Diese Präsentation wurde erfolgreich gemeldet.
Wir verwenden Ihre LinkedIn Profilangaben und Informationen zu Ihren Aktivitäten, um Anzeigen zu personalisieren und Ihnen relevantere Inhalte anzuzeigen. Sie können Ihre Anzeigeneinstellungen jederzeit ändern.

Competitor analysis

1.335 Aufrufe

Veröffentlicht am

Competitor analysis: Dr. Gopal Thapa

Veröffentlicht in: Marketing
  • Als Erste(r) kommentieren

Competitor analysis

  1. 1. Competitor Analysis Dr. Gopal Thapa Tribhuvan University
  2. 2. Competitor Analysis  Competitive analysis is the assessment of the strengths and weaknesses of competing firms  A competitor is a firm in the market selling a product which is perceived as substitute by buyers  Competitor analysis is the processing of analyzing information about competitors and their products in order to build up a picture of where their strengths and weaknesses lie.  - Dictionary of Marketing 7/13/2020 Copy right reserved 2
  3. 3. Competitor Analysis  Competitor analysis is second phase of external analysis.  The analysis should focus on the identification of threats, opportunities, or strategic uncertainties created by emerging or potential competitor moves, weaknesses or strengths.  Competitor analysis starts with identifying current and potential competitors.  There are two different ways of identifying current competitors. 7/13/2020 Copy right reserved 3
  4. 4. Competitor Analysis  The first examines the perspective of the customer who must take choices among competitors.  This approach groups competitors according to the degree they compete for a buyer’s choice.  The second approach attempts to place competitors in strategic groups on the basis of their competitive strategy. 7/13/2020 Copy right reserved 4
  5. 5. Industry Concept of Competition  An industry is a group of firms that offers a product or class of products that are close substitutes for each other.  Industries are classified as follows:  Number of sellers and degree of differentiation  Entry, mobility and exit barriers  Cost structure  Degree of vertical integration  Degree of globalization 7/13/2020 Copy right reserved 5
  6. 6. Number of sellers and degree of differentiation  Pure monopoly – regulated and unregulated monopoly  Oligopoly – pure oligopoly (a few companies produce same commodity), differentiated oligopoly (a few companies produce partially differentiated product)  Monopolistic competition: Many Competitors offer differentiated product  Pure competition – many competitors offer undifferentiated product 7/13/2020 Copy right reserved 6
  7. 7. Entry, mobility and exit barriers  Entry barrier: high capital requirement, economies of scale, patent and licensing requirement, scarce location, raw material or distributor and reputation requirement  Mobility barrier: shifting to more profitable segments  Exit barrier: legal or moral obligation to consumers, creditors, and employees, government restrictions, low asset salvage value, lack of alternative opportunities, high vertical integration, emotional barriers7/13/2020 Copy right reserved 7
  8. 8. Cost structure  Certain cost burden that shapes much of its strategic conduct such as heavy manufacturing and raw material cost, heavy distribution and marketing cost. 7/13/2020 Copy right reserved 8
  9. 9. Degree of vertical integration  Vertical integration often lowers cost and the firm gains a large share of value-added stream. 7/13/2020 Copy right reserved 9
  10. 10. Degree of globalization  Some industries are highly local ;  others are global.  Companies in global industries need to compete on a global basis if they are to achieve economies of scale and keep up with the latest advances in technology. 7/13/2020 Copy right reserved 10
  11. 11. Market Concept of Competition  Using the market approach, competitors are companies that satisfy the same customer need.  For example, a customer who buys word processing software really want “writing ability” – a need that can be satisfied by pencils, pens, or typewriter.  The market concept of competition reveals a broader set of actual and potential competitors. 7/13/2020 Copy right reserved 11
  12. 12. Competitor Analysis  Helps to avoid surprises  Helps to gain competitive advantages  Helps to plan better 7/13/2020 Copy right reserved 12
