Chapter 3 - Markets and Competitive Space
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Transcript of Chapter 3 - Markets and Competitive Space
Chapter Three
Markets andCompetitive
Space
MARKETS AND COMPETITIVE SPACE
Markets and Strategies
Product-Market Scope and Structure
Describing and Analyzing End-Users
Analyzing Competition
Developing a Strategic Vision about the Future
Market Size Estimation
MARKETS AND COMPETITIVE SPACEThe Challenges ―
Markets are increasingly complex, turbulent, and interrelated.
Importance of a broad view of the market.
Essential to develop a vision about how the market is likely to change in the future.
Continuous Monitoring is Necessary to:
Find promising opportunitiesIdentify shifts in value requirementsUnderstand competitors’ positioningGuide targeting and positioning
decisions
MARKETS AND STRATEGIES
Markets and Strategies are
InterlinkedForming
a Shared VisionValue Migration
Challenges
• Market changes often require altering strategies
• Forces of change create both market opportunities and threats
• Inherent danger in faulty market sensing
Markets Impact Strategies
• Customers shift purchasing to new business designs with enhanced value offering
• Beware of disruptive technologies• Market sensing and organizational
learning are essential
Value Migrations
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
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.
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.
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
SUPER MARKETS
MICROWAVEOVENS
CONVENIENCESTORES
TRADITIONAL RESTAURANTS
Illustrative Fast-Food Product-Market Structure
FAST-FOOD MARKET
Forming Product – Markets for Analysis
Factors influencing product – market boundaries:
Purpose of analysis
Changing composition of markets
Extent of market complexity
The Changing Composition of Markets
• Change due to new technologies and emerging competition
• Consider existing and emerging markets• Identify alternative ways to meet needs• Extend product-market analysis beyond
industry boundaries (e.g. Fast-foods)
Extent of Market Complexity
• Three characteristics of markets:
– 1. Functions or uses of the product
– 2. The enabling technology of the product
– 3. Customer segments in the product-market
Illustrative Product – Market Structure
•Generic Product Class
•Product Type
•Variant A
Regular•Variant B
•Brands
Food and beveragesfor breakfast meal
Cereals
Ready to eat
NaturalPre-sweetened
Life
Nutritional
Special KProduct 19
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
Identifying andDescribing Buyers
HowBuyersMake
Choices
BuildingCustomerProfiles
EnvironmentalInfluences
DESCRIBINGAND
ANALYZINGEND-USERS
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
How Buyers Make Choices
BUYING DECISION PROCESS:
1. Problem recognition
2. Information search
3. Alternative evaluation
4. Purchase decision
5. Post-purchase behavior
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
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.)
ANALYZING COMPETITION
1. Define Industry Structure and
Characteristics
2. Identify and Describe Key Competitors
5. IdentifyNew
Competitors
3. Evaluate Key
Competitors
PRODUCT-MARKET
STRUCTUREAND
MARKETSEGMENTS
4. Anticipate Actions by
Competitors
Examples of Levels of Competition
Diet-RiteCola
Diet PepsiDiet Coke
Product from competition:
diet colas
Regular colas
Diet lemonlimes
Lemon limes
Fruitflavored
colas
Product categorycompetition:
soft drinks
Bottlewater
Wine
Beer
Coffee
Juices
Generic competition:beverages
Baseballcards
FastFood
VideoGames
IceCream
Budget competition:food & entertainment
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
Defining Industry Structure & Characteristics
Industry FormIndustry EnvironmentCompetitive Forces Value
AddedChain
SUPPLIERS
PRODUCERS
WHOLESALERS/ DISTRIBUTORS
RETAILERS/DEALERS
CONSUMER/ ORGANIZATIONAL END USERS
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.
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)
Extent of Market Coverage
CustomerSatisfaction
CurrentCapabilities
PastPerformance
Competitor Evaluation
DEVELOPING A STRATEGIC VISION ABOUT THE FUTURE
Industry Boundaries Blurring and Evolving
Competitive Structure and Players Changing
Value Migration Paths
Product Versus Business Design Competition
Firms are Collaborating to Influence Industry Standards
Source: C. K. Prahalad, Journal of Marketing, Aug. 1995, vi.
MARKET SIZE ESTIMATION
UnrealizedPotential
CompanySales
Forecast
IndustrySales
Forecast
Market PotentialEstimate
Product-Market Forecast Relationships (area denotes sales in $’s)
0100200300400500600700800900
Sales (in 1000sof units)
2001 2002 2003 2004 2005 2006 2007 2008
MarketPotential
Sales Forecast
Company XYZ Sales Forecast
Product-Market Forecast Relationships for Industrial
Painting Units