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8/6/2019 Chapter 9 - Group 2
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A Framework for Marketing Management A Framework for Marketing Management
Professor: Chen Cheng Hsui
Group 2: Chen Shi Qiong Zhuang (9924602)
Ruan Shi Yu Qing (9924614)
Ruan Bi Xian (9924608)
Li Wen Ping (9924620)
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Chapter QuestionsChapter Questions
HowHow cancan aa firmfirm choosechoose andand communicatecommunicate anan effectiveeffective
positioning? positioning?
HowHow areare brands brands andand offeringsofferings differentiated?differentiated?
H
owH
ow cancan aa firmfirm identifyidentify itsits primary primary competitorscompetitors andandanalyzeanalyze their their strategies,strategies, objectives,objectives, strengths,strengths, andand
weaknesses?weaknesses?
HowHow cancan marketmarket leaders,leaders, challengers,challengers, followers,followers, andand
nichersnichers competecompete effectively?effectively?
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DEVELOPING AND COMMUNIC ATING ADEVELOPING AND COMMUNIC ATING A
POSITIONING STRATEGYPOSITIONING STRATEGY
PositioningPositioning isis thethe actact of of designingdesigning thethe company¶scompany¶s
offeringoffering andand imageimage toto occupyoccupy aa distinctivedistinctive place place inin
thethe mindsminds of of thethe targettarget marketmarket..
TheThe resultresult of of positioning positioning isis thethe successfulsuccessful creationcreation of of
aa customer customer--focused focused valuevalue proposition proposition::
AA cogentcogent reasonreason whywhy thethe targettarget marketmarket shouldshould
buy buy thethe product product..
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Table 9.1 Examples of Value PropositionsTable 9.1 Examples of Value Propositions
Demand States and Marketing TasksDemand States and Marketing Tasks
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Competitive Frame of ReferenceCompetitive Frame of Reference
CategoryCategory membershipmembership ² ² thethe products products or or setssets of of
products products withwith whichwhich aa brand brand competescompetes andand whichwhich
functionfunction asas closeclose substitutessubstitutes..
ToTo determinedetermine thethe proper proper competitivecompetitive frameframe of of reference,reference,
marketersmarketers needneed toto understandunderstand consumer consumer behavior behavior andand
thethe considerationconsideration setssets consumersconsumers useuse inin makingmaking brand brand
choiceschoices..
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ExampleExample
InIn thethe UnitedUnited Kingdom,Kingdom, thethe AutomobileAutomobile
AssociationAssociation hashas positioned positioned itself itself asas thethe fourthfourth
³emergency³emergency service´service´ ± ± alongalong withwith police, police, firefire andand
ambulanceambulance ± ± toto conveyconvey greater greater credibilitycredibility andandurgencyurgency..
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PointsPoints--of of--Parity and PointsParity and Points--of Differenceof Difference
PointsPoints--of of--differencedifference
(PODs)(PODs)
AttributesAttributes or or benefits benefits
thatthat consumersconsumers stronglystronglyassociateassociate withwith aa brand, brand,
positively positively evaluate,evaluate, andand
believe believe theythey couldn¶tcouldn¶t
findfind toto thethe samesame extentextentwithwith aa competitivecompetitive
brand brand..
PointsPoints--of of--parity (POPs)parity (POPs)
AssociationsAssociations thatthat aren¶taren¶t
necessarilynecessarily uniqueunique toto thethe brand brand but but maymay inin factfact be be
sharedshared withwith other other brands brands..
