Ch11 dealing with competition gianan

Top 10 Learning Questions for Chapter 11 DEALING WITH COMPETITION Oamar Nanaig Gianan December 29, 2011 V56 Marketing Class of Prof. Remigio Joseph De Ungria Chapter 11 Marketing Management, Kotler 14 th ed http://www.slideshare.net/maogianan

1. Which of the 5 forces determining market segment attractiveness is applicable where consumers have access to alternative products and services which would essentially satisfy the consumers' needs ? ,[object Object],[object Object],[object Object],[object Object],[object Object],http://www.slideshare.net/maogianan

http://www.slideshare.net/maogianan 1. The Five Forces Determining Segment Structural Attractiveness according to Michael Porter. Industry Competitors (Segment rivalry) Potential Entrants (Threat of mobility) Buyers (Buyer power) Substitutes (Threat of substitutes) Suppliers (Supplier power)

http://www.slideshare.net/maogianan 1. The Five Forces Determining Segment Structural Attractiveness according to Michael Porter. Industry Competitors (Segment rivalry) Potential Entrants (Threat of mobility) Buyers (Buyer power) Substitutes (Threat of substitutes) Suppliers (Supplier power) A segment is unattractive when there are actual or potential substitutes for the product. Substitutes place a limit on prices and profits

http://www.slideshare.net/maogianan 1. The Five Forces Determining Segment Structural Attractiveness according to Michael Porter. Industry Competitors (Segment rivalry) Potential Entrants (Threat of mobility) Buyers (Buyer power) Substitutes (Threat of substitutes) Suppliers (Supplier power) Buyers posses strong bargaining power, which gives buyers more power to negotiate. Segment is attractive if competition cannot come in easily Suppliers can raise prices or reduce supplies for the segment’s raw materials. If the segment already has lots of strong or aggressive players, it is unattractive.

2. Which is a more attractive scenario for a new company to venture into a market segment? ,[object Object],[object Object],[object Object],[object Object],http://www.slideshare.net/maogianan

2. Entry and Exit barriers http://www.slideshare.net/maogianan Industries differ greatly in ease of entry. Major entry barriers include high capital requirements; economies of scale; patents & licensing; scarce locations; raw materials. Exit barriers also exist. Legal or moral obligations to customers, creditors and employees; government restrictions; low asset-salvage; lack of alternative opportunities; high vertical integration. High Entry barrier Low exit barrier The most attractive segment is when few new firms can enter the industry, and poor-performing firms can exit easily

2. Entry and Exit barriers http://www.slideshare.net/maogianan High Entry barrier High exit barrier Low Entry barrier Low exit barrier Low Entry barrier High exit barrier Profit potential is high, but firms face more risk because poorer-performing firms stay and fight it out Firms easily enter and leave industry; returns are stable and low The worst: Firms enter during good times but find it hard to leave during bad times.

3. What type of competition is exhibited by the local telco companies: PLDT, Globe, Digitel? http://www.slideshare.net/maogianan ,[object Object],[object Object],[object Object],[object Object]

3. Industry Concept of Competition http://www.slideshare.net/maogianan ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

3. Industry Concept of Competition http://www.slideshare.net/maogianan ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

http://www.slideshare.net/maogianan 4. In analyzing competitors, a competitor has "Share of ____" when consumers name the competitor as their preferred company to buy a product from ? ,[object Object],[object Object],[object Object]

4. Variables in analyzing competition http://www.slideshare.net/maogianan Share of market Share of mind Share of heart The competitor’s share of the target market The percentage of customers who named the competitor in responding to the statement: “Name the first company that comes to mind in this industry” The percentage of customers who named the competitor in responding to the statement: “Name the company from which you would prefer to buy the product”

http://www.slideshare.net/maogianan 5. In expanding the total market, firms can devise this strategy to get customers who use the competitor’s products. ,[object Object],[object Object],[object Object]

http://www.slideshare.net/maogianan 5. Expanding the Total Market NEW CUSTOMERS ,[object Object],[object Object],[object Object],[object Object]

http://www.slideshare.net/maogianan 6. In expanding the total market, what strategy is being used by these companies? Oral-B indicator; BRITA water purifiers. ,[object Object],[object Object]

http://www.slideshare.net/maogianan 6. Expanding the Total Market NEW CUSTOMERS MORE USAGE ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

http://www.slideshare.net/maogianan 6. Expanding the Total Market MORE USAGE ,[object Object],[object Object],[object Object],Cartridge must be replaced when bars are empty Brush must be replaced when blue strip has faded

http://www.slideshare.net/maogianan 7. Which defense strategy did PAL use against Cebu Pacific in acquiring and restructuring Airphil Express? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

http://www.slideshare.net/maogianan 7. Defending Market Share (2) Flank (5) Mobile (3) Pre-emptive (4) Counter-offensive ATTACKER DEFENDER (1) Position

http://www.slideshare.net/maogianan 7. Defending Market Share (2) Flank Market leader should erect outposts to protect a weak front.

Premium http://www.slideshare.net/maogianan 7. Defending Market Share Budget Note: Strategy was a little too late though as CEB already ate up PALs market dhare for domestic flights

http://www.slideshare.net/maogianan 8. What kind of attack are "Price Wars" ? ,[object Object],[object Object],[object Object],[object Object],[object Object]

http://www.slideshare.net/maogianan 8. Attack Strategies ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

http://www.slideshare.net/maogianan 9. The "Halo Effect" generated by Apple's mobile devices (iPod, iPhone, iPad) is a good example of which kind of attack on the PC industry? ,[object Object],[object Object],[object Object],[object Object],[object Object]

http://www.slideshare.net/maogianan 9. Attack Strategies ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

http://www.slideshare.net/maogianan 9. Halo Effect Customers buying iPods are also buying Macs ( http://www.macobserver.com/tmo/article/Analysts_Agree_Apples_Halo_Effect_Might_Be_the_Real_Deal/ )

http://www.slideshare.net/maogianan 10. Tokai, Guyatone, Photogenic, Greco are electric guitar manufacturers. Which Market-follower strategy? ,[object Object],[object Object],[object Object],[object Object]

http://www.slideshare.net/maogianan 10 . Market-Follower strategy ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

http://www.slideshare.net/maogianan 10 . Market-Follower strategy Gibson SG Fender Stratocaster Gibson Les Paul Tokai SG Greco Strat Photogenic Les Paul

Ch11 dealing with competition gianan

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