pp03

Marketing Strategy
& Competitive Positioning

6th edition
Part 2
Competitive
Market Analysis
Chapter 3
The Changing Market
Environment
Copyright © 2017, 2008, 2003 Pearson education, Inc. All Rights Reserved
Macroenvironmental Analysis
1. Change in business environment and be in

position to respond
2. Alert that nature of change facing
organizations is changing
• Examine macroenvironment impact on

marketing strategies
– PEST or PESTEL analysis
Figure 3.1
PEST analysis of the macroenvironment
Figure 3.3
The economic and political environment
PEST analysis of the macroenvironment
• Economic: • Political
– Economic shocks – Political shocks
• Asia Financial crisis 97- • Arab Spring
98 • North Korea
• Global Financial • Geopolitics of US and
Meltdown 2008-2009 the rest of the world
• Rise of China as
supereconomic power
• Rise of BRIC
• BREXIT
• Protectionism & Trade
war bet US & China
Figure 3.4
The social and cultural environment
The Technological environment
• Innovation vs Invention
– Internet of Things
• Artificial Intelligence
• Big Data Analytics
• Supercomputers
Impact of PEST/PESTEL on
Marketing
• Changes in marketing infrastructure &
practices:
– Globalization of markets vs deglobalization
affect marketing mix strategies
– Sophisticated consumers & distinct market
segments affect Segmentation & Positioning
– Role of marketing to long term CRM
– Role of IT affect how markets & orgs work
– Development of network orgs – strategies
alliances, partnerships, vertical integration
Impact of PEST/PESTEL on
Marketing
• New marketing strategies for orgs to cope/match with
changing macroenvironments:
– Develop sustainable competitive advantage – learn
fast & adapt quickly
– Market-oriented – straying close to customers,
understand consumer needs
– Manage org’s resources, assets & capabilities to
deliver superior customer value
– Shift form transaction-based marketing to relationship
marketing – manage customer loyalty, retention
– Practise multi-mode marketing – intense, less intense,
arm’s length customer relationship building strategies
depending on long term value
Figure 3.5
The shift in strategy for delivering shareholder
value
Source: Adapted from Sheth (1994).
Marketing Strategies
• Global positioning – focus • Mass customisation –
on globalization & core achieve economies of
competencies scale but also meet
• Master brand – brand individualized customer
identity needs
• Integrated enterprise & • Breakthrough technology
end-user focus – manage – new technology, new
people, processes products development
infrastructure to deliver
value to end user
• Best-in-class processes –
deliver service excellence
Market-based Strategy
• Markets shape • Strategic alliances –
business strategy – collaboration &
markets determine partnership among
business operation orgs (vs traditional
• Networks of competition)
interlinked product • Balance scorecard –
mkts – product mkts evaluate benefits
moving into new lines delivered to
of business stakeholders
• Move from functions
to processes – going
to market process Copyright © 2017, 2008, 2003 Pearson education, Inc. All Rights Reserved
Porter’s Five Forces Model of
Industry Competition
• Determine competition at each SBU
• Identify key competitive factors of each SBU in
a particular industry
• Useful framework for assessing factors that
drove competition
• Suggest ways to help players – current orgs,
suppliers & buyers seek to alter balance of
power and improve competitive position
Five Forces Driving Competition
Competitiveness Drivers
• High levels of competition exist when:
– Little differentiation between market offers
– Industry growth rates are low
– High fixed costs need to be recovered
– High supplier switching costs
– Low buyer switching costs
– Low entry barriers
– High exit barriers
The product life cycle (PLC)
• An insightful tool into an industry's competitive
environment and market dynamics
• Features of PLC:
– All products have a limited life span
– PLC follow more or less predictable patterns or
phases
– Market conditions, opportunities and
challenges vary over the life cycle
– Strategies need to adapt over the life cycle
Figure 3.7
The product life cycle
4 stages of PLC
Figure 3.8
Airbus A380’s development costs were €11bn!
Source: Alamy Images: vario images GmbH&Co.KG
Figure 3.9
Sales of iPods – growth stage
Source: iPodlounge.com. Data are for every two months from November 2001 to May, 2004. Thus 11 is November 2001, 1.02 is January 2002 etc.
Figure 3.10
US car sales – maturity stage

pp03

Diunggah oleh

Informasi Dokumen

Judul Asli

Hak Cipta

Format Tersedia

Bagikan dokumen Ini

Bagikan atau Tanam Dokumen

Opsi Berbagi

Apakah menurut Anda dokumen ini bermanfaat?

Apakah konten ini tidak pantas?

Hak Cipta:

Format Tersedia

pp03

Diunggah oleh

Hak Cipta:

Format Tersedia

Marketing Strategy

& Competitive Positioning

1. Change in business environment and be in

• Examine macroenvironment impact on

Source: Adapted from Sheth (1994).

Source: Alamy Images: vario images GmbH&Co.KG

Anda mungkin juga menyukai