1) Focusing too much on gaining market share from competitors can actually harm a company's profitability.
2) Research has found that companies with goals focused only on profit maximization had stronger returns on investment than companies focused on beating competitors and gaining market share.
3) Setting market share targets and orienting strategy around competitors is counterproductive and can waste resources, rather than optimizing profits.
This document provides a literature review on niche marketing. It defines niche marketing as targeting small, specific market segments to achieve dominance. The review explores reasons for niche marketing strategies, including focusing on suitable markets and increasing returns. It also examines characteristics of niche markets, such as higher costs and prices to compensate for lower volumes. Both advantages, like opportunities for growth, and disadvantages, like vulnerability to changes, of niche marketing are discussed. The review aims to understand niche roles and characteristics to help companies determine if niche marketing is an appropriate strategy.
This document provides an analysis of the marketing strategy for international expansion of Next Plc, a British multinational retailer. It begins with an introduction to Next Plc and its competitive landscape. It then performs an external analysis using PESTLE and Porter's Five Forces models. An internal analysis using the value chain model is also provided. Key issues are summarized in a SWOT analysis. The document then discusses market selection, entry methods, and marketing mix strategies for international expansion.
Antibiotice S.A. in Iasi, Romania has achieved a competitive advantage in the global generic drugs market by dominating a specific "slice" or segment. It is currently the top manufacturer of the generic antifungal drug Nystatin worldwide. Through quality certifications and expanding exports to 73 countries, the company has grown its market share and profits despite challenges in the Romanian pharmaceutical industry. Antibiotice S.A. provides an example of how focusing on competitive differentiation in a niche product can lead to success against larger multinational competitors.
Industry and Competitor Analysis | Five Competitive Forces | Five Primary Ind...FaHaD .H. NooR
Industry and Competitor Analysis | Five Competitive Forces | Five Primary Industry Types | What Is Industry | Competitor Analysis | Studying Industry Trends |
This document summarizes key points from Chapter 8 of the textbook "Economics of Strategy" regarding competitors and competition. It defines direct and indirect competitors and outlines approaches for identifying competitors, including based on product characteristics, use occasions, geography, and empirical methods. It also discusses different market structures like perfect competition, monopoly, monopolistic competition, and oligopoly, and contrasts outcomes under Cournot and Bertrand models of oligopoly.
This document discusses industry and competitor analysis for new ventures. It defines industry analysis as research focusing on an industry's potential. Industry analysis is important for determining if a niche identified during feasibility analysis is favorable. When studying an industry, entrepreneurs must answer questions about accessibility, favorable industry positions, and underserved markets. Both firm-specific and industry factors affect performance. Techniques for assessing industry attractiveness include studying trends and using Porter's five forces model. A competitor analysis involves understanding competitors' strategies. Sources of competitive intelligence and competitive analysis grids are discussed.
This document provides a literature review on niche marketing. It defines niche marketing as targeting small, specific market segments to achieve dominance. The review explores reasons for niche marketing strategies, including focusing on suitable markets and increasing returns. It also examines characteristics of niche markets, such as higher costs and prices to compensate for lower volumes. Both advantages, like opportunities for growth, and disadvantages, like vulnerability to changes, of niche marketing are discussed. The review aims to understand niche roles and characteristics to help companies determine if niche marketing is an appropriate strategy.
This document provides an analysis of the marketing strategy for international expansion of Next Plc, a British multinational retailer. It begins with an introduction to Next Plc and its competitive landscape. It then performs an external analysis using PESTLE and Porter's Five Forces models. An internal analysis using the value chain model is also provided. Key issues are summarized in a SWOT analysis. The document then discusses market selection, entry methods, and marketing mix strategies for international expansion.
Antibiotice S.A. in Iasi, Romania has achieved a competitive advantage in the global generic drugs market by dominating a specific "slice" or segment. It is currently the top manufacturer of the generic antifungal drug Nystatin worldwide. Through quality certifications and expanding exports to 73 countries, the company has grown its market share and profits despite challenges in the Romanian pharmaceutical industry. Antibiotice S.A. provides an example of how focusing on competitive differentiation in a niche product can lead to success against larger multinational competitors.
Industry and Competitor Analysis | Five Competitive Forces | Five Primary Ind...FaHaD .H. NooR
Industry and Competitor Analysis | Five Competitive Forces | Five Primary Industry Types | What Is Industry | Competitor Analysis | Studying Industry Trends |
This document summarizes key points from Chapter 8 of the textbook "Economics of Strategy" regarding competitors and competition. It defines direct and indirect competitors and outlines approaches for identifying competitors, including based on product characteristics, use occasions, geography, and empirical methods. It also discusses different market structures like perfect competition, monopoly, monopolistic competition, and oligopoly, and contrasts outcomes under Cournot and Bertrand models of oligopoly.
This document discusses industry and competitor analysis for new ventures. It defines industry analysis as research focusing on an industry's potential. Industry analysis is important for determining if a niche identified during feasibility analysis is favorable. When studying an industry, entrepreneurs must answer questions about accessibility, favorable industry positions, and underserved markets. Both firm-specific and industry factors affect performance. Techniques for assessing industry attractiveness include studying trends and using Porter's five forces model. A competitor analysis involves understanding competitors' strategies. Sources of competitive intelligence and competitive analysis grids are discussed.
Third seminar for my Managing Marketing Processes course in the MGM program at the Stockholm School of Economics, http://www.hhs.se/EDUCATION/MSC/MSCGM/Pages/default.aspx
The document analyzes Porter's five forces model as applied to the chocolate and cocoa industry. It finds:
1) There is a low threat of new entrants due to barriers like economies of scale, product differentiation, large capital requirements, switching costs, and regulations.
2) The bargaining power of buyers is moderate due to some large buyers but product differentiation, switching costs, and reliance on suppliers.
3) The bargaining power of suppliers is moderate to high because suppliers are concentrated and critical to the industry's product, though suppliers are also dependent on the industry.
4) The threat of substitutes is high due to many alternative flavors, snacks, and gift options.
5) Rival
Defining the organization's strategic direction RohanaDaulay
This document discusses tools for assessing a firm's strategic position, including Porter's five forces model. The five forces are: 1) the degree of rivalry among existing competitors, 2) the threat of new entrants, 3) the bargaining power of suppliers, 4) the bargaining power of buyers, and 5) the threat of substitute products. Each force is influenced by various factors such as the number and size of competitors, entry barriers, reliance on suppliers or customers, and availability of substitutes. Analyzing these five competitive forces helps identify opportunities and threats in a firm's external environment.
Porter's Five Forces is a model for industry analysis that examines five competitive forces that shape every industry. The five forces are: the threat of new entrants, the threat of substitutes, the bargaining power of suppliers, the bargaining power of customers, and the intensity of rivalry among existing competitors. The model helps understand the attractiveness of an industry and the sources of competitive advantage within it.
The central role of branding in establishing the firm’s identity and building its position in the
global marketplace among customers, retailers and other marketplace participants, makes it
increasingly imperative for firms to establish a clear cut international branding strategy. This study
examines the impact of branding aspects on firm performance in the emerging markets ofSoutheast
Asia. Specifically, the question of standardization versus adaptation of brandpromotion is the focus
of attention. After literature review, a conceptual model suggests that thestandardization of brand
promotion as well as a long-term brand vision provided by management, positively influence target
market performance. Furthermore, the model considers externalenvironmental factors. Data gathered
from a survey with managers allow testing the hypothesesthrough structural equation modelling. The
results of the quantitative study largely support thehypotheses
This document provides a strategic audit of Walmart conducted by a team of business students. It begins with an overview of Walmart's history and current performance, including a financial ratio analysis comparing Walmart to competitors and industry averages. Walmart's mission, objectives, and strategic posture involving corporate strategy, business strategy, and functional strategies are then examined. The document also analyzes Walmart's external opportunities and threats through a PESTEL analysis and internal strengths and weaknesses through a VRIO analysis. Strategic recommendations are provided based on a TOWS matrix analysis. An implementation plan and balanced scorecard for evaluation are also included.
Competition Protection and Philip Kotler’s Strategic RecommendationsMichal
P. Kotler’s recommendations of modern marketing tell managers how to achieve and
maintain a dominant market position. Some of the recommended activities may,
however, infringe European and Polish competition law. Objections are not raised
by market success achieved as a result of high product quality, good customer care,
high market shares, continuous product improvements, new product release, entry
onto fast growing markets, and exceeding customer expectations. Competition law
problems may appear when a given company, having reached a dominant position,
starts abusing it by subjugating the market and dictating business conditions to
other market players (suppliers, customers, consumers). This article focuses on
predatory pricing, strategic alliances, mergers and acquisitions and State aid issues
that may arise from the implementation of Kotler’s recommendations. For market
success not to transform into a competition law problem, it is worth remembering
the limitations imposed by competition law on the actions of dominant companies.
