Kotler MM 13e Overheads 11
11
Dealing
with Competition
Marketing Management, 13th ed
Chapter Questions
• How do marketers identify primary
competitors?
• How should we analyze competitors’
strategies, objectives, strengths, and
weaknesses?
• How can market leaders expand the
total market and defend market share?
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Chapter Questions (cont.)
• How should market challengers attack
market leaders?
• How can market followers or nichers
compete effectively?
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Figure 1.1 Five Forces Determining
Segment Structural Attractiveness
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Industry Concept of Competition
• Number of sellers and degree of
differentiation
• Entry, mobility, and exit barriers
• Cost structure
• Degree of vertical integration
• Degree of globalization
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Figure 11.2 Strategic Groups
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Figure 11.4 A Competitor’s
Expansion Plans
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Table 11.1 Customer Ratings of
Competitors on Key Success Factors
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Strengths and Weaknesses
Share of market
Share of mind
Share of heart
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Table 11.2 Market Share,
Mind Share, and Heart Share
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Figure 11.5
Hypothetical Market Structure
10%
20%
Market Market
Nichers Follower
30%
Market
Challenger
40%
Market
Leader
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Figure 11.6 Six Types of
Defense Strategies
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Figure 11.7
Optimal Market Share
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Other Competitive Strategies
Market
Challengers
Market
Followers
Market
Nichers
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Market Challenger Strategies
• Define the strategic objective and
opponents
• Choose a general attack strategy
• Choose a specific attack strategy
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
General Attack Strategies
Frontal Attack
Flank Attack
Encirclement
Attack
Bypass Attack
Guerrilla Warfare
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Specific Attack Strategies
•
•
•
•
•
•
Price discounts
Lower-priced goods
Value-priced goods
Prestige goods
Product proliferation
Product innovation
• Improved services
• Distribution
innovation
• Manufacturing-cost
reduction
• Intensive advertising
promotion
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Market Follower Strategies
Counterfeiter
Cloner
Imitator
Adapter
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Niche Specialist Roles
• End-User Specialist
• Vertical-Level
Specialist
• Customer-Size
Specialist
• Specific-Customer
Specialist
• Geographic
Specialist
• Product-Line
Specialist
• Job-Shop Specialist
• Quality-Price
Specialist
• Service-Specialist
• Channel Specialist
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Dealing
with Competition
Marketing Management, 13th ed
Chapter Questions
• How do marketers identify primary
competitors?
• How should we analyze competitors’
strategies, objectives, strengths, and
weaknesses?
• How can market leaders expand the
total market and defend market share?
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Chapter Questions (cont.)
• How should market challengers attack
market leaders?
• How can market followers or nichers
compete effectively?
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Figure 1.1 Five Forces Determining
Segment Structural Attractiveness
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Industry Concept of Competition
• Number of sellers and degree of
differentiation
• Entry, mobility, and exit barriers
• Cost structure
• Degree of vertical integration
• Degree of globalization
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Figure 11.2 Strategic Groups
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Figure 11.4 A Competitor’s
Expansion Plans
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Table 11.1 Customer Ratings of
Competitors on Key Success Factors
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Strengths and Weaknesses
Share of market
Share of mind
Share of heart
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Table 11.2 Market Share,
Mind Share, and Heart Share
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Figure 11.5
Hypothetical Market Structure
10%
20%
Market Market
Nichers Follower
30%
Market
Challenger
40%
Market
Leader
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Figure 11.6 Six Types of
Defense Strategies
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Figure 11.7
Optimal Market Share
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Other Competitive Strategies
Market
Challengers
Market
Followers
Market
Nichers
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Market Challenger Strategies
• Define the strategic objective and
opponents
• Choose a general attack strategy
• Choose a specific attack strategy
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
General Attack Strategies
Frontal Attack
Flank Attack
Encirclement
Attack
Bypass Attack
Guerrilla Warfare
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Specific Attack Strategies
•
•
•
•
•
•
Price discounts
Lower-priced goods
Value-priced goods
Prestige goods
Product proliferation
Product innovation
• Improved services
• Distribution
innovation
• Manufacturing-cost
reduction
• Intensive advertising
promotion
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Market Follower Strategies
Counterfeiter
Cloner
Imitator
Adapter
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Niche Specialist Roles
• End-User Specialist
• Vertical-Level
Specialist
• Customer-Size
Specialist
• Specific-Customer
Specialist
• Geographic
Specialist
• Product-Line
Specialist
• Job-Shop Specialist
• Quality-Price
Specialist
• Service-Specialist
• Channel Specialist
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall