Marketing Situation Analysis

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Marketing Situation Analysis

  1. 1. Situation Analysis
  2. 2. If we talk about ‘’ Situation Analysis ’’ we also talk about ‘’market audits’’. Basically ‘’Situation analysis’’ is same meaning with ‘’market audits’’
  3. 3. Basically, an audit is the means by which a company can understand how it relates to the environment in which it operates. It is the means by which a company can identify its own strengths and weaknesses as they relate to external opportunities and threats. It is thus a way of helping management to select a position in that environment
  4. 4. A market analysis will be made up of a range of factors relevant to the particular situation under review, but would normally include the following areas: • Actual and potential market size • Trends • Customer • Customer Segment • Distribution Channel
  5. 5. S W O T STRENG TH WEAKNESSE S OPPORTUNITIE S THREATS
  6. 6. “An analysis that identifies the strengths and weaknesses and the opportunities and threats in relation to an organisation” – Elliot Rundle-Thiele Waller “Marketing Second Edition” “is a tool that is commonly used during the auditing process. SWOT draws together t1he key strengths, weakness, opportunities and threats from the audits” – Graeme Drummond, John Ensor, Ruth Ashford “Strategic Marketing Planning and Control” WHAT IS ‘’S W O T ?’’
  7. 7. Attributes of the organization that hinder it in trying to achieve its objectives Elements of S W O T STRENGTH Attributes of organization that help it achieve its objectives WEAKNESS ES
  8. 8. Elements of S W O T OPPORTUNI TY Factors that are potentially helpful to achieving the organisation’s objectives. THREATS Factors that are potentially harmful to the organizations efforts to achieve its objectives
  9. 9. EXAMPLE
  10. 10. S T E E P L E Social and Culture Technology Economic and market conditions Education, training, and employment Political Legal Environmental Protection
  11. 11. P – E – S – T – L POLITICAL The influence of politics on marketing decision ECONOMIC Those factors that affect how much people and organizations can spend and how they choose to spend it SOCIAL CULTURAL The social and cultural factors that affect people’s attitudes, beliefs, behaviours, preferences, customs and lifestyle TECHNOLOGICA L Vital for competitive advantage LEGAL Laws : Legislation enacted by elected officials
  12. 12. POLITICAL/LEGAL ISSUES Taxation policy Monopoly controls Environmental protection measures Employment law Environmental legislation Foreign trade agreements Stability of the government system ECONOMIC FACTORS Interest rates Inflation rates Money supply Business cycles Unemployement GNP trends P – E – S - T
  13. 13. P – E – S - T
  14. 14. COMPETITOR ANALYSIS
  15. 15. Strategic Groups Strategic groups are made up of organizations within the same industry that are pursuing equivalent strategies, targeting groups of customers that have similar profiles.
  16. 16. EXAMPLE APPLE V S SAMSUNG FERRA RI V S LAMBORGHI NI
  17. 17. Range of attributes to identify strategic groups • Size of the company • Assets and skills • Scope of the operation • Breadth of the product range • Choice of distribution channel • Relative product quality • Brand image
  18. 18. Competitor’s objectives Three important factors : • Whether the competitor’s current performance is likely to be fulfilling their objectives. • How likely the competitor is to commit further investment to the business. • The likely future direction of the competitor’s strategy.
  19. 19. Competitor’s current and past strategies Three area that should be explored : • Identification of the current markets, or market segments, within which the competitor currently operates. • Identification of the way the competitor has chosen to compete in those markets. • Comparison between the current strategy and past strategies can be instructive.
  20. 20. Competitor Analysis Table MAIN COMPETI TOR PRODU CTS/ MARKE T BUSINESS DIRECTION AND CURRENT OBJECTIVES AND STRATEGIES STREN GTHS WEAKNE SS COMPETI TIVE POSITION
  21. 21. Guide to Competitive Position Classification • Leadership : Has major influence • Strong : Has a wide choices of strategies • Favourable : Exploits specific competitive strength, often in a product market nice. • Tenable : Performance justifies continuation in business • Weak : Currently unsatisfactory performance
  22. 22. Competitor’s capabilities
  23. 23. A number of areas need to be examined: • Management capabilities • Marketing capabilities • Innovation capabilities • Production capabilities • Financial capabilities
  24. 24. • Certain Retaliation : The competitor is guaranteed to react in an aggressive manner to any challenge. • Failure to react : Competitors can be lulled into a false sense of security in an industry that, over a long period of time, has seen very little change. • Specific reactions : Some competitors may react, but only to competitive moves in certain areas. • Inconsistent reactions : These companies’ reactions are simply not predictable. Competitor’s future strategies and reactions
  25. 25. Problems in Identifying Competitors • Overlooking smaller competitors by placing too much emphasis on large visible competitors. • Focusing on established competitors and ignoring potential new entrants. • Concentrating on current domestic competitors and disregarding international competitors who could possibly enter the
  26. 26. Name of Group : Dani Vanadi Junius 2012160512 Dina almadania 2012160822 Devina ayusanti 2012160276 Febrian nindyo 2012161236 Felicia rosmarie 2012160052 Tricia cornelia 2012160268

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