The paper outlines these limitations.
This document discusses competitor analysis and provides guidance on analyzing competitors. It outlines four key stages: collecting information on competitors, converting information to intelligence, analyzing and interpreting the intelligence, and countering competitor actions. Various marketing strategies are discussed that can be used to minimize losses to competitors and gain market share, drawing parallels between business competition and military warfare strategies. The importance of ongoing competitor monitoring is emphasized to stay aware of their strengths, weaknesses, and potential moves.
This document outlines a strategy design process to help companies choose where to play and how to win. It involves understanding existing growth paradigms, defining a corporate strategy through industry and market analysis, developing a competitive strategy with a value proposition and core capabilities, and setting growth horizons and objectives and key results. The process includes 13 consulting sessions over 15 weeks to analyze the industry, customers, competition and develop the necessary strategy elements. It provides access to data analysts and tactical experts to support strategic development. The fees for this strategic design service are available upon request.
Porter five forces analysis is a framework developed by Michael Porter to analyze industry competition and develop business strategy. It involves analyzing five competitive forces that shape an industry: the threat of new entrants, the threat of substitute products, the bargaining power of suppliers, the bargaining power of customers, and competitive rivalry within an industry. The framework helps assess an industry's profitability and attractiveness.
1. Arndt, 1979, Towards a concept of domesticated markets
2. Jaworski et al, 2000, Market-driven vs. driving markets
3. Day, 1981, Strategic market analysis and definition
4. Caldwell et al, 2005, Promoting competitive markets
The document provides an overview of conducting a competitor analysis. It discusses identifying competitors and evaluating their strengths and weaknesses. It also outlines constructing a competitor array by defining the industry, determining key competitors, customers, and competitor strengths. The document then discusses aspects to profile for competitors such as background, financials, products, marketing, facilities, personnel, and strategies. It also notes the importance of monitoring competitors through media scanning and provides sources of competitor information. Potential new competition and competitive blind spots are also addressed.
This document provides guidance on analyzing competitors. It discusses the objectives of competitor analysis as understanding competitors' strengths/weaknesses and likely strategies/responses. Key aspects covered include:
1. Identifying direct competitors in the same product/customer markets using substitution-in-use analysis and purchase data.
2. Also identifying indirect competitors serving similar customer needs through different resources, and potential competitors with the capabilities to enter the market.
3. Gathering information on competitors' strategies, costs, resources to assess vulnerabilities and predict actions/responses to strategic moves.
The document provides a framework for systematically analyzing competitors at different levels to inform strategic decision making.
The document summarizes Porter's Five Forces model for analyzing competition within an industry. It describes the five competitive forces as the threat of new competition, the threat of substitute products, the bargaining power of suppliers, the bargaining power of customers, and the intensity of competitive rivalry. It then provides steps to analyze each competitive force for a sample dry cleaning business, examining competitors, substitutes, customer power, supplier power, and barriers to entry. Finally, it provides an example analysis of these five forces for the UK grocery retail industry using Tesco as a case study.
The document analyzes the casual dining industry. It finds the industry is currently not attractive due to rising costs and economic challenges. There are low barriers to entry for new competitors. Both suppliers and buyers have high power in the industry. Rivalry is intense as many new restaurants continually enter the market. Opportunities exist through new concepts, but threats include increasing costs and competition. The document recommends casual dining restaurants expand offerings, explore international markets, and increase take-out options.
This document outlines the key steps and considerations for conducting a thorough situation analysis to inform strategic decision making. It involves analyzing the external industry environment through identifying dominant economic traits, competitive forces, drivers of change, and key success factors. It also involves assessing the competitive positions of rivals and predicting their likely moves. The overall goal is to evaluate the attractiveness of the industry and identify opportunities and threats to frame a company's strategic options.
Managing market competitive strategy successfully an empirical testing of suIAEME Publication
This document summarizes a study that examines the impact of differentiation strategies of Malaysian manufacturing companies on customer satisfaction. It discusses measurements of differentiation strategies, including product, personnel, and price differentiation. It also discusses measurements of customer satisfaction, including product quality, features, design, and delivery. The document reports on reliability testing of the differentiation and customer satisfaction measurements, which showed satisfactory levels of reliability based on Cronbach's alpha coefficients.
This document summarizes a journal article that examines how firms' marketing spending before initial public offerings (IPOs) can impact investor responses to the IPO. The summary is:
[1] The article analyzes how pre-IPO marketing spending may help reduce IPO underpricing and increase trading volume by providing information to investors and reducing uncertainty about firm value.
[2] Results from analyzing a large dataset of IPOs from 1996-2005 found that higher pre-IPO marketing spending is associated with lower underpricing and higher trading, though the effects vary depending on firm efficiency and market conditions.
[3] The findings suggest prudent investors could better identify promising IPOs by considering both pre
This document summarizes a research paper that examines the relationship between product market strategies (innovator vs imitator), financing strategies (venture capital vs other), and product market outcomes. The authors find that innovator firms are more likely to obtain venture capital financing than imitator firms. They also find that venture capital is associated with a significantly faster time to market, especially for innovator firms. This suggests venture capital plays an important role in supporting innovative companies.
This document discusses Porter's five forces model for analyzing industry competition and profitability. It explains the five competitive forces as barriers to entry, buyer power, supplier power, threat of substitutes, and rivalry among existing competitors. Understanding these forces at play in an industry allows analysis of how attractive the industry is and where the most pressure on profitability comes from. The document provides examples and details on assessing each of the five competitive forces.
Third seminar for my Managing Marketing Processes course in the MGM program at the Stockholm School of Economics, http://www.hhs.se/EDUCATION/MSC/MSCGM/Pages/default.aspx
The document analyzes Porter's five forces model as applied to the chocolate and cocoa industry. It finds:
1) There is a low threat of new entrants due to barriers like economies of scale, product differentiation, large capital requirements, switching costs, and regulations.
2) The bargaining power of buyers is moderate due to some large buyers but product differentiation, switching costs, and reliance on suppliers.
3) The bargaining power of suppliers is moderate to high because suppliers are concentrated and critical to the industry's product, though suppliers are also dependent on the industry.
4) The threat of substitutes is high due to many alternative flavors, snacks, and gift options.
5) Rival
Defining the organization's strategic direction RohanaDaulay
This document discusses tools for assessing a firm's strategic position, including Porter's five forces model. The five forces are: 1) the degree of rivalry among existing competitors, 2) the threat of new entrants, 3) the bargaining power of suppliers, 4) the bargaining power of buyers, and 5) the threat of substitute products. Each force is influenced by various factors such as the number and size of competitors, entry barriers, reliance on suppliers or customers, and availability of substitutes. Analyzing these five competitive forces helps identify opportunities and threats in a firm's external environment.
Porter's Five Forces is a model for industry analysis that examines five competitive forces that shape every industry. The five forces are: the threat of new entrants, the threat of substitutes, the bargaining power of suppliers, the bargaining power of customers, and the intensity of rivalry among existing competitors. The model helps understand the attractiveness of an industry and the sources of competitive advantage within it.
The central role of branding in establishing the firm’s identity and building its position in the
global marketplace among customers, retailers and other marketplace participants, makes it
increasingly imperative for firms to establish a clear cut international branding strategy. This study
examines the impact of branding aspects on firm performance in the emerging markets ofSoutheast
Asia. Specifically, the question of standardization versus adaptation of brandpromotion is the focus
of attention. After literature review, a conceptual model suggests that thestandardization of brand
promotion as well as a long-term brand vision provided by management, positively influence target
market performance. Furthermore, the model considers externalenvironmental factors. Data gathered
from a survey with managers allow testing the hypothesesthrough structural equation modelling. The
results of the quantitative study largely support thehypotheses
This document provides a strategic audit of Walmart conducted by a team of business students. It begins with an overview of Walmart's history and current performance, including a financial ratio analysis comparing Walmart to competitors and industry averages. Walmart's mission, objectives, and strategic posture involving corporate strategy, business strategy, and functional strategies are then examined. The document also analyzes Walmart's external opportunities and threats through a PESTEL analysis and internal strengths and weaknesses through a VRIO analysis. Strategic recommendations are provided based on a TOWS matrix analysis. An implementation plan and balanced scorecard for evaluation are also included.
Competition Protection and Philip Kotler’s Strategic RecommendationsMichal
P. Kotler’s recommendations of modern marketing tell managers how to achieve and
maintain a dominant market position. Some of the recommended activities may,
however, infringe European and Polish competition law. Objections are not raised
by market success achieved as a result of high product quality, good customer care,
high market shares, continuous product improvements, new product release, entry
onto fast growing markets, and exceeding customer expectations. Competition law
problems may appear when a given company, having reached a dominant position,
starts abusing it by subjugating the market and dictating business conditions to
other market players (suppliers, customers, consumers). This article focuses on
predatory pricing, strategic alliances, mergers and acquisitions and State aid issues
that may arise from the implementation of Kotler’s recommendations. For market
success not to transform into a competition law problem, it is worth remembering
the limitations imposed by competition law on the actions of dominant companies.
