Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
Modern View
By answering the following questions strategists can understand competition in a better perspective. 1. What is driving competition in a specific industry? 2. What actions the competitors are likely to take in the wake of increased competition? 3. How can a firm position itself to maintain competitive advantage in over the long run?
Operational Competitive Advantage refers to the short term advantage of a company over its competitors Strategic Competitive Advantage refers to the competitive advantage which enhances and ensures long term profit potential.
OLIGOPOLY
MONOPOLY
Perfectly competitive industry consists of large number of sellers, marketing undifferentiated products. The other features are free entry and exit of firms, Perfect knowledge of market conditions, non intervention of the govt. In Monopolistic competition, there are many sellers, many customers and a differentiated product. An Oligopoly situation lies between monopolistic competition and monopoly situations. Consolidations, Mergers and Acquisitions will lead to oligopolistic situation.
1. 2. 3. 4. 5. 6. 7. 8.
Thus, physical products may belong to different industries or technologies, they become competitors to each other. This view can be perceived as belonging to four types of competitors.
Kotlers Classification
1. 2. 3. 4. Desire Competitors Generic Competitors The Form Competitors The Brand Competitors
Levits Classic Article on Marketing Myopia is an excellent illustration of shifting the focus from product to need to ensure long term survival and growth of a firm.
Industry Rivalry
1. 2. 3. 4. 5.
Determined by Number of Competitors Industry Growth Asset Intensity Product Differentiation Exit Barriers Among them, the number of competitors, and the industry growth are most influential.
Industries with high fixed costs are likely to opt for price wars in case of stagnant markets. Perceived or Real product differentiation dampens rivalry. Difficulty to exit intensifies competition.
Substitute Products
Substitutable products satisfying similar needs of the same customer group can intensify the competition. The similarity may be in terms of functional similarity, performance similarity or product identity. Ex: Steel tubes and PVC tubes, Wooden Doors and Plastic Doors, Leather shoes and Plastic shoes.
1. What is their competitive strategy? 2. How are they performing? 3. What are their strengths and weaknesses? 4. What actions can be expected from them in the near future?
Competitor Strategy
1. How is the competitor defining the business in terms of customer groups, customer functions, technologies and how vertically integrated is he? How is he segmenting the markets and what are his target segments? What are his missions for the specific product lines, business units and firm as a whole? What are the specific contribution expectations from each product line, business unit and for the total organisation? What are dominant policies for each functional area like production, design, marketing and so on? What are his financial resources and how are they being allocated over various business units and business functions?
2. 3. 4. 5.
Competitor Performance
The actual performance of the competitor, should be ascertained with the help of published information in terms of sales, profits, return on investment, market share, cash and cash flow situation? This should be a regular activity rather than a one time or ad hoc activity.
Personal skills
Organizational capabilities
Management capabilities
Ware housing Retail Outlets Sales Offices Training for sales staff
Door to Direct door selling sales Retail Service Selling network Advertising Custom After Sales er loyalty service
Competitors Reactions
This helps a company to choose Defense or Offense strategy. This can be studied at two levels: 1. Reaction to the secular trends. 2. Reaction to the moves of other competitors.
Differentiation
The aim is to achieve class leadership by creating something which is perceived as unique. The differentiation may be in terms of design or brand image, customer service, or dealer network or any other feasible dimension.
Focus
The underlying assumptions in Focus is that a firm should be able to serve a narrow strategic target effectively and efficiently. As a result the firm achieves either differentiation from meeting the need of a particular target segment better, or lower costs in serving the target, on both.