• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content
Ch 11 dealing with competition questions.hao
 

Ch 11 dealing with competition questions.hao

on

  • 1,151 views

 

Statistics

Views

Total Views
1,151
Views on SlideShare
1,092
Embed Views
59

Actions

Likes
2
Downloads
0
Comments
1

5 Embeds 59

http://ladycharmaynehao.blogspot.com 54
http://www.yatedo.com 2
http://www.ladycharmaynehao.blogspot.com 1
http://ladycharmaynehao.blogspot.in 1
http://ladycharmaynehao.blogspot.ch 1

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel

11 of 1 previous next

  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

    Ch 11 dealing with competition questions.hao Ch 11 dealing with competition questions.hao Presentation Transcript

    • TOP 10 Learning Concepts for
      Chapter 11:
      Dealing with Competition
      Lady CharmayneHao
      April 2011
    • 1. Which of the following is true?
      In threat of segment rivalry, a segment is unattractive if it does not contain numerous, strong, or aggressive competitors.
      In threat of new entrants, a segment is attractive if entry barriers are low and exit are high.
      In threat of segment rivalry, a segment is unattractive if there are actual potential substitutes for the product.
      In threat of new entrants, a segment is attractive if entry barriers are high and exit are low.
      In threat of segment rivalry, a segment is attractive if it places a limit on prices and profit.
      2
    • What determines market segment?
      3
      Michael Porter’s Five Forces
    • “Threat of new entrants” refers to the threat existing competitors face upon new competitors
      4
      Barriers to entry:
      Economies of scale
      Product Differentiation
      Capital Requirements
      Switching Cost
      Distribution Channel Access
      Government Policies
      Attractive if entry barriers are high and exit are low!
    • 1. Which of the following is true?
      In threat of segment rivalry, a segment is unattractive if it does not contain numerous, strong, or aggressive competitors.
      In threat of new entrants, a segment is attractive if entry barriers are low and exit are high.
      In threat of segment rivalry, a segment is unattractive if there are actual potential substitutes for the product.
      In threat of new entrants, a segment is attractive if entry barriers are high and exit are low.
      In threat of segment rivalry, a segment is attractive if it places a limit on prices and profit.
      5
    • 2. The percentage of customers whose company’s product they prefer to buy pertains to _____.
      Share of mind
      Share of heart
      Share of market
      Both a and c
      Both b and c
      6
    • What to consider on competitor analysis?
      7
      Share of market
      Variables
      Share of mind
      Share of heart
    • “Share of heart” refers to the percentage of customers whose company’s product they want to buy
      8
      “Name the company from which you would prefer to buy!”
    • 2. The percentage of customers whose company’s product they prefer to buy pertains to _____.
      Share of mind
      Share of heart
      Share of market
      Both a and c
      Both b and c
      9
    • 3. Forever 21 is an example of
      Market Leader
      Market Follower
      Market Challenger
      Market Niche
      Market Rival
      10
    • What are the other competitive strategies?
      11
      Market
      Challenger
      Market
      Followers
      Market
      Nichers
      Market
      Leader
    • “Market follower” is a willing to maintain its market share and not rock the boat.
      12
      Market
      Challenger
      “Product imitation”
      Market
      Followers
      Market
      Nichers
      Market
      Leader
    • 3. Forever 21 is an example of
      Market Leader
      Market Follower
      Market Challenger
      Market Niche
      Market Rival
      13
    • 4. Switching cost is an example barrier to entry of
      Supplier Power
      Threat of new entrants
      Buyer Power
      All of the above
      None of the above
      14
    • What determines market segment?
      15
      Michael Porter’s Five Forces
    • “Supplier Power” refers to market of inputs
      16
      Factors affecting supply power:
      Supplier Concentration
      Availability of Substitute Inputs
      Product Differentiation
      Buyer Willingness
      Switching Cost
      Substitutes place a limit on prices and profit!
    • “Threat of new entrants” refers to the threat existing competitors face upon new competitors
      17
      Barriers to entry:
      Economies of scale