The paper outlines these limitations.
This document discusses competitor analysis and provides guidance on analyzing competitors. It outlines four key stages: collecting information on competitors, converting information to intelligence, analyzing and interpreting the intelligence, and countering competitor actions. Various marketing strategies are discussed that can be used to minimize losses to competitors and gain market share, drawing parallels between business competition and military warfare strategies. The importance of ongoing competitor monitoring is emphasized to stay aware of their strengths, weaknesses, and potential moves.
This document outlines a strategy design process to help companies choose where to play and how to win. It involves understanding existing growth paradigms, defining a corporate strategy through industry and market analysis, developing a competitive strategy with a value proposition and core capabilities, and setting growth horizons and objectives and key results. The process includes 13 consulting sessions over 15 weeks to analyze the industry, customers, competition and develop the necessary strategy elements. It provides access to data analysts and tactical experts to support strategic development. The fees for this strategic design service are available upon request.
Porter five forces analysis is a framework developed by Michael Porter to analyze industry competition and develop business strategy. It involves analyzing five competitive forces that shape an industry: the threat of new entrants, the threat of substitute products, the bargaining power of suppliers, the bargaining power of customers, and competitive rivalry within an industry. The framework helps assess an industry's profitability and attractiveness.
1. Arndt, 1979, Towards a concept of domesticated markets
2. Jaworski et al, 2000, Market-driven vs. driving markets
3. Day, 1981, Strategic market analysis and definition
4. Caldwell et al, 2005, Promoting competitive markets
The document provides an overview of conducting a competitor analysis. It discusses identifying competitors and evaluating their strengths and weaknesses. It also outlines constructing a competitor array by defining the industry, determining key competitors, customers, and competitor strengths. The document then discusses aspects to profile for competitors such as background, financials, products, marketing, facilities, personnel, and strategies. It also notes the importance of monitoring competitors through media scanning and provides sources of competitor information. Potential new competition and competitive blind spots are also addressed.
This document provides guidance on analyzing competitors. It discusses the objectives of competitor analysis as understanding competitors' strengths/weaknesses and likely strategies/responses. Key aspects covered include:
1. Identifying direct competitors in the same product/customer markets using substitution-in-use analysis and purchase data.
2. Also identifying indirect competitors serving similar customer needs through different resources, and potential competitors with the capabilities to enter the market.
3. Gathering information on competitors' strategies, costs, resources to assess vulnerabilities and predict actions/responses to strategic moves.
The document provides a framework for systematically analyzing competitors at different levels to inform strategic decision making.
The document summarizes Porter's Five Forces model for analyzing competition within an industry. It describes the five competitive forces as the threat of new competition, the threat of substitute products, the bargaining power of suppliers, the bargaining power of customers, and the intensity of competitive rivalry. It then provides steps to analyze each competitive force for a sample dry cleaning business, examining competitors, substitutes, customer power, supplier power, and barriers to entry. Finally, it provides an example analysis of these five forces for the UK grocery retail industry using Tesco as a case study.
The document analyzes the casual dining industry. It finds the industry is currently not attractive due to rising costs and economic challenges. There are low barriers to entry for new competitors. Both suppliers and buyers have high power in the industry. Rivalry is intense as many new restaurants continually enter the market. Opportunities exist through new concepts, but threats include increasing costs and competition. The document recommends casual dining restaurants expand offerings, explore international markets, and increase take-out options.
This document outlines the key steps and considerations for conducting a thorough situation analysis to inform strategic decision making. It involves analyzing the external industry environment through identifying dominant economic traits, competitive forces, drivers of change, and key success factors. It also involves assessing the competitive positions of rivals and predicting their likely moves. The overall goal is to evaluate the attractiveness of the industry and identify opportunities and threats to frame a company's strategic options.
Managing market competitive strategy successfully an empirical testing of suIAEME Publication
This document summarizes a study that examines the impact of differentiation strategies of Malaysian manufacturing companies on customer satisfaction. It discusses measurements of differentiation strategies, including product, personnel, and price differentiation. It also discusses measurements of customer satisfaction, including product quality, features, design, and delivery. The document reports on reliability testing of the differentiation and customer satisfaction measurements, which showed satisfactory levels of reliability based on Cronbach's alpha coefficients.
This document summarizes a journal article that examines how firms' marketing spending before initial public offerings (IPOs) can impact investor responses to the IPO. The summary is:
[1] The article analyzes how pre-IPO marketing spending may help reduce IPO underpricing and increase trading volume by providing information to investors and reducing uncertainty about firm value.
[2] Results from analyzing a large dataset of IPOs from 1996-2005 found that higher pre-IPO marketing spending is associated with lower underpricing and higher trading, though the effects vary depending on firm efficiency and market conditions.
[3] The findings suggest prudent investors could better identify promising IPOs by considering both pre
This document summarizes a research paper that examines the relationship between product market strategies (innovator vs imitator), financing strategies (venture capital vs other), and product market outcomes. The authors find that innovator firms are more likely to obtain venture capital financing than imitator firms. They also find that venture capital is associated with a significantly faster time to market, especially for innovator firms. This suggests venture capital plays an important role in supporting innovative companies.
This document discusses Porter's five forces model for analyzing industry competition and profitability. It explains the five competitive forces as barriers to entry, buyer power, supplier power, threat of substitutes, and rivalry among existing competitors. Understanding these forces at play in an industry allows analysis of how attractive the industry is and where the most pressure on profitability comes from. The document provides examples and details on assessing each of the five competitive forces.
related files1208771704.pdfTen timeless tests can help yo.docxdebishakespeare
related files/1208771704.pdf
Ten timeless tests can help you kick the tires
on your strategy and kick up the level of strategic
dialogue throughout your company.
Have you tested your
strategy lately?
‘What’s the next new thing in strategy?’ a senior executive
recently asked Phil Rosenzweig, a professor at IMD,1 in Switzerland. His
response was surprising for someone whose career is devoted to
advancing the state of the art of strategy: “With all respect, I think that’s
the wrong question. There’s always new stuff out there, and most of
it’s not very good. Rather than looking for the next musing, it’s probably
better to be thorough about what we know is true and make sure we
do that well.”
Let’s face it: the basic principles that make for good strategy often get
obscured. Sometimes the explanation is a quest for the next new thing—
natural in a field that emerged through the steady accumulation of
frameworks promising to unlock the secret of competitive advantage.2
In other cases, the culprit is torrents of data, reams of analysis, and
piles of documents that can be more distracting than enlightening.
Ultimately, strategy is a way of thinking, not a procedural exercise
or a set of frameworks. To stimulate that thinking and the dialogue that
goes along with it, we developed a set of tests aimed at helping exec-
utives assess the strength of their strategies. We focused on testing the
strategy itself (in other words, the output of the strategy-development
process), rather than the frameworks, tools, and approaches that generate
Chris Bradley, Martin Hirt, and Sven Smit
1 International Institute for Management Development.
2 For a rich account of strategy’s birth and growth as a field, see Walter Kiechel, The Lords of
Strategy, Boston, MA: Harvard Business School Press, 2010.
J A N U A R Y 2 0 1 1
s t r a t e g y p r a c t i c e
2Have you tested your strategy lately?
strategies, for two reasons. First, companies develop strategy in many
different ways, often idiosyncratic to their organizations,
people, and markets. Second, many strategies emerge over time rather
than from a process of deliberate formulation.3
There are ten tests on our list, and not all are created equal. The first—
“will it beat the market?”—is comprehensive. The remaining nine dis-
aggregate the picture of a market-beating strategy, though it’s certainly
possible for a strategy to succeed without “passing” all nine of them.
This list may sound more complicated than the three Cs or the five forces
of strategy.4 But detailed pressure testing, in our experience, helps
pinpoint more precisely where the strategy needs work, while gener-
ating a deeper and more fruitful strategic dialogue.
Those conversations matter, but they often are loose and disjointed.
We heard that, loud and clear, over the past two years in workshops
where we explored our tests with more than 700 senior strategists ...
Mc kinsey strategy-article 10 copies 2 sided color stapledRohan Verma
This document discusses 10 timeless tests that can be used to assess the strength of a company's strategy. It summarizes each of the 10 tests, which are aimed at helping executives determine if their strategy will beat the market, taps into a true competitive advantage, is sufficiently granular about where to compete, anticipates emerging trends, and is based on privileged insights rather than widely available data. The tests are presented as a way to stimulate strategic thinking and dialogue within a company.