CategoryCategory points points--of of--parity parity
CompetitiveCompetitive points points--of of-- parity parity
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POPs and PODsPOPs and PODs
PODs (Points of Difference)PODs (Points of Difference)
Strong, favorable, unique brandStrong, favorable, unique brand
associationsassociations
May be any kind of attribute or benefitMay be any kind of attribute or benefit
Two types of PODsTwo types of PODs
Attribute BasedAttribute Based
Functional, performance related differencesFunctional, performance related differences
Image BasedImage Based Affective, experiential, brand image related differencesAffective, experiential, brand image related differences
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POPs and PODsPOPs and PODs
POPPOP (Point(Point of of Parity)Parity)
AssociationsAssociations thatthat areare sharedshared withwith other other brands brands
TwoTwo typestypes
CategoryCategory:: attributesattributes thatthat areare requiredrequired toto includeincludeyour your product product asas aa member member of of thatthat categorycategory
CompetitiveCompetitive:: POPPOP thatthat negatenegate your your competitorscompetitorsPODsPODs
POPsPOPs cancan be be ³good³good enough´,enough´, but but PODsPODs shouldshould be be³superior´³superior´
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Establishing Category MembershipEstablishing Category Membership
There are three main ways to convey aThere are three main ways to convey a
brand¶s category membership: brand¶s category membership:
Announcing category benefitsAnnouncing category benefits
Comparing to exemplarsComparing to exemplars
Relying on the product descriptor Relying on the product descriptor
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Table 9.2 Key Criteria for PointsTable 9.2 Key Criteria for Points--of of--DifferenceDifference
Desirability CriteriaDesirability Criteria
RelevanceRelevance
DistinctivenessDistinctiveness
BelievabilityBelievability
Deliverability CriteriaDeliverability Criteria
FeasibilityFeasibility
CommunicabilityCommunicability
SustainabilitySustainability
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POP AND POD: Cadillac over the yearsPOP AND POD: Cadillac over the years
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DIFFERENTI ATION STRATEGIESDIFFERENTI ATION STRATEGIES
CompetitiveCompetitive advantageadvantage ² ² aa company¶scompany¶s
abilityability toto perform perform inin oneone or or moremore waysways thatthat
competitorscompetitors can¶tcan¶t or or won¶twon¶t matchmatch..
FewFew areare sustainable,sustainable, but but aa leveragableleveragable
advantageadvantage cancan be be usedused asas aa springboardspringboard toto newnew
advantagesadvantages..
FocusFocus onon building building competitivecompetitive advantagesadvantages asascustomer customer advantagesadvantages..
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FormForm
FeaturesFeatures
CustomizationCustomization
Performance qualityPerformance quality
Conformance qualityConformance quality
DurabilityDurability
ReliabilityReliability
RepairabilityRepairability
StyleStyle
DesignDesign
Product DifferentiationProduct Differentiation
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Ordering easeOrdering ease
DeliveryDelivery
InstallationInstallation
Customer trainingCustomer training
Customer consultingCustomer consulting
Maintenance and repair Maintenance and repair
ReturnsReturns
ServiceService DifferentiationDifferentiation
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Other Dimensions of DifferentiationOther Dimensions of Differentiation
PersonnelPersonnel
ChannelChannel
ImageImage
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Five Forces that DetermineFive Forces that Determine
Marketing AttractivenessMarketing Attractiveness
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The threats these forces pose areThe threats these forces pose are
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Identifying CompetitorsIdentifying Competitors
HavingHaving goodgood informationinformation aboutabout your your competitorscompetitors willwill::
ensureensure thatthat youyou havehave aa strongstrong position position inin thethe marketmarket..
alsoalso helphelp youyou toto remainremain flexibleflexible andand respondrespond quicklyquickly toto
changeschanges inin thethe marketmarket..
makemake suresure your your prices prices areare competitive,competitive, your your marketingmarketing
isis appropriate,appropriate, andand your your product product isis attractiveattractive..
ResearchingResearching whowho your your competitorscompetitors areare andand understandingunderstanding
thethe differencesdifferences between between their their wayway of of doingdoing business business andand
yoursyours willwill motivatemotivate youyou toto constantlyconstantly improveimprove
andand adjustadjust your your business business strategystrategy..
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Identifying CompetitorsIdentifying Competitors
It would seem a simple task for a company to identify itsIt would seem a simple task for a company to identify its
competitors.competitors.
However, the range of a company¶s actual and potentialHowever, the range of a company¶s actual and potential
competitors can be much broader than the obvious.competitors can be much broader than the obvious.A company is more likely to be hurt by emerging competitorsA company is more likely to be hurt by emerging competitors
or new technologies than by current competitors.or new technologies than by current competitors.
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Industry and Market Views of CompetitionIndustry and Market Views of Competition
IndustryIndustry ² ² a group of firms that offers a product or class of a group of firms that offers a product or class of
products that are close substitutes for each other. products that are close substitutes for each other.
Classified by:Classified by:
Number of sellers Number of sellers
Degree of product differentiationDegree of product differentiation
Presence or absence of entry, mobility, and exit barriersPresence or absence of entry, mobility, and exit barriers
Cost structureCost structure
Degree of vertical integrationDegree of vertical integration Degree of globalizationDegree of globalization
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Key principles of Blue Ocean StrategyKey principles of Blue Ocean Strategy
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AN ALYZING COMPETITORS AN ALYZING COMPETITORS
Main CompetitorsMain Competitors
ascertain
Strategies Objectives Strengths Weaknesses
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StrategiesStrategies
A A strategic groupstrategic group is a group of firms followingis a group of firms following
the same strategy in a given target market.the same strategy in a given target market.
