Marketing Situation Analysis
-
Upload
the-london-school-of-public-relation -
Category
Education
-
view
1.653 -
download
0
description
Transcript of Marketing Situation Analysis
Situation Analysis
Situation Analysis
If we talk about ‘’ Situation Analysis ’’ we also talk about ‘’market audits’’. Basically ‘’Situation
analysis’’ is same meaning with ‘’market audits’’
Situation Analysis
Basically, an audit is the means by which a company can understand how it relates to the environment in which it operates. It is the means by which a company can identify its own strengths and weaknesses as they relate to external opportunities and threats. It is thus a way of helping management to select a position in that environment based on known factors.
Situation Analysis
A market analysis will be made up of a range of factors relevant to the particular situation under review, but would normally include the following areas:
• Actual and potential market size
• Trends
• Customer
• Customer Segment
• Distribution Channel
S W O T
STRENGTH
WEAKNESSES
OPPORTUNITIES
THREATS
“An analysis that identifies the strengths and weaknesses and the opportunities and threats in relation to an organisation” – Elliot Rundle-Thiele
Waller “Marketing Second Edition”
“is a tool that is commonly used during the auditing process. SWOT draws together t1he key strengths, weakness, opportunities and threats from the audits” – Graeme Drummond, John Ensor, Ruth Ashford “Strategic Marketing Planning and Control”
WHAT IS ‘’S W O T ?’’
Attributes of the organization that hinder it in trying to achieve its objectives
Elements of S W O T
STRENGTHAttributes of organization that help it achieve its objectives
WEAKNESSES
Elements of S W O T
OPPORTUNITY Factors that are potentially
helpful to achieving the organisation’s objectives.
THREATSFactors that are potentially harmful
to the organizations efforts to achieve its objectives
EXAMPLE
S
T
E
E
P
L
E
Social and Culture
Technology
Economic and market conditions
Education, training, and employment
Political
LegalEnvironmental
Protection
P – E – S – T – L
POLITICAL The influence of politics on marketing decision
ECONOMIC Those factors that affect how much people and organizations can spend and how they choose to spend it
SOCIAL CULTURAL
The social and cultural factors that affect people’s attitudes, beliefs, behaviours, preferences, customs and lifestyle
TECHNOLOGICAL
Vital for competitive advantage
LEGAL Laws : Legislation enacted by elected officials
Regulations : Rules made under authority delegated by legislation
POLITICAL/LEGAL ISSUES Taxation policy Monopoly controls Environmental protection
measures Employment law Environmental legislation Foreign trade agreements Stability of the
government system
ECONOMIC FACTORS Interest rates Inflation rates Money supply Business cycles Unemployement GNP trends
P – E – S - T
P – E – S - T
SOCIAL/CULTURAL ISSUES Age profiles Social mobility Changes in lifestyle Family structures Levels of education Work behavior Leisure activities Distribution of
income Patterns of
ownership Attitudes and values
TECHNOLOGICAL FACTORS Focus of government
research Rate of technology
transfer Materials Developing
technological process
COMPETITOR ANALYSIS
Strategic Groups
Strategic groups are made up of organizations within the same industry that are pursuing equivalent strategies, targeting groups of customers that have similar profiles.
EXAMPLE
APPLEVS SAMSUNG
FERRARI
VS
LAMBORGHINI
Range of attributes to identify strategic groups
• Size of the company• Assets and skills• Scope of the operation• Breadth of the product range• Choice of distribution channel• Relative product quality• Brand image
Competitor’s objectives
Three important factors :
• Whether the competitor’s current performance is likely to be fulfilling their objectives.
• How likely the competitor is to commit further investment to the business.
• The likely future direction of the competitor’s strategy.
Competitor’s current and past strategies
Three area that should be explored :
• Identification of the current markets, or market segments, within which the competitor currently operates.
• Identification of the way the competitor has chosen to compete in those markets.
• Comparison between the current strategy and past strategies can be instructive.
Competitor Analysis Table
MAINCOMPET
ITOR
PRODUCTS/ MARK
ET
BUSINESS DIRECTION
AND CURRENT
OBJECTIVES AND
STRATEGIES
STRENGTH
S
WEAKNESS
COMPETITIVE
POSITION
Guide to Competitive Position Classification
• Leadership : Has major influence• Strong : Has a wide choices of
strategies• Favourable : Exploits specific competitive
strength, often in a product market nice.
• Tenable : Performance justifies continuation in business
• Weak : Currently unsatisfactory performance
Competitor’s capabilities
A number of areas need to be examined:
• Management capabilities • Marketing capabilities• Innovation capabilities• Production capabilities • Financial capabilities
• Certain Retaliation : The competitor is guaranteed to react in an aggressive manner to any challenge.
• Failure to react : Competitors can be lulled into a false sense of security in an industry that, over a long period of time, has seen very little change.
• Specific reactions : Some competitors may react, but only to competitive moves in certain areas.
• Inconsistent reactions : These companies’ reactions are simply not predictable.
Competitor’s future strategies and reactions
Problems in Identifying Competitors
• Overlooking smaller competitors by placing too much emphasis on large visible competitors.
• Focusing on established competitors and ignoring potential new entrants.
• Concentrating on current domestic competitors and disregarding international competitors who could possibly enter the market.
Name of Group :
Dani Vanadi Junius2012160512
Dina almadania2012160822
Devina ayusanti2012160276
Febrian nindyo2012161236
Felicia rosmarie2012160052
Tricia cornelia2012160268