The document discusses the relationship between antitrust analysis and strategic management. It argues that strategic management can provide insights that are often overlooked by traditional antitrust analysis which focuses mainly on economics and law. Specifically, strategic management considers a firm's pursuit of sustained competitive advantage rather than just profit maximization. The document reviews literature on how concepts from strategic management could complement antitrust analysis, noting Michael Porter's "productivity-based approach" as an example. However, it also notes that strategic management ideas have had little influence on antitrust so far. The document proposes exploring how a resource-based view of strategy could further shed light on new aspects for antitrust analysis.
The document provides an overview of the business strategy book "Blue Ocean Strategy" published in 2005. It describes the book's key concepts of creating "blue oceans" of uncontested market space through value innovation that differentiates and lowers costs simultaneously. It outlines the book's tools and frameworks for analyzing industries and formulating new market-creating strategies. It also discusses some criticisms of the book, such as that its concepts are not entirely new and its success remains to be proven through more case studies.
The document discusses market entry strategies for companies looking to enter international markets. It provides examples of popular strategies like direct exporting, joint ventures, licensing, franchising, and turnkey projects. Important factors to consider when choosing a strategy are identified, such as company size, goals, product type, resources, investment level, and target market. The sources cited provide analyses of foreign markets and comparisons of market entry strategies and success across different countries.
InstructionsWrite a paper about the International Monetary Syste.docxvanesaburnand
Instructions
Write a paper about the International Monetary System that addresses each of the following issues:
· Define the International Monetary System and outline the history of the system.
· Describe and provide examples of what is meant by “currency regimes,” and define selected types of regimes and form an argument for selecting fixed exchange rate and arguments for selecting flexible exchange rates.
· Describe and define the creation of the Euro and discuss the benefits as well as the problems associated with the creation of this currency.
Support your paper with at least five (5) resources. In addition to these specified resources, other appropriate scholarly resources, including older articles, may be included. Your paper should demonstrate thoughtful consideration of the ideas and concepts that are presented in the course and provide new thoughts and insights relating directly to this topic. Your response should reflect scholarly writing and current APA standards.
Length: 5-7 pages (not including title and reference pages).
Eiteman, D., Stonehill, M., & Moffett, M. (2016). Multinational business finance. Boston, MA: Prentice-Hall.
Read Chapters 1, 2
This is a major resource, however, I think the assignment can be accomplished without it. I can’t seem to be able to download the book.
The global company's challenge.
Authors:
Dewhurst, Martin1
Harris, Jonathan2
Heywood, Suzanne
Aquila, Kate
Source:
McKinsey Quarterly. 2012, Issue 3, p76-80. 5p.
Document Type:
Article
Subject Terms:
*International business enterprises
*Emerging markets
*Economies of scale
*Contracting out
*Risk management in business
*Business models
*Executives
*Financial leverage
*Globalization
*Research & development
Developing countries
Company/Entity:
International Monetary Fund DUNS Number: 069275188
Aditya Birla Management Corp. Pvt. Ltd.
International Business Machines Corp. DUNS Number: 001368083 Ticker: IBM
NAICS/Industry Codes:
919110 International and other extra-territorial public administration
928120 International Affairs
541712 Research and Development in the Physical, Engineering, and Life Sciences (except Biotechnology)
541711 Research and Development in Biotechnology
Abstract:
The article focuses on the management of risks, costs, and strategies by international businesses in emerging markets. It states that the International Monetary Fund reported that the ten fastest-growing economies after 2012 will all be in developing countries. It mentions that technology company International Business Machines expects by 2015 to earn 30 percent of revenues in emerging markets compared to 17 percent in 2009, while Indian multinational conglomerate Aditya Birla Group earns over half of its revenue outside India and has operations in 40 nations. It talks about the benefit of economies of scale in shared services enjoyed by large global companies and comments that the ability to outsource business services and manufacturing is benefiting local busine.
International Marketing Research Assignment SampleAssignment Prime
Cross-border activities of firms have been of interest for international business
researchers for a long time, and still it is an expanding field of research. Business which want to compete in 21st century must confronted with the task of crafting strategies that anticipate and respond to the rapid pace of change in global market, and that’s why their information needs are changing and becoming more and more complex and diverse. Every company performs the task of marketing research to provide the relevant, accurate, reliable, valid and current information of market to management. The major objectives of this essay is to research emerging market so that opportunities for internationalisation can be found, to understand the primary functions and mark the problems in market research. Maintaining objective in marketing research is essential if marketing management is to have sufficient confidence in its result to be prepared to take risky decisions based upon those results.
This document discusses competitor analysis and brand development. It begins by defining competitors as either direct or indirect. Direct competitors offer similar products, while indirect competitors satisfy similar needs. It then discusses Porter's five forces model for analyzing competition, including the threat of new entrants, substitute products, rivalry between firms, supplier power, and buyer power. A large part of the document focuses on branding, defining it as a way to differentiate products and create monopoly power. It traces the history of branding from agricultural practices to modern marketing strategies. Branding allows firms to charge premium prices and build long-term, stable demand.
1. The document discusses how industries are increasingly global and permeable, with blurred borders between nations, competitors, collaborators, and different industries.
2. Industries can be described in various ways like by the products/services, value, durability, or cyclical usage, but they are all becoming more global in characteristics.
3. The degree of globalization can be examined by factors like the trade ratio, percentage of overseas sales, and classification on a scale from multidomestic to fully global.
What is a business and how do firms set prices. mario samuel camacho compressedMario Samuel Camacho
This document explores the definition of firms and how firms set prices. It begins by defining a firm as a business organization that allows for management of resources to reduce costs and maximize profits. It then discusses factors that motivate firms to adjust prices, including rational choice theory of profit maximization by weighing costs and benefits. The document outlines several key factors that influence how businesses set prices, such as costs, competitive pressures, industry-specific factors, and seasonality. It also examines economic concepts like monopoly power, product differentiation, and elasticity of demand that impact pricing decisions. The report provides an overview of the functionality of firms and price-setting mechanisms from an economic perspective.
This document discusses a study analyzing whether mid-sized consulting and engineering firms are poised for demise as some analysts have suggested. The study analyzed data from Engineering News-Record's Top 500 Design Firms lists going back to the 1970s. It found that mid-sized firms with revenues between $17-113 million maintained or increased their market share and numbers over time. Specifically, mid-sized firms in transportation remained constant, while those in general building increased by 11.6% over the years. This suggests mid-sized firms have more resilience than expected and can thrive without needing to grow into large firms or be acquired. The study challenges the view that mid-sized firms cannot survive long-term.
An Overview Of The Global Pharma Industry S New Trends (2019)Karla Adamson
1) The global pharmaceutical industry is experiencing new trends driven by mergers and acquisitions, changes in R&D, and a new pricing context.
2) Big pharmaceutical companies are acquiring smaller companies and start-ups to gain new drug candidates and technologies to offset revenue losses from drugs going off-patent.
3) However, drug development is risky and costly, and failures in late-stage clinical trials are common, especially for oncology drugs, posing challenges for the industry.
Awareness of the fi ve forces can help a company understand th.docxrock73
Awareness of the fi ve forces can help a company understand the structure of its
industry and stake out a position that is more profi table and less vulnerable to attack.
78 Harvard Business Review | January 2008 | hbr.org
1808 Porter.indd 781808 Porter.indd 78 12/5/07 5:33:57 PM12/5/07 5:33:57 PM
P
e
te
r
C
ro
w
th
e
r
Editor’s Note: In 1979, Harvard Business Review
published “How Competitive Forces Shape Strat-
egy” by a young economist and associate professor,
Michael E. Porter. It was his fi rst HBR article, and it
started a revolution in the strategy fi eld. In subsequent
decades, Porter has brought his signature economic
rigor to the study of competitive strategy for corpora-
tions, regions, nations, and, more recently, health care
and philanthropy. “Porter’s fi ve forces” have shaped a
generation of academic research and business practice.
With prodding and assistance from Harvard Business
School Professor Jan Rivkin and longtime colleague
Joan Magretta, Porter here reaffi rms, updates, and
extends the classic work. He also addresses common
misunderstandings, provides practical guidance for
users of the framework, and offers a deeper view of
its implications for strategy today.
THE FIVE
COMPETITIVE
FORCES THAT
by Michael E. Porter
hbr.org | January 2008 | Harvard Business Review 79
SHAPE
IN ESSENCE, the job of the strategist is to under-
STRATEGYSTRATEGY
stand and cope with competition. Often, however,
managers defi ne competition too narrowly, as if
it occurred only among today’s direct competi-
tors. Yet competition for profi ts goes beyond es-
tablished industry rivals to include four other
competitive forces as well: customers, suppliers,
potential entrants, and substitute products. The
extended rivalry that results from all fi ve forces
defi nes an industry’s structure and shapes the
nature of competitive interaction within an
industry.
