topic : 2 markets and competitive space
DESCRIPTION
Topic : 2 Markets and Competitive Space. Dr. Ehsanul Huda Chowdhury. Markets Impact Strategies. Market changes often require altering strategies Forces of change create both market opportunities and threats Inherent danger in faulty market sensing. Value Migrations. - PowerPoint PPT PresentationTRANSCRIPT
3-1
Topic : 2
Markets and Competitive Space
Dr. Ehsanul Huda Chowdhury
3-2
Market changes often require altering strategies
Forces of change create both market opportunities and threats
Inherent danger in faulty market sensing
Markets Impact Strategies
3-3
Customers shift purchasing to new business designs with enhanced value offering
Beware of disruptive technologies Market sensing and organizational
learning are essential
Value Migrations
3-4
PRODUCT-MARKET SCOPE AND STRUCTURE
4Matching Needs with Product Benefits
4Product-Market Boundaries and Structure
4Forming Product-Markets for Analysis
4The Changing Composition of Markets
3-5
Matching Needs with Product Benefits
A product – market matches people with needs to the product benefits that satisfy those needs
“A product – market is the set of products judged to be substitutes within those usage situations in which similar patterns of benefits are sought by groups of customers.”**Srivastava, et al. (1984) Journal of Marketing, Spring, 32.
3-6
INNOVATION FEATURE
In the period 1994 to 2004, Progressive Insurance increased sales from $1.3 billion to $9.5 billion, and ranks high in the Business Week Top 50 U.S. companies for shareholder value creation.
The company invents new ways of providing services to save customers time, money and irritation, while often lowering costs at the same time.
Loss adjusters are sent to the road accidents rather than working at head office, and they have the power to write checks on the spot.
Progressive reduced the time needed to see a damaged automobile from seven days to nine hours.
Policy holders’ cars are repaired quicker, and the focus on this central customer need has won much automobile insurance business for Progressive.
These initiatives also enable Progressive to reduce its own costs – the cost of storing a damaged automobile for a day is $28, about the same as the profit from a six-month policy.
Progressive Insurance: Customer Needs at the Center of Strategy
Source: Adapted from Mitchell, Adrian (2004)”Heart of the Matter,” The Marketer, June 12, 14.
3-7
DEFINING AND ANALYZING MARKETS
Define Product-Market Boundaries and Structures
Identify and Describe End-Users
Analyze Industry and Value Added Chain
Evaluate Key Competitors
Forecast Market Size and Growth Trends
3-8
Product – Market Boundaries and Structure
Determining Product-Market Structure
1. Start with the generic need satisfied by the product category of interest to management
2. Identify the product categories (types) that can satisfy the generic need
3. Form the specific product – markets within the generic product – market
3-9
SUPER MARKETS
MICROWAVEOVENS
CONVENIENCESTORES
TRADITIONAL RESTAURANTS
Illustrative Fast-Food Product-Market Structure
FAST-FOOD MARKET
3-10Illustrative Product – Market Structure
• Generic Product Class
• Product Type
• Variant ARegular
• Variant B
• Brands
Food and beveragesfor breakfast meal
Cereals
Ready to eat
NaturalPre-sweetened
Life
Nutritional
Special KProduct 19
3-11
Identifying andDescribing Buyers
HowBuyersMake
Choices
BuildingCustomerProfiles
EnvironmentalInfluences
DESCRIBINGAND
ANALYZINGEND-USERS
3-12
Identifying and Describing End-Users
Illustrative buyer characteristics in consumer markets:
Family size, age, income, geographical location, sex, and occupation
Illustrative factors in organizational markets:
Type of industry Company size Location Type of products
3-13
How Buyers Make Choices
BUYING DECISION PROCESS:
1. Problem recognition
2. Information search
3. Alternative evaluation
4. Purchase decision
5. Post-purchase behavior
3-14
Environmental Influences
External factors influencing buyers’ needs and wants: Government, social change,
economic shifts, technology etc.
These factors are often non-controllable but can have a major impact on purchasing decisions
3-15
Building Customer Profiles
Start with generic product – market Move next to product- type and
variant profiles >> increasingly more specific
Customer profiles guide decision making (e.g. targeting, positioning, market segmentation etc.)
3-16ANALYZING COMPETITION
1. Define Industry Structure and
Characteristics2. Identify and Describe Key Competitors
5. IdentifyNew
Competitors
3. Evaluate Key
Competitors
PRODUCT-MARKET
STRUCTUREAND
MARKETSEGMENTS4. Anticipate
Actions byCompetitors
3-17
Industry Analysis Industry size, growth, and
composition Typical marketing practices Industry changes that are anticipated
(e.g. consolidation trends) Industry strengths and weaknesses Strategic alliances among
competitors
3-18
Defining Industry Structure & Characteristics
Industry Form Industry EnvironmentCompetitive Forces Value
AddedChain
SUPPLIERS
PRODUCERS
WHOLESALERS/ DISTRIBUTORS
RETAILERS/DEALERS
CONSUMER/ ORGANIZATIONAL END
USERS
3-19
Competitive Forces
1. Rivalry among existing firms.
2. Threat of new entrants.
3. Threat of substitute products.
4. Bargaining power of suppliers.
5. Bargaining power of buyers.
Source: Michael E. Porter, Competitive Advantage, Free Press, 1985, 5.
3-20
Key Competitor Analysis Business scope and objectives Management experience, capabilities,
and weaknesses Market position and trends Market target(s) and customer base Marketing program positioning
strategy Financial, technical, and operating
capabilities Key competitive advantages (e.g.,
access to resources, patents)
3-21
Extent of Market Coverage
CustomerSatisfaction
CurrentCapabilities
PastPerformance
Competitor Evaluation
3-22
MARKET SIZE ESTIMATION
UnrealizedPotential
CompanySales
Forecast
IndustrySales
Forecast
Market PotentialEstimate
Product-Market Forecast Relationships (area denotes sales in $’s)
3-23
END