate strategies to compete Sustainable Competitive Advantage A good strategist seeks not only to “win the hill, but hold on to it.” Subash Jain Sustaining competitive advantage requires erecting barriers against the competition Aakers suggested looking at the following: How you compete Basis of competition Where you compete Whom you are competing against Examples of SCA For many years, Singapore Airlines were riding on its SCA of having the best in-flight service As more airlines improved their service and narrowed the gap, SIA sought other competitive advantages among which are The most modern fleet Outstanding Service on the Ground A super entertainment system in its cabins Comfort in its First Class cabins at an unparallel level Discuss whether the later initiatives had been sustainable Sun Tze’s defensive strategy “Do not assume the enemy will not come but be prepared for his coming… Do not presume he will not attack, but instead make your own position unassailable.” Sun Tze’s Offensive Strategies Overt-offensive strategy To knock out a business rival so as to take over his company To knock out a competing product so as to take over its market share Covert-offensive strategy Keep as low a profile as possible while making offensive moves Strategies for Market Leaders Market Leader’s objectives: Expand the total market by Finding new users Creating new uses,