As different from one another as industries
might appear on the surface, the underlying driv-
ers of profi tability are the same. The global auto
industry, for instance, appears to have nothing
in common with the worldwide market for art
masterpieces or the heavily regulated health-care
1808 Porter.indd 791808 Porter.indd 79 12/5/07 5:34:06 PM12/5/07 5:34:06 PM
LEADERSHIP AND STRATEGY | The Five Competitive Forces That Shape Strategy
80 Harvard Business Review | January 2008 | hbr.org
delivery industry in Europe. But to under-
stand industry competition and profi tabil-
ity in each of those three cases, one must
analyze the industry’s underlying struc-
ture in terms of the fi ve forces. (See the ex-
hibit “The Five Forces That Shape Industry
Competition.”)
If the forces are intense, as they are in
such industries as airlines, textiles, and ho-
tels, almost no company earns attractive re-
turns on investment. If the forces are benign,
as they are in industries such a ...
Awareness of the fi ve forces can help a company understand th.docxcelenarouzie
Awareness of the fi ve forces can help a company understand the structure of its
industry and stake out a position that is more profi table and less vulnerable to attack.
78 Harvard Business Review | January 2008 | hbr.org
1808 Porter.indd 781808 Porter.indd 78 12/5/07 5:33:57 PM12/5/07 5:33:57 PM
P
e
te
r
C
ro
w
th
e
r
Editor’s Note: In 1979, Harvard Business Review
published “How Competitive Forces Shape Strat-
egy” by a young economist and associate professor,
Michael E. Porter. It was his fi rst HBR article, and it
started a revolution in the strategy fi eld. In subsequent
decades, Porter has brought his signature economic
rigor to the study of competitive strategy for corpora-
tions, regions, nations, and, more recently, health care
and philanthropy. “Porter’s fi ve forces” have shaped a
generation of academic research and business practice.
With prodding and assistance from Harvard Business
School Professor Jan Rivkin and longtime colleague
Joan Magretta, Porter here reaffi rms, updates, and
extends the classic work. He also addresses common
misunderstandings, provides practical guidance for
users of the framework, and offers a deeper view of
its implications for strategy today.
THE FIVE
COMPETITIVE
FORCES THAT
by Michael E. Porter
hbr.org | January 2008 | Harvard Business Review 79
SHAPE
IN ESSENCE, the job of the strategist is to under-
STRATEGYSTRATEGY
stand and cope with competition. Often, however,
managers defi ne competition too narrowly, as if
it occurred only among today’s direct competi-
tors. Yet competition for profi ts goes beyond es-
tablished industry rivals to include four other
competitive forces as well: customers, suppliers,
potential entrants, and substitute products. The
extended rivalry that results from all fi ve forces
defi nes an industry’s structure and shapes the
nature of competitive interaction within an
industry.
As different from one another as industries
might appear on the surface, the underlying driv-
ers of profi tability are the same. The global auto
industry, for instance, appears to have nothing
in common with the worldwide market for art
masterpieces or the heavily regulated health-care
1808 Porter.indd 791808 Porter.indd 79 12/5/07 5:34:06 PM12/5/07 5:34:06 PM
LEADERSHIP AND STRATEGY | The Five Competitive Forces That Shape Strategy
80 Harvard Business Review | January 2008 | hbr.org
delivery industry in Europe. But to under-
stand industry competition and profi tabil-
ity in each of those three cases, one must
analyze the industry’s underlying struc-
ture in terms of the fi ve forces. (See the ex-
hibit “The Five Forces That Shape Industry
Competition.”)
If the forces are intense, as they are in
such industries as airlines, textiles, and ho-
tels, almost no company earns attractive re-
turns on investment. If the forces are benign,
as they are in industries such a.
Competitor analysis is essential for developing effective marketing strategies. There are several dimensions to consider when analyzing competitors. First, direct competitors within the same strategic group should be the initial focus, but potential entrants and substitutes must also be considered over the long term. Second, competitor analysis involves assessing their objectives, current strategies, resources, and predicting future strategies. Understanding competitors' goals provides insight into where they intend to expand or compete aggressively. Analyzing resources indicates their capabilities, and strategies reveal their current approach. Combining these analyses allows predicting likely future actions to identify opportunities and threats from competitors.
Similar to Marketing determining-measuring-strategy (20)
The document provides an overview of IMC's mergers and acquisitions services. IMC has over 25 M&A advisors within its global network of 100 professionals. They offer strategic planning, target evaluation, deal management, and integration services to support both acquisition and sale transactions. Their hands-on advisors draw on cross-sector experience to develop winning strategies, avoid risks, and plan for deal success.
Retailers are increasingly shifting low-volume items from physical stores to online sales in order to reduce inventory costs and maximize floor space. This allows retailers to offer a wider selection to customers while focusing limited physical store space on best-selling items. However, the strategy also risks losing impulse purchases and dissatisfying customers who visit stores expecting to find particular items. Effective implementation requires well-trained sales associates who can guide customers to alternative purchasing options. The impact also depends on the type of item, as grocery stock-outs may upset vendors while apparel purchases involve more substitutability. Overall, the approach aims to better serve the total customer base but could diminish the in-store shopping experience for some.
Dr. Mark Barrueta Pinto is the Regional Principal Associate Partner for Latin America at an unspecified organization. He holds a doctorate degree and has taken on a leadership role overseeing Latin American operations. The document provides his title and regional responsibilities but lacks details about his background, experience, or the organization.
This document lists 5 services provided by a company: mergers and acquisitions consulting, management consulting, human capital management, interim management, and executive search and recruiting. The document provides a high-level overview of the core services offered without details about what each service entails.
Mark Barrueta is a Regional Director for Latin America at IMC Consultancy with over 12 years of experience in private and state companies. He has extensive experience managing international businesses and achieving strategic results. He is fluent in Spanish, English, and Portuguese with business proficiency in French.
IMC is a global organization of independent management consultants that offers a unique approach to delivering real value to clients. They have experts with experience across various functions and industries. IMC can help clients with strategic planning, operations, mergers and acquisitions, auditing, and other management consulting needs. Choosing IMC provides clients with highly experienced executives who get involved throughout a project to produce effective and sustainable results.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
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Beyond Degrees - Empowering the Workforce in the Context of Skills-First.pptxEduSkills OECD
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A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
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advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
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structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
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1. Determining anD measuring Your strategY
VoL. 1
Wharton on
Marketing
http://executiveeducation.wharton.upenn.edu http://knowledge.wharton.upenn.edu
2. Determining and Measuring Your Strategy
As the consumer mArket continues to explode and a succession of new
technologies gives rise to entirely new ways of marketing, how can companies
plan and weigh the effectiveness of their marketing strategies? From the basics
of whom to aim for—consumers on the high-end, low-end, in the middle, or
embedded in larger networks—to the complicated array of metrics available to
measure everything from ROI to customer value, the variety of marketing strategy
options and tools can create more confusion than cohesion. The following articles
from Knowledge@Wharton look at some key strategy elements that marketing
executives should consider, such as the potential downside to pursuing market
share, the value of consumer networks, and product diffusion among “influentials”
and “imitators.”
Wharton on Marketing ■ Determining and Measuring Your Strategy, Vol. 1
4. The “Myth of Market Share”: Can Focusing Too
Much on the Competition Harm Profitability?
It Is A common prActIce of many companies example, Armstrong and Collopy asked 170 MBA
to focus their attention on grabbing market students over a period of years whether the
share from their competitors. But such efforts “primary purpose of the firm is (a) to do better
can actually be detrimental to the firm’s than its competitors, or (b) to do the best it can.
”
profitability, according to Wharton Marketing One-third of the students chose (a), suggesting
Professor J. Scott Armstrong. that a large number of the students believed that
beating the competition is more important than
For years, Armstrong has been conducting other goals, including profitability.
research showing that competitor-oriented
objectives, such as setting market-share targets, In their 1996 study, Armstrong and Collopy also
are counterproductive. After co-authoring a analyzed data amassed by scholars to measure
paper in 1996 that reached this conclusion, he the level of competitor orientation of 20 major
and a different co-author, Kesten C. Green of corporations, as stated by the companies
Monash University in Australia, have written themselves, and how the level of competitor
another paper summarizing 12 new studies that orientation was related to the firms’ after-
add additional weight to the original conclusion. tax return on investment (ROI) for five 9-year
Their study is entitled “Competitor-Oriented periods beginning in 1938 and ending in 1982.
Objectives: The Myth of Market Share. ” “Competitive-oriented objectives were negatively
correlated with ROI for these data, Armstrong
”
Business has long been likened to warfare, and Collopy concluded. In other words, the more
Armstrong says, so it is hardly surprising that managers tried to be the biggest in their market,
companies want to beat their competitors. the more they harmed their own profitability.