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Figure 9.3 Strategic Group in the Major Figure 9.3 Strategic Group in the Major
Appliance Industry Appliance Industry
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Competitor Strengths and WeaknessesCompetitor Strengths and Weaknesses
Share of mind
Share of heart
Share of market
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Selecting CompetitorsSelecting Competitors
S trong vs. weak S trong vs. weak ² ² most companies aim at weak most companies aim at weak
competitors.competitors.
C lose vs. distant C lose vs. distant ² ² most companies compete withmost companies compete with
the rivals that resemble them the most.the rivals that resemble them the most. ³Good´ vs. ³bad´³Good´ vs. ³bad ́² ² good competitors play bygood competitors play by
industry rules, make realistic assumptions, setindustry rules, make realistic assumptions, set
reasonable prices, and favor a healthy industry.reasonable prices, and favor a healthy industry.
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Competitive StrategiesCompetitive Strategies
Leader
Challenger
Nicher
Follower
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MarketMarket--Leader StrategiesLeader Strategies
Expanding the total marketExpanding the total market
Defending market shareDefending market share
Expanding market shareExpanding market share
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MarketMarket--Leader Strategy:Leader Strategy:
Expanding t
he Total Market
Expanding t
he Total Market
MarketMarket--penetration strategy: penetration strategy:
new users among buyers who might use thenew users among buyers who might use the
product but don¶t. product but don¶t. New New--market segment strategy:market segment strategy:
those who have never use the productthose who have never use the product
GeographicalGeographical--expansion strategy:expansion strategy:
those who live elsewherethose who live elsewhere
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MarketMarket--Leader Strategy:Leader Strategy:
Defending Market ShareDefending Market Share
Position defensePosition defense
Flank defenseFlank defense
Preemptive defensePreemptive defenseCounteroffensive defenseCounteroffensive defense
Mobile defenseMobile defense
Contraction defenseContraction defense
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MarketMarket--Leader Strategy:Leader Strategy:
Expanding Market ShareExpanding Market Share
Factors to consider before pursuing:Factors to consider before pursuing:
The possibility of provoking antitrust actionThe possibility of provoking antitrust action
Economic costEconomic cost
Pursuing the wrong marketing activitiesPursuing the wrong marketing activities
The effect of increased market share on actual andThe effect of increased market share on actual and
perceived quality perceived quality
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Other Competitive StrategiesOther Competitive Strategies
MarketMarket--challenger strategieschallenger strategies
MarketMarket--follower strategiesfollower strategies
MarketMarket--nicher nicher strategiesstrategies
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MarketMarket--Challenger StrategiesChallenger Strategies
Define the strategic objective and opponents.Define the strategic objective and opponents.
Decide who to attack:Decide who to attack:
Market leader Market leader
Market equals that are underperformingMarket equals that are underperforming
Small local and regional firmsSmall local and regional firms
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Five attack strategiesFive attack strategies
Frontal attack Frontal attack
Flank attack Flank attack
Encirclement attack Encirclement attack
Bypass attack Bypass attack
Guerilla warfareGuerilla warfare
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MarketMarket--Follower StrategiesFollower Strategies
Counterfeiter Counterfeiter
Cloner Cloner
Imitator Imitator Adapter Adapter
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MarketMarket--nicher nicher strategiesstrategies
An alternative to being a follower in a larger An alternative to being a follower in a larger
market is to be a leader in a small market, or market is to be a leader in a small market, or
niche.niche.
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Specialized Niche RolesSpecialized Niche Roles
EndEnd--user user
VerticalVertical--levellevel
Customer Customer--sizesize
SpecificSpecific--customer customer
GeographicalGeographical
Product or productProduct or product--lineline
ProductProduct--featurefeature
JobJob--shopshop
QualityQuality--price price
ServiceService
ChannelChannel
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Balancing Customer and Competitor Balancing Customer and Competitor
OrientationsOrientations
CompetitorCompetitor--centeredcentered
companycompany
Looks at what competitorsLooks at what competitors
are doing and thenare doing and then
formulates competitiveformulates competitive
reactions.reactions.
CustomerCustomer--centeredcentered
companycompany
Focuses more onFocuses more on
customer developments incustomer developments in
formulating its strategies.formulating its strategies.
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Questions?Questions?