      Product Differentiation
      Capital Requirements
      Switching Cost
      Distribution Channel Access
      Government Policies
      Attractive if entry barriers are high and exit are low!
    • “Buyer Power” refers to customer’s price sensitivity and negotiating power
      18
      Factors affecting buyer power:
      Number of customer
      Size
      Differences
      Price Sensitivity
      Switching Cost
      Brand Identity
      Substitutes place a limit on prices and profit!
    • 4. Switching cost is an example barrier to entry of
      Supplier Power
      Threat of new entrants
      Buyer Power
      All of the above
      None of the above
      19
    • 5. Define _____ and opponents is one of the strategies of a market niche.
      Strategic Innovation
      Strategic Implementation
      Strategic Objective
      None of the above
      All of the above
      20
    • How market challengers strategies
      21
      Define Strategic Objective and opponents
      Choose general attack strategy
      Choose specific attack strategy
      Market Leader
    • Most aim to increase market share!
      22
      Define Strategic Objective and opponents
      Decide whom to attack!
      Choose general attack strategy
      • Market Leader
      • Firm’s own size
      underfinanced
      and not doing
      the job
      • small and local
      firms
      Choose specific attack strategy
    • 5. Define _____ and opponents is one of the strategies of a market Challenger.
      Strategic Innovation
      Strategic Implementation
      Strategic Objective
      None of the above
      All of the above
      23
    • 6. Leapfrogging to new technologies is an example of
      Frontal Attack
      Flank Attack
      Encirclement Attack
      Bypass Attack
      Guerilla Attack
      24
    • What attack options are available?
      25
      A
      T
      T
      A
      C
      K
      Frontal
      Bypass
      Flank
      Guerrilla
      Encirclement
    • Bypass attack offers 3 line approach
      26
      Diversify into
      unrelated products
      New geographical markets
      Leapfrogging to new technologies
      A
      T
      T
      A
      C
      K
      Frontal
      Bypass
      Flank
      Guerrilla
      Encirclement
      Bypass and attack easier markets!
    • 6. Leapfrogging to new technologies is an example of
      Frontal Attack
      Flank Attack
      Encirclement Attack
      Bypass Attack
      Guerilla Attack
      27
    • 7. The following are specific attack strategies for competition except
      Product Launch
      Lower priced goods
      Product Discounts
      Product Innovation
      Value priced goods
      28
    • Determine specific attack strategies for effective competition.
      29
      Improved Service
      Product Discounts
      Product Innovation
      Prestige Goods
      Distribution Innovation
      Lower Priced Goods
      Manufacturing –Cost
      Reduction
      Product Proliferation
      Intensive Advertising
      Promotion
      Value-priced Goods
    • Determine specific attack strategies for effective competition.
      30
      Improved Service
      Product Discounts
      Product Innovation
      Prestige Goods
      Distribution Innovation
      Lower Priced Goods
      Manufacturing –Cost
      Reduction
      Product Proliferation
      Intensive Advertising
      Promotion
      Value-priced Goods
    • 7. The following are specific attack strategies for competition except
      Product Launch
      Lower priced goods
      Product Discounts
      Product Innovation
      Value priced goods
      31
    • 8. Which of the following is true?
      An imitator takes the leader’s product and adapts or improves them.
      A cloner emulates the leader’s products, name, and packaging but is costs less than the leader’s product.
      An adapter duplicates the leader’s product and packages and sells it to the black market.
      A cloner copies some aspects of the leader’s products but maintains a few differentiation.
      None of the above
      32
    • How do market followers strategize?
      33
      Counterfeiter
      Cloner
      Imitator
      Adapter
    • “COUNTERFEITER” duplicates a leader’s product
      34
      Where?
      Why?
      How?
      Packages and sells product on the black market through disreputable dealers for financial gain!
    • “CLONER” emulates the leader’s products with slight variations
      35
      What?
      How?
      Product, name, and packaging are almost identical but cost less than the leader’s product!
    • “IMITATOR” copies few things but maintains differentiation
      36