In the 19th century, it was common for many
American executives to strive for revenue For example, companies whose only goal was
maximization. To see how well they were profit maximization—DuPont, General Electric,
doing, companies compared themselves to Union Carbide, and Alcoa—posted stronger
competitors in their industries. But in the mid- returns on investment than did the other firms
20th century, some academic scholars began studied. By contrast, the six firms whose only
to question the widespread focus on market goal was market share—National Steel, the
share. In 1959, one researcher “lamented Great Atlantic Pacific Tea Company, Swift,
the common use of market-share objectives American Can, Gulf, and Goodyear—fared
and discussed the logical and practical flaws worse in terms of ROI. Indeed, some of these
of pursuing such objectives, according to
” companies, like National Steel and American
Armstrong and Green. Can, no longer exist.
In the 1996 paper, Armstrong and Fred
Collopy of Case Western Reserve University
For years, Armstrong has been
summarized a host of studies by other
researchers that examined the prevalence of conducting research showing that
competitor-oriented objectives. competitor-oriented objectives, such
For instance, several researchers in the 1950s as setting market-share targets, are
and 1960s had groups of subjects play repeated counterproductive.
games in which cooperation was necessary to
maximize profits. The researchers found that
when they provided feedback to subjects on Armstrong acknowledges that the 1996 paper
other subjects’ performance, nearly 90 percent was controversial. Aside from some coverage in
of the choices that the subjects made were the popular press, corporate executives largely
competitive and hence low profit. In another ignored the study, and academics criticized it.
Wharton on Marketing ■ Determining and Measuring Your Strategy, Vol. 1
6. in The New Yorker by James Surowiecki, Armstrong says the focus on beating the
the magazine’s business writer. Surowiecki competition remains entrenched in the world’s
describes how Sony, with its PlayStation 3, biggest companies. Jack Welch, the former
and Microsoft, maker of the Xbox 360, are CEO of General Electric, famously stated that
beating each other’s brains out trying to capture GE would not be in any business in which it
the biggest share of the video-game market. could not be first or second in market share.
Meanwhile, third-place Nintendo, with its new Welch’s belief in the myth still holds sway in
game console called Wii (pronounced “wee”), boardrooms, but Armstrong says it is never too
has quietly become the most profitable game late for CEOs to change.
console company in Japan.
“We’re not saying companies shouldn’t pay
Nintendo “has not just survived out of the attention to their competitors; they might be
spotlight; it has thrived, Surowiecki writes. “It
” doing reasonable things that you may also want
has $5 billion in the bank from years of solid to do, Armstrong says. “What we’re saying
”
profits, and this past year, though it has spent is that the objective should not be to try to
heavily on the launch of the Wii, it made close beat your competitor. The objective should
to a billion dollars in profit and saw its stock be profitability. In view of all the damage that
price rise by 65 percent. Sony’s game division, occurs by focusing on market share, companies
by contrast, barely eked out a profit, and would be better off not measuring it.” ■
Microsoft’s reportedly lost money. Who knew
bringing up the rear could be so lucrative?”
Wharton on Marketing ■ Determining and Measuring Your Strategy, Vol. 1
8. For instance, a woman carrying a designer that. “Telecommunications firms are not legally
handbag is, in effect, marketing the purse even able to collect information regarding the actual
if she doesn’t tell her friends or coworkers content of the communication, so we are not
that they should buy one. “Firms commonly able to determine if the consumers in question
capitalize on influential individuals (such as discussed the product, they note.
”
athletes) to advocate products simply by
conspicuous adoption, the authors write.
”
The availability of vast databases of
The availability of vast databases of information information these days can allow
these days can allow companies to do “network
targeting, taking advantage of documented
”
companies to do “network targeting,”
links among consumers. While traditional taking advantage of documented
marketing research can offer detailed profiles of links among consumers.
potential customers, and that’s certainly useful,
it doesn’t reveal the social connections that
exist among consumers. Another possibility is that because people often
tend to talk to people like themselves, their
The researchers focused on a large tele- buying tastes would be similar regardless of
communications firm that was marketing a whether they ever discuss the product. “Social
new Internet-based communications service. theory tells us that people who communicate
The company organized a direct-mail campaign with each other are more likely to be similar
to target potential customers for the service to each other, a concept called homophily, the
”
using various demographic and geographic researchers point out. “…Linked consumers
characteristics. Because the service involved probably are like-minded, and like-minded
new technology, the targeted group was consumers tend to buy the same products.”
deemed likely to be interested in high tech.
It’s possible, Hill says, that by tapping
The company also made a marketing pitch to into consumer networks, companies are
another group—people who were “network taking advantage of certain attributes
neighbors, meaning they communicated with
” that aren’t identifiable through traditional
an existing customer of the service. (Company marketing research. “It may well be that
records allowed the researchers to see who direct communications between people is a
communicated with whom, though names were better indicator of deep similarity than any
kept anonymous.) “People who communicated demographic or geographic attributes, the”
with a customer who already had the service researchers write. In other words, who you talk
were more likely to purchase the product than to may be more important than where you live.
people not communicating with someone in the
network, about 3.4 times more likely, Hill says.
” Gadgets vs. Grapes
The take rate was highest for those “network Companies are forever looking for ways to
neighbors” who were already considered identify and target potential customers; being
good prospects using traditional marketing able to do it better could both save them money
attributes: They were almost five times more and increase profits. Marketing campaigns
likely to buy the service than people who did are expensive and not effective if the right
not communicate with an existing customer. people aren’t targeted. “Firms make marketing
But even “network neighbors” who were decisions based on how much they know about
considered poor prospects using traditional their customers and potential customers, the
”
marketing methods were about three times researchers say. “They may choose to mass
more likely to buy the service than consumers market when they do not know much. With
who looked like good prospects but had no more information, they may market directly
connection to a customer. based on observed characteristics.”
“It is tempting to argue that we have shown According to Hill, taking network data into
that customers discuss the product and that consideration could help companies better
discussion helps to improve take rates, the
” focus and fine tune their marketing efforts,
researchers write. But they could not prove even when a company has the best marketing
Wharton on Marketing ■ Determining and Measuring Your Strategy, Vol. 1
10. Death in the Middle: Why Consumers Seek
Value at the Top and Bottom of Markets
“In the u.s. And Around the world, the purchasing and acquisition of goods and taking
consumer markets are bifurcating into two care of their families and very interested in
fast-growing pools of spending, writes author
” maximizing their budget. The part of the story
Michael J. Silverstein in his new book, Treasure that they said we missed in Trading Up was
Hunt: Inside the Mind of the New Consumer. basically the trading down side. It was true
“At the high end, consumers are trading up, that consumers were trading up to premium
paying a premium for high-quality, emotionally products, but they were also trading down to
rich, high-margin products and services. At the low-cost products and services and avoiding
low end, consumers are relentlessly trading the boredom and low value that increasingly
down, spending as little as possible to buy characterize the middle. This polarization was
basic, low-cost goods and services.” Between reshaping the consumer goods market.
both piles lies a vast range of mediocre,
medium-range products that Silverstein claims Two years ago, we began our second wave
is doomed to decline. What implications does of major research around trading down. We
this have for companies and their brands? In looked at how consumers spent their money,
the following interview, Wharton Marketing as they traded up or down. We asked in what
Professor David Reibstein discusses that categories consumers were trading down and
question with Silverstein. why. We also looked at differences across
households, by gender, age, income, and
geography. We made it a global research project
and looked at Europe, Asia, and the U.S.
reIbsteIn: How did this book come to be
written? We came to the conclusion that trading up
sIlversteIn: Three and a half years ago, I
and trading down were big opportunities for
co-authored a book with Neil Fiske called companies and for consumers. The amount of
Trading Up: Why Consumers Want New spending on trading down was approximately
Luxury Goods…and How Companies Create twice the amount of trading up. Both ends of
Them. Trading Up is the story of how middle- the market offered huge opportunities. Markets
class consumers around the world are buying were bifurcating, which meant that the top
products at 50 percent to 200 percent price and bottom were growing and the middle was
premiums in categories like homes, cars, in horrible decline—and that is creating quite
vacations, and food. We call these new luxury a few casualties. In every category we looked
goods. Following the release of that book, we at—and we studied 30 of them in detail—there
began doing a lot of work helping companies was this war. The war was for this consumer to
understand this premium segmentation. either trade up or down or to evacuate. In the
It’s a very rich opportunity, with more than car business for example, the middle market
$600 billion in sales in the U.S. in homes, has shrunk by 12 market-share points. In the
transportation, dining, travel, food and television market, it has shrunk by 40 points. In
beverages, personal products and services, the U.S. washer market, the middle market has
apparel, and home goods. declined by 16 points, and on and on.
I spoke with some 10,000 people during the Those findings led to this book, Treasure Hunt.
past couple of years. Many people would come We thought about calling it Trading Down, but
to me after my presentations and say, “We in fact from a consumer’s point of view, it’s not
loved Trading Up, we think it’s very insightful, really trading down. It is about consumers living
but it’s only half the story. You didn’t get it all.” a rich, balanced life, being careful with their
So I listened. Most of the people approaching money, and buying a handful of products where
me were women, who were heavily into they trade up and others where they trade down.
