营销管理应付竞争.pptVIP

* * Objectives Identifying Competitors Evaluating Competitors Competitive Intelligence Systems Competitive Strategies Customer vs. Competitor Orientation * Induce your competitors not to invest in those products, markets and services where you expect to invest the most … that is the fundamental rule of strategy. Bruce Henderson, Founder of BCG There is nothing more exhilarating than to be shot at without result. Winston Churchill * Five Forces Determining Segment Structural Attractiveness Potential Entrants (Threat of Mobility) Buyers (Buyer power) Substitutes (Threats of substitutes) Suppliers (Supplier power) Industry Competitors (Segment rivalry) * Barriers and Profitability Low, stable returns Low High, stable returns High Low Low, risky returns High, risky returns High Entry Barriers Exit barriers * Industry Competition Number of Sellers - Degree of Differentiation Entry, Mobility, Exit barriers Cost Structure Degree of Vertical Integration Degree of Globalization * High Low High Low Quality Vertical Integration Strategic Groups in the Major Appliance Industry Group A Narrow line Lower mfg. cost Very high service High price Group D Broad line Medium mfg. cost Low service Low price Group C Moderate line Medium mfg. cost Medium service Medium price Group B Full line Low mfg. cost Good service Medium price * Analyzing Competitors Competitor Actions Objectives Strengths Weaknesses Reaction Patterns Strategies * Competitor’s Expansion Plans Markets Products Individual Users Commercial Industrial Educational Personal Computers Hardware Accessories Software Dell * Hypothetical Market Structure Strategies 40% Market leader 30% Market challenger 20% Market follower Expand Market Defend Market Share Expand Market Share Attack leader Status quo Imitate 10% Market nicher Special- ize * Defense Strategies Attacker (3) Preemptive defense (4) Counter- offensive defense Defender (1) Position defense (5) Mobile