《竞争者分析》PPT课件.ppt

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1、华南理工大学工商管理学院-黎文版权所有，Copyright1市场分析和预测Marketing Analysis&Forecasting教师：黎文时间：2010.09电子邮件：联系电话：华南理工大学工商管理学院-黎文版权所有，Copyright2竞争者分析Competitor Analysis华南理工大学工商管理学院-黎文版权所有，Copyright3Continuing from Chs.3&4Define your competitive set BoundaryIndustry Analysis Macro levelCompetitor Analysis Micro Level*Firs

2、t decide which competitors to focus on:The more specific,the better*Need to know your own company too!华南理工大学工商管理学院-黎文版权所有，Copyright4Competitor Analysis SystemWhat are they going to do?Differential competitor advantage analysis i.e.Who has the competitive product advantage?Key questions:-Who are they

3、?-What are the competing product features?-What do they want?-What is their current strategy?Primary dataSecondary dataDifferential Advantage Analysis*华南理工大学工商管理学院-黎文版权所有，Copyright5Key Questions to Ask for Competitor Analysis*Do you know?What are the Competitors Objectives?What are the Current Strat

4、egies being used and how successful have they been?What are the Capabilities of Competitors?What are their likely Future Strategies?华南理工大学工商管理学院-黎文版权所有，Copyright6Secondary Sources of Competitor InformationSecondary dataCustomer communicationsInternal sourcesLocal newspapersAnnual reportsPatent filin

5、gsBusiness press10KsGovernmentElectronics databasesNews releasesTrade associationsPromotional literatureInternetTrade pressConsultants华南理工大学工商管理学院-黎文版权所有，Copyright7Primary Sources of Competitor Information*Primary dataConsultants/Specialized FirmsInvestment bankersEmployeesCustomers(Retailers)*Suppl

6、iersSales force华南理工大学工商管理学院-黎文版权所有，Copyright8Other Sources of Information Help-Wanted AdsReverse Engineering Monitoring Test MarketsHiring Key Employees*Plant Tours华南理工大学工商管理学院-黎文版权所有，Copyright9Information Sources with Ethical ConsiderationsAerial ReconnaissanceBuying/Stealing Trash(Garbology)PCs/Pr

7、intersPhony Want Ads 华南理工大学工商管理学院-黎文版权所有，Copyright10Step 1:Assess Competitors Objectives Three Categories Market share or profitability?Issues to considerOwnership structureOperating philosophy and procedures Country of origin华南理工大学工商管理学院-黎文版权所有，Copyright11Step 2:Assess Competitors Current Strategie

8、s*Assess Competitors Marketing StrategyTarget Market SelectionCore Strategy(Value-chain comparison)*Implementation(Supporting Marketing Mix)PricingPromotionDistributionProduct/Service Capabilities:Product Features Matrix(Figure 4-7 on p.109)华南理工大学工商管理学院-黎文版权所有，Copyright12Value Chain*ServiceService F

9、irm InfrastructureFirm InfrastructureHuman Resource ManagementHuman Resource ManagementTechnology DevelopmentTechnology DevelopmentProcurement Procurement Marketing Marketing and Salesand SalesOperationOperations sOutbound Outbound LogisticsLogisticsInbound Inbound LogisticsLogisticsMarginMarginSupp

10、ort ActivitiesPrimary Activities华南理工大学工商管理学院-黎文版权所有，Copyright13My Own Example of Value-Chain Comparison(Cost Leadership)UpstreamDownstreamTobins qAMERICAN EAGLEIntegrated(D)Integrated1.80HAROLDS STORESIntegrated(D)Integrated1.26TJXDisintegratedIntegrated2.36WILSONS THE LEATHERIntegrated(D)Integrated

