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Market Structure and Competitor Analysis
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Market Market Structure Structure
and and Competitor Competitor
AnalysisAnalysis
Chapter SixChapter Six
Copyright ©2011 Pearson Education, Inc., Publishing as Prentice Hall 6-2
Key Learning PointsKey Learning Points
Performing a market structure Performing a market structure analysis, which identifies a firm’s analysis, which identifies a firm’s major competitorsmajor competitorsPerforming a competitor analysisPerforming a competitor analysisAlternative sources of information Alternative sources of information for analyzing competitorsfor analyzing competitorsUsing game theory in the Using game theory in the development of competitive development of competitive strategystrategy
Copyright ©2011 Pearson Education, Inc., Publishing as Prentice Hall 6-3
OverviewOverview
Market Market structure and structure and competitive competitive analysis are analysis are critical to the critical to the development development of marketing of marketing plans. plans.
Copyright ©2011 Pearson Education, Inc., Publishing as Prentice Hall 6-4
- Russell S. Winer
““The purpose of a market structure The purpose of a market structure analysis is to enable the marketing analysis is to enable the marketing manager to understand who the manager to understand who the competition is. Misidentification of competition is. Misidentification of the competitive set can have a the competitive set can have a serious impact on the success of a serious impact on the success of a marketing plan, especially in the marketing plan, especially in the long run.”long run.”
Copyright ©2011 Pearson Education, Inc., Publishing as Prentice Hall 6-5
Market Structure AnalysisMarket Structure Analysis
Identifying competition is Identifying competition is critical.critical.
Failing to identify a competitive Failing to identify a competitive threat can have disastrous threat can have disastrous consequences.consequences.Competitors must be identified in Competitors must be identified in order to properly compute market order to properly compute market share.share.
Copyright ©2011 Pearson Education, Inc., Publishing as Prentice Hall 6-6
Market Structure AnalysisMarket Structure Analysis
Methods of Methods of identifying identifying competitorscompetitors
Supply-based Supply-based approachesapproachesDemand-Demand-based based approachesapproaches
Copyright ©2011 Pearson Education, Inc., Publishing as Prentice Hall 6-7
Figure 6.1Figure 6.1Product-Industry HierarchyProduct-Industry Hierarchy
Copyright ©2011 Pearson Education, Inc., Publishing as Prentice Hall 6-8
Figure 6.2Figure 6.2Levels of Competition: Levels of Competition:
Drip Coffee MakersDrip Coffee Makers
Copyright ©2011 Pearson Education, Inc., Publishing as Prentice Hall 6-9
Discussion QuestionDiscussion Question
What brands, products, What brands, products, or services would you or services would you classify as product form, classify as product form, product class, generic, product class, generic, and budget level and budget level competitors?competitors?
Consider Miller Genuine Consider Miller Genuine Draft for a moment.Draft for a moment.
Market Structure AnalysisMarket Structure Analysis
Four-level model of competition Four-level model of competition implies different tasks for each implies different tasks for each competitive level.competitive level.
Product form competitionProduct form competition
Product category competitionProduct category competition
Generic competitionGeneric competition
Budget competitionBudget competition
Copyright ©2011 Pearson Education, Inc., Publishing as Prentice Hall 6-11
Figure 6.3Figure 6.3Altoids AdvertisementAltoids Advertisement
Altoids created a Altoids created a desire for stronger desire for stronger or “nasal flaring” or “nasal flaring” products, resulting products, resulting in $117 million in in $117 million in sales during 2004.sales during 2004.
How would you How would you define Altoids define Altoids competition?competition?
Copyright ©2011 Pearson Education, Inc., Publishing as Prentice Hall 6-12
Market Structure AnalysisMarket Structure Analysis
Demand based methods of Demand based methods of defining competitiondefining competition
Cross-elasticity of demand:Cross-elasticity of demand:Positive cross-elasticity Positive cross-elasticity indicates competitors.indicates competitors.Major problems exist with cross-Major problems exist with cross-elasticity interpretation.elasticity interpretation.
Copyright ©2011 Pearson Education, Inc., Publishing as Prentice Hall 6-13
Market Structure AnalysisMarket Structure Analysis
Demand based methods of Demand based methods of defining competitiondefining competition
Substitution in useSubstitution in useConsumers estimate the degree of competitiveness through judged similarity of products in usage contexts.
Copyright ©2011 Pearson Education, Inc., Publishing as Prentice Hall 6-14
Market Structure AnalysisMarket Structure Analysis
Supply-based methods of Supply-based methods of defining competition defining competition
Observation (managerial Observation (managerial judgment)judgment)External data sourcesExternal data sources
Government documents provide Government documents provide a great deal of data.a great deal of data.NAFTA classifications are often NAFTA classifications are often used.used.