      What?
      How?
      Packaging, advertising, pricing, or location differs from the leader!
    • “ADAPTER” adapts or improves leader’s product
      37
      What?
      How?
      Why?
      Products might be sold to different markets but often grows into a future challenger!
    • 8. Which of the following is true?
      An imitator takes the leader’s product and adapts or improves them.
      A cloner emulates the leader’s products, name, and packaging but is costs less than the leader’s product.
      An adapter duplicates the leader’s product and packages and sells it to the black market.
      A cloner copies some aspects of the leader’s products but maintains a few differentiation.
      None of the above
      38
    • 9. The following is not the meaning of vertical integration except for
      Number of sellers
      Degree of differentiation
      Circumstances to determine when to enter and exit
      Level of growth to global scale
      Degree that companies integrate backward or forward
      39
    • How to identify primary competitors?
      40
      Number of
      Sellers and
      Differentiation
      Degree
      Entry,
      Mobility, and
      Exit Barriers
      Industry
      Degree
      of
      Globalization
      Cost
      Structure
      Degree of
      Vertical
      Integration
    • How to identify primary competitors?
      41
      Number of
      Sellers and
      Differentiation
      Degree
      Entry,
      Mobility, and
      Exit Barriers
      How many
      and
      how different?
      Circumstances
      that determine when
      To enter and exit
      Industry
      Degree
      of
      Globalization
      Cost
      Structure
      Level
      Of
      growth to a global
      scale
      Expenses that a firm
      must account when
      manufacturing
      a product or service
      Degree of
      Vertical
      Integration
      Level
      Of
      management control
      style
    • 9. The following is not the meaning of vertical integration except for
      Number of sellers
      Degree of differentiation
      Circumstances to determine when to enter and exit
      Level of growth to global scale
      Degree that companies integrate backward or forward
      42
    • 10. A value added reseller customizes the computer hardware and software for specific customer segments and earns a price premium is an example of
      Vertical-level specialist
      End-user specialist
      Customer-size specialist
      Product-feature specialist
      Specific-customer specialist
      43
    • Possible Niche roles for successful nichemanship
      44
      • End-user specialist
      • Vertical-level specialist
      • Customer-size specialist
      • Specific-customer specialist
      • Geographic specialist
      • Product specialist
      • Product-feature specialist
      • Job-shop specialist
      • Quality-price specialist
      • Service specialist
      • Channel specialist
    • Possible Niche roles for successful nichemanship
      45
      Customer-size specialist
      • End-user specialist
      Concentrate on selling to either small, medium-sized, or large customers
      Specializes in serving one type of end-user
      Geographic specialist
      Vertical-level specialist
      Sells only on certain locality, region, or area of the world
      Specializes at some vertical level of production-distribution value chain
    • Possible Niche roles for successful nichemanship
      46
      Product-line specialist
      Specific-customer specialist
      Carries or produces only one product line or product
      Limits its selling to one or few customers
      Job-shop specialist
      Product-feature
      Specializes in producing a certain type of product or product feature
      Customizes its products for individual customers
    • Possible Niche roles for successful nichemanship
      47
      Quality-price specialist
      Channel specialist
      Operates at the low- or high-quality, high-price end of the handheld calculator market
      Specializes in serving only one channel of distribution
      Service specialist
      Offers one or more services not available from other firms
    • 10. A value added reseller customizes the computer hardware and software for specific customer segments and earns a price premium is an example of
      Vertical-level specialist
      End-user specialist
      Customer-size specialist
      Product-feature specialist
      Specific-customer specialist
      48
    • TOP 10 Learning Concepts for
      Chapter 11:
      Dealing with Competition
      Lady CharmayneHao
      April 2011