  13. 13. Market Position of Competitors Market Leader – The firm in an industry with the largest market share. Market Challenger – A runner up firm that is fighting hard to increase its market share in and industry. Market Follower - A runner-up firm that wants to hold its share in an industry with out rocking the boat. Market Nicher – A firm that serves small segments that the other firms in an industry overlook or ignore.7/13/2020 Copy right reserved 13
  14. 14. Hypothetical Market Structure Market Leader 40% Market Challenger 30% Market Follower 20% Market Nicher 10% 7/13/2020 Copy right reserved 14
  15. 15. Market-Leader  Most industries contain an acknowledged market leader  The leader has the largest market share in the relevant product market  Usually leads the other firms in: • Price changes • New product introduction • Distribution coverage • Promotion spending 7/13/2020 Copy right reserved 15
  16. 16. Market-Leader  The leader may or may not be admired or respected  But other firms concede its dominance  Competitors focus on the leader as a company to challenge, imitate or avoid. 7/13/2020 Copy right reserved 16
  17. 17. Market Leaders Company Product Company Product Wall-mart retailing Coca-cola Soft drinks General motors Autos Gillette Razor blades IBM Computers Visa Credit card Micro soft Software Surva Nepal Cigarettes 7/13/2020 Copy right reserved 17
  18. 18. Market-Leader Strategies  They can find ways to expand total demand.  They can protect their current market share through good offensive and defensive actions.  They can try to expand their market share further, even if market size remains constant. 7/13/2020 Copy right reserved 18
  19. 19. Expanding the Total Demand (Market)  New users  New uses  More uses 7/13/2020 Copy right reserved 19
  20. 20. New Users  A company can search new users among three groups:  Those who might use it but do not – market penetration strategy  Those who have never used it – new market segment strategy  Those who live elsewhere – geographical expansion strategy 7/13/2020 Copy right reserved 20
  21. 21. New Uses  Marketers can expand markets by discovering and promoting new uses for the product.  Use of computer for:  Desk top publishing  Entertainment  Communication  Use of Dettol for :  Antiseptic  Anti dandruff 7/13/2020 Copy right reserved 21
  22. 22. More Usage  Market leaders can encourage more usage by increasing the level or quantity of consumption or increasing the frequency of consumption.  Eg. Glucose twice a day,  Dabur honey twice a day etc. 7/13/2020 Copy right reserved 22
  23. 23. Market Defense Strategy  Position defense  Flank defense  Preemptive defense  Counteroffensive defense  Mobile defense  Contraction defense 7/13/2020 Copy right reserved 23
  24. 24. Expanding Market Share  Market leaders can improve their profitability by increasing their market share. In many markets, small market share increases mean very large sales increases.  For example: in US digital camera market, one percent increase in market share is worth $60 million, in soft drinks $340 million.  7/13/2020 Copy right reserved 24
  25. 25. Expanding Market Share  Generally, profitability rises with the increasing market share. Thus, many companies have sought expanded market shares to improve profitability.  Gaining increased share in the served market, however, does not automatically produce higher profit – especially for labor-intensive service companies that may not experience many economies of scale. 7/13/2020 Copy right reserved 25
  26. 26. Market Challenger Strategies  Attack to market leader  Attack to own size firms  Attack to small size firms 7/13/2020 Copy right reserved 26
  27. 27. Market Challenger Strategies (Broad Strategies)  Frontal Attack  Flank Attack  Encirclement Attack  By pass Attack  Guerrilla Attack 7/13/2020 Copy right reserved 27
  28. 28. Market Challenger Strategies (Specific Strategies)  Price cuts  Cheaper products  Prestige products  Product innovation  Better service  Distribution innovation  Aggressive promotion 7/13/2020 Copy right reserved 28
  29. 29. Market Follower Strategies  Counterfeiter Strategy  Cloner Strategy  Imitator Strategy  Adaptor Strategy 7/13/2020 Copy right reserved 29
  30. 30. Market Nicher Strategy  Customer size specialist  Specific customer specialist  Geographic specialist  Product-line specialist  Job-shop specialist  End-use specialist 7/13/2020 Copy right reserved 30

×