Copyright ©2011 Pearson Education, Inc., Publishing as Prentice Hall 6-15
Table 6.1Table 6.1Concentration by Largest Firms Concentration by Largest Firms
for the United States: 2002for the United States: 2002
Copyright ©2011 Pearson Education, Inc., Publishing as Prentice Hall 6-16
Market Structure AnalysisMarket Structure Analysis
Supply-based methods of Supply-based methods of defining competitiondefining competition
Trade associations, consultants, Trade associations, consultants, and others may supply category and others may supply category or industry definitions.or industry definitions.
Generic and budget level Generic and budget level competitors are the most difficult competitors are the most difficult to determine.to determine.
Copyright ©2011 Pearson Education, Inc., Publishing as Prentice Hall 6-17
Competitor AnalysisCompetitor Analysis
Competitor analysis is increasing in Competitor analysis is increasing in importance.importance.
Training effortsTraining efforts
Visit the Visit the society for competitive analysis
Competitive intelligence activities Competitive intelligence activities have an unsavory reputation.have an unsavory reputation.
The competitor analysis framework The competitor analysis framework consists of four key phases of consists of four key phases of analysis.analysis.
Copyright ©2011 Pearson Education, Inc., Publishing as Prentice Hall 6-18
Figure 6.4Figure 6.4Competitor Analysis FrameworkCompetitor Analysis Framework
Copyright ©2011 Pearson Education, Inc., Publishing as Prentice Hall 6-19
Competitor AnalysisCompetitor Analysis
Assess competitive objectives: Assess competitive objectives: Competitors’ objectives offer Competitors’ objectives offer insight into future strategies. insight into future strategies.
Ownership status should be Ownership status should be considered when assessing considered when assessing objectives.objectives.
Private-owned firmsPrivate-owned firms
Government-owned firmsGovernment-owned firms
Copyright ©2011 Pearson Education, Inc., Publishing as Prentice Hall 6-20
Competitor AnalysisCompetitor Analysis
Assess competitive strategy:Assess competitive strategy:Customer and competitor targetsCustomer and competitor targetsProduct featuresProduct featuresCore strategiesCore strategiesSupporting marketing mixSupporting marketing mix
Copyright ©2011 Pearson Education, Inc., Publishing as Prentice Hall 6-21
Table 6.2Table 6.2Produce Feature Matrix: Produce Feature Matrix:
Small Sports SedansSmall Sports Sedans
Copyright ©2011 Pearson Education, Inc., Publishing as Prentice Hall 6-22
Figure 6.5Figure 6.5Xerox AdvertisementXerox Advertisement
The value proposition of this ad focuses on the reduced cost of color printing.
SRDS can be used to discern the target market.
Copyright ©2011 Pearson Education, Inc., Publishing as Prentice Hall 6-23
Competitor AnalysisCompetitor Analysis
Assess competitive strategy.Assess competitive strategy.Supporting marketing mix:Supporting marketing mix:
PricePriceCommunicationsCommunicationsDistributionDistributionProduct or service capabilitiesProduct or service capabilities
Assess competitor strengths Assess competitor strengths and weaknesses.and weaknesses.
Copyright ©2011 Pearson Education, Inc., Publishing as Prentice Hall 6-24
Table 6.3Table 6.3Competitor Capabilities Matrix Competitor Capabilities Matrix
Copyright ©2011 Pearson Education, Inc., Publishing as Prentice Hall 6-25
Table 6.3Table 6.3Competitor Capabilities Matrix Competitor Capabilities Matrix
Copyright ©2011 Pearson Education, Inc., Publishing as Prentice Hall 6-26
Competitor AnalysisCompetitor Analysis
Firms must also assess their own Firms must also assess their own strengths and weaknesses strengths and weaknesses accurately.accurately.Information should be summarized Information should be summarized using one of two techniques.using one of two techniques.
Differential competitor advantage Differential competitor advantage analysisanalysisSWOT analysisSWOT analysis
Copyright ©2011 Pearson Education, Inc., Publishing as Prentice Hall 6-27
Table 6.5Table 6.5Differential Competitor Differential Competitor
Advantage AnalysisAdvantage Analysis
Copyright ©2011 Pearson Education, Inc., Publishing as Prentice Hall 6-28
Figure 6.6Figure 6.6SWOT Analysis SWOT Analysis
Copyright ©2011 Pearson Education, Inc., Publishing as Prentice Hall 6-29
Competitor AnalysisCompetitor Analysis
Expected future strategiesExpected future strategiesEnd result of competitive analysis End result of competitive analysis is a forecast of competitors’ likely is a forecast of competitors’ likely actions.actions.
Sources of forecasts varySources of forecasts varyPublishedPublished
Trend forecastingTrend forecasting
SimulationSimulation
Scenario planningScenario planning
Copyright ©2011 Pearson Education, Inc., Publishing as Prentice Hall 6-30
Table 6.6Table 6.6Three Scenarios Three Scenarios
Copyright ©2011 Pearson Education, Inc., Publishing as Prentice Hall 6-31
Where Do We Get the Where Do We Get the Information?Information?
