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COMPETITOR COMPETITOR ANALYSISANALYSIS
COMPETITORSCOMPETITORS
TESCO’S COMPETITORSTESCO’S COMPETITORS
Asda
Sainsbury Morrison SparAldi
Marks and Spencer
LlydlNetto
COMPETITORSCOMPETITORS BRITISH AIRWAYS COMPETITORSBRITISH AIRWAYS COMPETITORS
Easy jet RyanairAirFrance
Lufthansa
Virgin
Emirates
Swiss
COMPETITORSCOMPETITORS FORD MOTOR COMPETITORSFORD MOTOR COMPETITORS
Mercedes RoverHonda Jaguar BMW Toyota
Opel
COMPETITORSCOMPETITORS ADDIDAS COMPETITORSADDIDAS COMPETITORS
PUMANIKE Le coq Sportif
JJB
UMBRO
COMPETITORSCOMPETITORS NOKIA MOBILE PHONENOKIA MOBILE PHONE
Sony EMotorola
LG Samsung VirginPanasonic
Siemens
Philips
COMPETITORSCOMPETITORS
SONY ELECTRONICSSONY ELECTRONICS
PanasonicSharp LG
Philips
COMPETITORSCOMPETITORS CHELSEA FOOTBALL CLUBCHELSEA FOOTBALL CLUB
Bolton FC
ManchesterUnited FC
ArsenalFC
LiverpoolFC
ReadingFC
TottenhamFC
BlackburnFC
MiddlesbroughFC
Manchester CityFC
COMPETITORSCOMPETITORS COCA COLACOCA COLA
Pepsi coFanta
NEXT
Debenhams
House of Fraser Marks and Spencer
Boots
WHAT YOU SHOULD KNOW AT THE WHAT YOU SHOULD KNOW AT THE END OF THIS LESSONEND OF THIS LESSON
What is competition?What is competition? Who is a competitor?Who is a competitor? Against whom are we competing?Against whom are we competing? What Strengths and Weaknesses do they possess?What Strengths and Weaknesses do they possess? What are your competitors objectives?What are your competitors objectives? What strategies are they pursuing and how successful are What strategies are they pursuing and how successful are
they?they? How are they likely to behave and, in particular, how are How are they likely to behave and, in particular, how are
they likely to react to offensive moves?they likely to react to offensive moves? Competitive Relations EvaluationCompetitive Relations Evaluation How to identify competitor’s objectivesHow to identify competitor’s objectives Competitive ResponsesCompetitive Responses Competitive Information SystemCompetitive Information System
COMPETITOR ANALYSIS: STETP 1COMPETITOR ANALYSIS: STETP 1The strength of the competitor’s positioning The strength of the competitor’s positioning What market share does each competitor What market share does each competitor
have?have?How strong is each competitor’s imageHow strong is each competitor’s imageWhat is their position within the trade?What is their position within the trade?Is there a particular focus in certain markets?Is there a particular focus in certain markets?
The strength of the competitive offeringsThe strength of the competitive offerings In relative terms, how good is each element of In relative terms, how good is each element of each competitor’s marketing mix?each competitor’s marketing mix?How satisfied is each competitor’s customer How satisfied is each competitor’s customer base.base.What levels of customer loyalty exist?What levels of customer loyalty exist?How satisfied are each competitor’s distributorsHow satisfied are each competitor’s distributors
The strength of the competitors’ resourcesThe strength of the competitors’ resources How profitable is each competitor?How profitable is each competitor?What is the size of each firm’s resource base?What is the size of each firm’s resource base?How big and efficient is the production base?How big and efficient is the production base?How fast and effective are the product How fast and effective are the product development processes?development processes?
Understanding the competitors’ strategiesUnderstanding the competitors’ strategies What is each competitor’s strategic intent?What is each competitor’s strategic intent?What are their actions and probable reactions?What are their actions and probable reactions?