10 Wharton on Marketing ■ Determining and Measuring Your Strategy, Vol. 1
12. asked a standing panel of approximately 2,000 later, I walked into the store. She was standing
households how are they feeling and what are there with a cart and putting in a piece of art. I
they doing. We received some really incredible looked at her and said, “What are you doing?”
results. These numbers are not intuitive: 72 She said, “Well, they have original prints here.
percent of consumers feel in control of their This one is a Miro.” So instead of buying just
finances; 73 percent are saving money every two pumpkin pies, we bought the two pumpkin
month; 70 percent believe that they will be pies and one Miro.
better off and have higher income in the future;
and half, a full half, believe that they enjoy a reIbsteIn: We hear so much about micro-
higher standard of living as a result of their segments. First of all, segmentation is alive
smart shopping behavior. Some 92 percent of and well, but it might be going down—even
people tell their friends when they get a great eventually getting to a segment of one.
deal, and only 8 percent pretend that they paid
sIlversteIn: I don’t think that the segment of
full price. In terms of this exploration of the
one is dead, but it is very difficult to execute.
market, consumers say treasure hunting is
exciting, fun, and makes them happy. reIbsteIn: Let me interrupt before you jump
there. I don’t want to dwell on whether we
reIbsteIn: Have you spent any time with the
can implement the segment of one or not. Let
people at Costco? What is interesting to me is
us focus on the concept of segments. While
that they describe their store experience as a
treasure hunt. It is interesting that they use the it’s hard to implement segments of one, lots
exact terminology you are using. of people have thought about multi-segments.
I’m wondering if, when we talk about the
sIlversteIn: I did not know that specifically, bifurcation, that gets us away from thinking
but consumers believe that cheap is good. about the refinement of segmentation and into
They realize that being a savvy shopper is thinking that there are these two large groups
important and that they can contribute to their at the top and bottom of the consumer market.
savings rate by buying better goods cheaper, Help me think through some of that.
and many of them use Costco. Costco is a
fantastic treasure hunt store—it’s about trading sIlversteIn: Well, our book has a series
up and trading down, under one roof. It’s one of individual consumer stories—and even
of the few retailers in the world that can do consumers of the same age, income, and
it. It hooks people in and they end up actually demographics trade up and down in different
spending their savings back into the store. categories. That is a big finding.
We have done shop-alongs with consumers in We also find that a small group of users tries
Costco. During the shop-along, the consumer the dominant share of volume. It’s 10/80 as
knows what she wants to spend—$200. She a typical representation—10 percent of the
has a list of items she wants to buy: meat, users are trying to get 80 percent of the
canned goods, frozen items, paper products, volume in these trade-up and trade-down
and some drinks. Then it sort of clicks in her categories. They are very heavy users, almost
head that she has spent $180 and that was at daily users. We call them the “apostles”—and
least 10 percent less than if she had bought they basically help a brand. They cause you to
these products at a supermarket. So she pats put your arm around your buddy and say, “You
herself on the back and says, “I can go to the ought to try this.” We are talking about a big
wine section and buy that $20 bottle of Kendall- movement in the economy in terms of trade
Jackson that I’ve never given myself.” up and trade down.
Personally, it’s an experience—the treasure Within each individual category, there is a daily
hunt at Costco. We have a home in Naples, battle, and it is: “Are you going to win me?” Am
Florida, and there is a Costco just down the I going to buy Kellogg’s cereal or General Mills’
road from us. I went there with my wife on a cereal? If I’m going to buy Kellogg’s cereal, you
Sunday afternoon. They sell a great pumpkin pie will have to tell me why. So, I’m agreeing with
for $5.99, and we went just to pick up a couple you that segmentation is the way to go. It’s
of pies. I dropped her off. The parking lot was about concentration of resources against a small
crowded; it was a real scene. About 10 minutes number of like users, with like habits and like
1 Wharton on Marketing ■ Determining and Measuring Your Strategy, Vol. 1
14. sIlversteIn: Our books are totally different. sIlversteIn: There are two choices that
Prahalad’s book is about opportunities in the companies have. If you’re in the middle market,
third world. I think that it is an interesting book, you have to understand that you fundamentally
but it is somewhat unproven that in fact you can’t do both things. You have to decide who
can make a lot of money at the bottom of the you are and whom you serve. It’s very much
pyramid. The only company that I know that the Warren Buffett model of running a company,
really makes a fortune is Unilever. It is one which is to delay or reduce spending and focus
of the most profitable and most interesting in on delivery of a very successful pricing
companies in the world, but a very unique formula. That’s one way. The other way is to
company. The vast majority of the companies turn up the heat on innovation and to think
about the emotional characteristics of consumer
selling bottom of the pyramid goods in China
needs and to give them goods that they can
are breaking even or only slightly profitable.
crave, goods that will allow them to celebrate
This phenomenon of the middle class is a global their lives and celebrate their success.
phenomenon. It is largely in the western world
reIbsteIn: I think that this is a very compelling
where you have those who have earned their
story. Any final thoughts?
way to higher incomes through education. This
was an important finding in both Trading Up and sIlversteIn: I think the most important thing
Treasure Hunt, that education is the primary is the optimism and sense of success that
driver of real income growth. And you have consumers feel as a result of this phenomenon.
populations that are savvy and sophisticated And you don’t see this very much in the popular
about buying products. They are the kind of press. If you read the New York Times you may
people who go to the internet and research think that Americans are angry and dissatisfied
products before they buy them. with their lives and they don’t save a dime. I
think that our research actually says that they
In fact, we see the emergence of what we call are really very optimistic about the future.
the SKU buyer. These consumers are buying
a specific stock-keeping unit, and they are In the book, we have a character named Sarah.
looking to acquire it at the lowest possible Sarah has a propensity to drop into tears
in a second. But we spent about 14 hours
price. They know they want to buy a BMW
interviewing her and watching her in her home.
330I, its product characteristics, what attracts
She is an incredibly devoted mother, loves her
them to the car, and what their current car is
three girls, loves her husband, and is happy
worth. When they go to the dealer, they have
in her suburban life. She thinks that all of the
a print-out that they show the salesperson and
three girls are going to be college educated and
they tell him, “This is the price.”
will go on to graduate school. They will have
This is happening all over the world; it is not come from a home where there’s a lot of love
and lots of support. If there is anything that the
only a U.S. phenomenon. In Mexico, 2 percent
girls really need they will get it. And this is on
to 5 percent of the population has some money
the combined income of her and her husband.
to spend on highly branded new luxury goods;
they’re doing it, it’s a nice little market, and He is a school teacher, and she is a part-time
it’s grown rapidly. And I believe that over the nurse, and their combined family income is
next 20 years it will grow dramatically. You’re right around $100,000. They live in a house
going to see consumers move from very low- that has a $325,000 value, and they have
subsistence incomes to low-cost incomes and a $240,000 mortgage—but they make the
you’ll see a tremendous boom in the middle budget balance every month. They go on
market in Mexico, for example. vacations, they buy things, they buy durable
goods, and they keep their cars in good
reIbsteIn: This is basically my last question. repair. He has a couple of hobbies. I think that
Are you going to end up suggesting that what Treasure Hunt is a celebration of how happy
companies need to do is that they need to be and fulfilled the low-cost consumer is. And you
developing products for the tails? Is that where don’t read about that, you don’t get that sense.
the growth is, sort of the phenomena of what In fact, they view themselves as in the driver’s
you described that PG is doing? seat and in charge. ■
1 Wharton on Marketing ■ Determining and Measuring Your Strategy, Vol. 1
16. reported business events, says Zhang.
” Color TVs
“They are good at it. In the past 10 years,
what triggered [the price wars] is the fact Zhang and Zhou chose examples from China’s
that the markets in China are growing. color TV and microwave oven industries to
This business environment provides many analyze price war strategies. The goal was to
profitable opportunities for [companies] answer these questions:
to engage in price wars and to hone their
■ How do Chinese companies assess their
skills. In a growing market, there are all
different companies competing—some good, business environment to identify the
some bad—and the industry finds a way to opportunity for a price war? This question
consolidate. The only way to do that is a price assumes that they do not just randomly start
war, where you bring down the prices and a price war.
squeeze out the inefficient [companies].”
■ How do they decide whether and when to
But the Western market is a more mature start a price war?
market, offering what Zhang calls “oligopolistic
■ How do Chinese companies prepare for and
competition among mostly equals.” In lieu
of price wars, this so-called mature market execute such a war?