Secondary Information Secondary Information SourcesSourcesInternal sourcesInternal sources
Annual reportsAnnual reports
Trademark and Trademark and patent filingspatent filings
Other govt. Other govt. sourcessources
General business General business & trade & trade publicationspublications
ConsultantsConsultants
Trade Trade associationsassociations
Help wanted Help wanted advertisementsadvertisements
Electronic data Electronic data servicesservices
Where Do We Get the Where Do We Get the Information?Information?
Electronic data services:Hoover’s onlineDin & Bradstreet’s online accessNewsDirectory’s 24-hour newsstandAmerican demographicsCompetitive intelligence guideDIALOGSpecialized web-based services
Copyright ©2011 Pearson Education, Inc., Publishing as Prentice Hall 6-33
Primary Information Primary Information SourcesSources
Sales force Sales force and customersand customers
EmployeesEmployees
SuppliersSuppliers
Trade showsTrade shows
Reverse Reverse engineeringengineering
Plant toursPlant tours
Blogs & Blogs & Internet Internet newsgroupsnewsgroups
Where Do We Get the Where Do We Get the Information?Information?
Copyright ©2011 Pearson Education, Inc., Publishing as Prentice Hall 6-34
IllustrationIllustration
Trade shows Trade shows are important are important for displaying for displaying new products, new products, but are also but are also excellent excellent sources of sources of information information about about competitors.competitors.
Copyright ©2011 Pearson Education, Inc., Publishing as Prentice Hall 6-35
ActivityActivity
Partner with another student Partner with another student who represents your competitor. who represents your competitor. You each must decide whether You each must decide whether to raise your price to $300 or to raise your price to $300 or keep it at $200. Do not discuss keep it at $200. Do not discuss your strategy with your partner. your strategy with your partner. Write down your price on a piece Write down your price on a piece of paper, fold it, and hand it to of paper, fold it, and hand it to your partner to keep until later.your partner to keep until later.
Copyright ©2011 Pearson Education, Inc., Publishing as Prentice Hall 6-36
Competitive Strategy: Competitive Strategy: Some Game Theory NotionsSome Game Theory Notions
Game theory offers a more Game theory offers a more formal and analytical process formal and analytical process for anticipating competitors for anticipating competitors future strategies into decision-future strategies into decision-making.making.
AssumptionsAssumptionsNon-cooperative game theoryNon-cooperative game theoryRequirementsRequirements
Copyright ©2011 Pearson Education, Inc., Publishing as Prentice Hall 6-37
Figure 6.7Figure 6.7A Pricing GameA Pricing Game
Copyright ©2011 Pearson Education, Inc., Publishing as Prentice Hall 6-38
- Russell S. Winer
““A Nash equilibrium is a list of A Nash equilibrium is a list of strategies, one for each player, strategies, one for each player, with the property that no manager with the property that no manager wants to unilaterally change his or wants to unilaterally change his or her strategy. In other words, for her strategy. In other words, for each manager, its strategy in the each manager, its strategy in the equilibrium is the best response to equilibrium is the best response to the others’ strategies in the the others’ strategies in the equilibrium.”equilibrium.”
Copyright ©2011 Pearson Education, Inc., Publishing as Prentice Hall 6-39
Prisoner’s dilemma gamePrisoner’s dilemma game
Game theory can be extended Game theory can be extended to incorporate the leader–to incorporate the leader–follower concept.follower concept.
Competitive Strategy: Competitive Strategy: Some Game Theory NotionsSome Game Theory Notions
Copyright ©2011 Pearson Education, Inc., Publishing as Prentice Hall 6-40
Figure 6.8Figure 6.8A Leader-Follower GameA Leader-Follower Game
Copyright ©2011 Pearson Education, Inc., Publishing as Prentice Hall 6-41
Game theory imposes disciplined Game theory imposes disciplined thinking on managers.thinking on managers.
Game theory can be used with Game theory can be used with new product entrants.new product entrants.
Game theory can be applied to Game theory can be applied to manufacturer – retailer relations.manufacturer – retailer relations.
Competitive Strategy: Competitive Strategy: Some Game Theory NotionsSome Game Theory Notions
Copyright ©2011 Pearson Education, Inc., Publishing as Prentice Hall 6-42
Key Learning PointsKey Learning Points
Market structure analysis assesses Market structure analysis assesses competition.competition.A broad view of competition is A broad view of competition is desirable.desirable.Analyze competitive strengths and Analyze competitive strengths and weaknesses, and predict strategies.weaknesses, and predict strategies.Primary and secondary sources provide Primary and secondary sources provide competitive information.competitive information.Applying game theory can help reveal Applying game theory can help reveal competitors’ future actions and impact.competitors’ future actions and impact.
Copyright ©2011 Pearson Education, Inc., Publishing as Prentice Hall 6-43
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.