COMPETITOR ANALYSIS: STEP 2COMPETITOR ANALYSIS: STEP 2Competencies/capabilities Competitors’ positionCompetencies/capabilities Competitors’ position Com1 Com2 Com3 Com4 Com5Com1 Com2 Com3 Com4 Com5Competitive stance Competitive stance Price levelsPrice levelsBrand recognitionBrand recognitionDistribution networkDistribution networkAfter sales serviceAfter sales servicePromotion/public relationsPromotion/public relationsStrategic focus5Strategic focus5Manufacturing skills Manufacturing skills Financial stabilityFinancial stabilityTechnology skills Technology skills New product innovationsNew product innovationsStrong/high Above average Average Less Average WeakStrong/high Above average Average Less Average Weak
Q. You work as the Q. You work as the
COMPETITOR ANALYSISCOMPETITOR ANALYSIS
EVALUATING COMPETITIVE EVALUATING COMPETITIVE LEADERSHIP AND ANALYSING LEADERSHIP AND ANALYSING HOW ORGANISATIONS HOW ORGANISATIONS COMPETECOMPETEIn essence, five types of relationship can develop In essence, five types of relationship can develop
between an organisation and its competitors:between an organisation and its competitors: ConflictConflict CompetitionCompetition CoexistenceCoexistence CooperationCooperation CollusionCollusion
COMPETITORS COMPETITORS OBJECTIVES:OBJECTIVES:
To be the dominant businessTo be the dominant business To make more profit, sales and market shareTo make more profit, sales and market share To perform better than other rivalsTo perform better than other rivals To get more customers than their counterpartsTo get more customers than their counterparts To be an outstanding business To be an outstanding business To grow faster than other businessesTo grow faster than other businesses To be the market leaderTo be the market leader
COMPETITOR INTELLIGENCE COMPETITOR INTELLIGENCE SYSTEMSYSTEM
Desk research Databases
Internal Information
Market research
Industry analysis
Industry mapping
Critical success factors
Competitive profilling
Special Competitor studies
Value chain analysis
Benchmarking
Building competitive advantage
CRITICAL SUCCESS CRITICAL SUCCESS FACTORS.FACTORS.
MARKETING MIXMARKETING MIX STRATEGIESSTRATEGIES OBJECTIVESOBJECTIVES MISSIONMISSION ENVIRONMENTAL ANALYSISENVIRONMENTAL ANALYSIS SWOT ANALYSISSWOT ANALYSIS IMPLEMENTATIONIMPLEMENTATION MONITOR AND CONTROLMONITOR AND CONTROL
ASSIGNMENT – ASSIGNMENT – BENCHMARKING:BENCHMARKING:You are the Managing Director of Morrison andYou are the Managing Director of Morrison and
you want to improve on your business. One ofyou want to improve on your business. One of
your strategy to improve is to carry outyour strategy to improve is to carry out
benchmarking exercise. Please state below howbenchmarking exercise. Please state below how
you will carry out the benchmarking exercise:you will carry out the benchmarking exercise:
Factors to Factors to considerconsider
MorrisonMorrison TescoTesco
Market shareMarket share
PricesPrices
ProfitProfit
SalesSales
ServicesServices
StrategiesStrategies
ObjectiveObjective
MissionMission
StaffStaff
BENCHMARKING: You can use criteria such as BENCHMARKING: You can use criteria such as : : Good, bad, Good, bad, average, high, low, bad, excellent, no comment.average, high, low, bad, excellent, no comment.Factors to considerFactors to consider MKET CollegeMKET College Dudley College or any other Dudley College or any other
college of your choicecollege of your choice
CoursesCourses
FeesFees
No of StudentsNo of Students
Customer ServiceCustomer Service
Library & resourcesLibrary & resources
ComputersComputers
Other facilitiesOther facilities
LecturersLecturers
ClassroomsClassrooms
OrganisationOrganisation
COMPETITORSCOMPETITORS
STRONG COMPETITORSSTRONG COMPETITORS WEAK COMPETITORSWEAK COMPETITORS
COMPETITORSCOMPETITORS
CLOSE COMPETITORSCLOSE COMPETITORS DISTANT COMPETITORSDISTANT COMPETITORS
COMPETITORSCOMPETITORS
GOOD COMPETITORGOOD COMPETITOR BAD COMPETITORBAD COMPETITOR
COMPETITORSCOMPETITORS
DirectDirect IndirectIndirect
PORTER’S FIVE FORCE MODEL PORTER’S FIVE FORCE MODEL OF THE COMPETITIVE OF THE COMPETITIVE ENVIRONMENTENVIRONMENT
MICHAEL PORTER’S FIVE FORCE MICHAEL PORTER’S FIVE FORCE ANALYSIS OF THE COMPETITIVE ANALYSIS OF THE COMPETITIVE STRUCTURESTRUCTURE
Competitive Rivalry
Potential entrants
Suppliers Buyers
Substitutes
Bargaining
Power
Threat of entrants
Bargaining
Power
Threat of substitutes
Source: Exploring Corporate Strategy by Garry Johnson and Kevan ScholesAdapted from M. Porter, Competitive Strategy, Free Press,1980, p. 4.
PORTER’S VALUE CHAINPORTER’S VALUE CHAIN
Porter’s Value ChainPorter’s Value ChainFirm infrastructure
Technology developmentHuman resource management
Procurement
Inbound Operations Outbound ServiceLogistics Logistics
Marketing and sales
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WHAT COMPANIES NEED TO WHAT COMPANIES NEED TO KNOW ABOUT OTHER KNOW ABOUT OTHER COMPETITORSCOMPETITORS
SalesSales CustomersCustomers ProductsProducts Advertising and promotionAdvertising and promotion Distribution and sales forceDistribution and sales force PricePrice FinanceFinance Management Management Other information needed.Other information needed.
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