“encourages more finesse in devising marketing
According to Zhang and Zhou, China’s color TV
strategies, which may help explain why price
”
industry was highly fragmented in early 1996,
wars are so frowned upon.
with more than 130 manufacturers. Only 12 had
When it comes to customers’ price sensitivity in annual sales of more than half a million units,
a price war, the Holy Grail would be customers and only four had annual sales of more than one
who are extremely price sensitive—and million units. On average, most manufacturers
therefore more likely to respond quickly to sold less than 120,000 sets. “They all slogged
dropping prices. “Chinese consumers are very along because a vast majority of these
price sensitive, says Zhang. “When you lower
” companies were owned by local governments
a price, you make more sales, a lot more sales. and they were protected in their local markets.
In China, anytime you lower the price a little bit, Thus, there was very little room for any
you do draw a larger buying audience. ” ambitious Chinese company to expand their
sales and to achieve scale economies through
market entry or mergers and acquisitions, the
”
The Western market “encourages authors say. Also, China’s TV market was a
more finesse in devising marketing “two-tier market.” Foreign brands served the
strategies,” which may help explain high-end market and held a dominant position in
China; local brands competed with each other in
why price wars are so frowned upon. the low-end market.
A company called Changhong, led by CEO Ni
Consumers in U.S. markets, however, are not as
Runfeng, was considered the largest and most
price sensitive, he says. “I think the U.S. market
efficient color TV producer in China, with 17
is more layered. When you lower the price, you
production lines and a manufacturing capacity
gain some sales” but not on the scale triggered
that was at least double that of the next-
by the price-sensitive Chinese consumers.
largest one. Changhong was also the largest
Understanding the price war mentality is manufacturer of many key TV components—
important not only for Western companies who plastic injections, electronic components, and
compete with Chinese companies and products remote controls—which would turn out to be a
on their own turf but for companies who do key factor in the company’s strategy. Another
business in China. “One must understand factor was Changhong’s location in Sichuan,
how Chinese companies use price wars as a less-developed region in China that offered
a strategic weapon to be able to see them cost advantages to the company. This resulted
coming, to fight price wars effectively, or to in a 20-percent net profit margin for the TV
avoid them altogether, the researchers write.
” manufacturer that was far above most of its
domestic rivals.
1 Wharton on Marketing ■ Determining and Measuring Your Strategy, Vol. 1
18. households were ready to modernize their the price wars began, the microwave oven
kitchens. Galanz “estimated that significant price
” was considered a luxury good. Only well-
reductions would increase sales by about 100 to-do families had a microwave oven in the
percent. In addition, Galanz was looking after its
” kitchen. Then, after a few rounds of price wars,
future, hoping that a price war would consolidate everyone has a microwave oven.”
the industry by weeding out the smaller players
“before they had a chance to grow. ” The Incremental Breakeven Analysis
Finally, a well-planned and executed price war (IBEA)
could significantly benefit Galanz in terms
Using these two examples, Zhang and Zhou
of establishing its cost advantages in the
developed a formula to help companies plan
marketplace. How? By cutting its prices, Galanz
and execute a price war. The formula helps
would substantially increase it sales and take
determine the break-even sales price point and
customers away from weak competitors;
important variables necessary to initiate a price
this would then help Galanz reduce its unit
war, including the size of the price cut and the
cost through scale economies in “production,
reduction in marginal costs relative to the price
distribution, and components sourcing, which,
reduction. Called the Incremental Breakeven
in turn, would make the price cut more
Analysis (IBEA), the formula shows that price
profitable in the first place.
”
wars are not driven by luck but are the result of
Galanz went into the price war with ample careful planning and execution, Zhang says. “As
supplies, running its production lines on a three- with any other business strategy, the usefulness
shift, 24-hours-a-day schedule 2 months before of price wars depends on the circumstances. ”
it launched the first price war in August, an
By plugging the numbers from the Galanz price
off-peak selling season that took the market by
war into the IBEA formula, Zhang and Zhou
surprise. “You have to pay attention to the tell-
argue that “initiating the price war was the
tale signs of price war, says Zhang. “When the
”
rational thing to do… The value of IBEA goes
competition is thinking of initiating one, they
far beyond that simple calculation, of course.
have to do preparation—accumulate inventory,
Some rigorous analyses of the formula will help
ramp up production, work on distribution
us to understand the incentives facing a firm in
channels—because they need to make sure
initiating a price war.”
they have the products to occupy the market
when the price goes down. ” The formula also helps explain why more
mature markets in the U.S. don’t start as
The strategy worked during five different price
many price wars—although Zhang did point
wars. Sales increased, unit prices dropped,
out that there have been recent price wars
profits climbed. Key to the company’s success
in the airline and computer industries, with
was “a simple and systematic way of setting
its price to drive volume, says Zhang. “It set
” mixed results. While the computer price wars
its price at the break-even level for its nearest seem successful, the price wars in the airlines
competitors. During the price wars, Galanz’s industry “have had a disastrous result. No one
price would even go significantly lower than this is making money, though that has begun to be
break-even point. Using this strategy, Galanz resolved as the industry consolidates and the
always made rivals reluctant to cut prices, and number of companies that compete is reduced.”
thus it always stayed ahead of competition in Or, as Zhang and Zhou note in their paper: “A
capturing more volume. ” firm can gain a larger market share when less
cost-effective firms in an industry are weeded
Key to any price war is “lowering your prices out. A price war will put strains on all firms in
in a substantial way, adds Zhang. “When you
” an industry. However, less-efficient firms will
actually use the price as an instrument, you buckle first, and surviving firms will fatten their
have to lower it 10 percent to 20 percent, a market shares.”
substantial gap. Lowering it 1 percent or 2
percent? No one will say you have a price war.” A price war does not necessarily have to be
a long one. “A ‘shock and awe’ strategy can
Ultimately, price wars can change the quickly convince an inefficient rival to get out
consumer landscape. Says Zhang, “When of the way, as any resistance is either futile or
1 Wharton on Marketing ■ Determining and Measuring Your Strategy, Vol. 1
20. Marketing Metrics and Financial Performance
when compAnIes tAlk about marketing these metric, is that of market share. In fact, we see
days, topics of conversation include promotional often companies looking closely at their market
strategy, advertising, and distribution; customer share, evaluating how they are performing,
perception; market share; competitors’ power; and in some cases looking at market share
margins and pricing; products and portfolios; more than profitability, because the profitability
customer profitability; and sales forces and may be affected by things exogenous to the
channels. How does a company measure the company, such as what’s going on in the
effectiveness of the various components of its economy. But we often look at market share
marketing strategy? What metrics are most based on how we are doing relative to our
effective, and how can these help maximize competitors. The way it’s sometimes misused
profits? In an interview with Knowledge@ is, on the surface it seems that market share
Wharton, Marketing Professor David Reibstein, is very clearly defined. But we may be talking
coauthor (with Paul Farris, Neil Bendle, and about dollar market share, our share of the
Phillip Pfeifer) of the book Marketing Metrics: revenue from the industry, and someone else
50+ Metrics Every Executive Should Master might be talking about unit market share, our
(Wharton School Publishing), talks about the share of the units being sold.
pros, cons, and tradeoffs associated with metrics.
Secondly, when you think about market share,
there’s a numerator, which is our sales, and
the denominator being industry sales. But
knowledge@whArton: First of all, who is
the question is, what are we defining as the
this book written for? industry? If you’re in the printer business, the
dAve reIbsteIn: It’s written first and foremost
computer printer business, you might think of
for marketing managers. But the reality is that “my market share of all printers, but you may
”
almost every executive in a company needs be dealing with a competitor that is looking
to be aware of these particular measures…. at your market share of the inkjet or laserjet
We need to make sure that we have a good printer business. So not all market shares are
understanding of these measures that we’re the same. It’s interesting. One would think
gathering, including some of the flaws in that market share, by definition, must add to
how they might be measured and some of 100 percent. And the answer is, they do if we
the alternate interpretations. This is relevant all have the same denominator. When I say
for others in the organization who aren’t in “must add to 100, I mean, “must add to 100
”
marketing, because we may find marketing says across all competitors.” But, again, it depends:
something about what our market share is, or Are we talking about the same overall market?
what our margins are, and we’re communicating So, for example, Coca-Cola might want to
in those marketing terms, [so] we need to make look at their market share of the carbonated
sure we understand what it is that is really soft drink market, or they might want to look
being said about the status of the firm. at their market share of the liquid consumer
market. And those are going to give you
knowledge@whArton: You referred to the entirely different numbers. And while they’re
way in which companies use these metrics. looking at, say, total liquids consumed, it may
Could you give us any examples of the way be that Pepsi is looking at the carbonated soft
in which companies might sometimes misuse drink market, and so [they are] comparing
these metrics, or they get the metrics wrong, different things.
or use them to draw their own conclusions?
knowledge@whArton: The title of your book
dAve reIbsteIn: Well, one example, and is 50+ Metrics Every Executive Should Master.
perhaps the most commonly used marketing But what exactly qualifies as a metric, and what
0 Wharton on Marketing ■ Determining and Measuring Your Strategy, Vol. 1