11、.80华南理工大学工商管理学院-黎文版权所有，Copyright141/20/202314My Own Example of Value-chain Comparison(Differentiation)UpstreamDownstream2005 Tobins q(1996)AMERICAN EAGLEIntegrated(D)Integrated1.80HAROLDS STORESIntegrated(D)Integrated1.26NAUTICAIntegrated(D)Multichannel.61(3.59)TARRANT APPARELIntegrated(D,M)Disinteg

12、rated.54(.95)DONNA KARANIntegrated(D)Multichannel.57 J CREWIntegrated(D)Integrated2.28THE GAPIntegrated(D)Integrated1.59LIMITED BRANDSIntegrated(D,M)Integrated1.65COLDWATER CREEKDisintegratedIntegrated4.10CACHE INCDisintegratedIntegrated1.60CHICOS FAS INCIntegrated(D)Integrated7.65华南理工大学工商管理学院-黎文版权所

13、有，Copyright15Example)Energy Bars:Competitor Feature/Strategy Matrix*华南理工大学工商管理学院-黎文版权所有，Copyright16Step 2:Assess Competitors Current Strategies*(Contd)How to Assess Competitors Strategies*Two key elements of a strategy*:Segments appealed toCore strategy=positioning=value propositionFor Industrial Pr

14、oducts:Sales literature For Consumer Products:Media Tracking(SOV)Marketing Mix variables:Ask Distributors,Salespeople,Customers华南理工大学工商管理学院-黎文版权所有，Copyright17Step 2:Assess Current Strategies(contd)Assessing Competitors Technological Strategy1.Technology selection or specialization2.Level of competen

15、ce3.Sources of capability:internal versus external4.R&D investment level5.Competitive timing:initiate versus respond6.R&D organization and policies华南理工大学工商管理学院-黎文版权所有，Copyright18Step 2:Assess Current Strategies(contd)Four Basic Technological Strategies(Figure 4-10)1.First to Market2.Second to Market

16、*3.Late to Market or Cost Minimization4.Market Segmentation For your term project:Figure 4-11*(p.120)华南理工大学工商管理学院-黎文版权所有，Copyright19Step 3:Assess Competitors Capabilities Analyze differential advantage along Ability to conceive and design Ability to produce Ability to market Ability to finance Abili

17、ty to manageDont Forget to include your firm too!华南理工大学工商管理学院-黎文版权所有，Copyright20What to do with all the information?Make a Table!(Differential Advantage Analysis)*GalloHeubleinVintnersCanandaigua SeagramCommitment to wine business15234Financial strength21453Brand awareness12354Management ability1423

18、5Highest=1Lowest=5Market FactorsSimplified Competitive Analysis:WineSimplified Competitive Analysis:Wine(Figure 4.14:p.125)华南理工大学工商管理学院-黎文版权所有，Copyright21Energy Bars:Differential Advantage Analysis华南理工大学工商管理学院-黎文版权所有，Copyright22Energy Bars:Differential Advantage Analysis 华南理工大学工商管理学院-黎文版权所有，Copyrigh

19、t23Step 4:Assess A Competitors Will and Future Strategy Questions to ask to assess a competitors will-How crucial is this product to them?-How visible is the commitment to the market?-Who is involved?To Figure out Future StrategyForecast with historical dataSimulation with historical dataGame Theory

20、(Coopetition!)华南理工大学工商管理学院-黎文版权所有，Copyright24A Competitive Conjecture ProcessCustomer responseWe lower our priceOur unit salesTheir expected priceOur profitTheir price reactionCustomer responseOur unit salesOur profitOur total outcomeSecond periodFirst periodShould we cut price?华南理工大学工商管理学院-黎文版权所有，C

21、opyright25Example:Energy Bars:Current&Future Strategy MatrixOther examples:Retail Coffee(pp.129-132)and MP3 Cell Phone(pp.132-134)华南理工大学工商管理学院-黎文版权所有，Copyright26In summary,you need to knowWho Major Competitors Are Major Competitors Objectives Major Competitors Strategies*Target MarketCore Strategy(Value-chain)Major Competitors Capabilities