Ch09a

Chapter 9 Dealing with the Competition by ,[object Object],[object Object],[object Object]

Kotler on Marketing ,[object Object]

[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Chapter Objectives

Figure 9-1: Five Forces Determining Segment Structural Attractiveness Competitive Forces ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Figure 9-2: Barriers and Profitability

Identifying Competitors ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Figure 9-3: Competitor Map – Eastman Kodak

[object Object],Analyzing Competitors Figure 9-5: A Competitor’s Expansion Plans

Table 9-1: Customer’s Ratings of Competitors on Key Success Factors Note: E = excellent, G = good, F = fair, P = poor. F F G P F Competitor C E G E G G Competitor B G P P E E Competitor A Selling Staff Technical Assistance Product Availability Product Quality Customer Awareness

Analyzing Competitors ,[object Object],[object Object],[object Object],[object Object]

Table 9-2: Market Share, Mind Share, and Heart Share 8 11 11 11 11 10 19 19 20 Competitor C 53 47 44 35 31 30 37 34 30 Competitor B 39% 42% 45% 54% 58% 60% 44% 47% 50% Competitor A 2002 2001 2000 2002 2001 2000 2002 2001 2000 Heart Share Mind Share Market Share

[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Analyzing Competitors

Designing The Competitive Intelligence System ,[object Object],[object Object],[object Object],[object Object],[object Object]

Table 9-3: Customer Cost of Three Brands $140 $135 $130 Total costs 8 5 6 Disposal costs 5 3 3 Ownership costs 7 3 2 Maintenance costs 10 7 4 Usage costs 30 25 15 Acquisition costs $ 80 $ 90 $100 Price C B A

Figure 9-6: Hypothetical Market Structure Designing Competitive Strategies

Designing Competitive Strategies ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Figure 9-7: Six Types of Defense Strategies Designing Competitive Strategies

[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Designing Competitive Strategies

Figure 9-8: Relationship Between Market Share and Profitability ,[object Object],Designing Competitive Strategies

Figure 9-9: The Concept of Optimal Market Share Designing Competitive Strategies

Designing Competitive Strategies ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Designing Competitive Strategies ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Designing Competitive Strategies ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Figure 9-10: Attack Strategies

Designing Competitive Strategies ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Designing Competitive Strategies ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Balancing Customer and Competitor Orientations ,[object Object],[object Object],[object Object]

Ch09a

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