Ppt10
-
Upload
karthik-yadav -
Category
Business
-
view
41 -
download
0
Transcript of Ppt10
![Page 1: Ppt10](https://reader036.fdocuments.net/reader036/viewer/2022062703/5554a59db4c90502618b4e42/html5/thumbnails/1.jpg)
Strategies for Mature Markets
PPT10Prof. S.Venkat
![Page 2: Ppt10](https://reader036.fdocuments.net/reader036/viewer/2022062703/5554a59db4c90502618b4e42/html5/thumbnails/2.jpg)
Discussion Question
1. What are some the characteristics of the transition period [shakeout or competitive turbulence]?
![Page 3: Ppt10](https://reader036.fdocuments.net/reader036/viewer/2022062703/5554a59db4c90502618b4e42/html5/thumbnails/3.jpg)
• Excess Capacity– Expansion plans eventually overshoot market
demand• More Intense Competition– Battle for increased volume and market share
• Difficulty Maintaining Product Differentiation– Weakening brand preference
• Distribution Problems– Channel members may reduce the number of brands
they carry as sales diminish• Pressures on Prices and Profits– Prices decrease and profit margins are squeezed.
![Page 4: Ppt10](https://reader036.fdocuments.net/reader036/viewer/2022062703/5554a59db4c90502618b4e42/html5/thumbnails/4.jpg)
Discussion Question
2. What are some common strategic traps during market shakeouts?
![Page 5: Ppt10](https://reader036.fdocuments.net/reader036/viewer/2022062703/5554a59db4c90502618b4e42/html5/thumbnails/5.jpg)
• What are some common strategic traps during market shakeouts?– Failure to anticipate transition from growth to
maturity– No clear competitive advantage– Assumption that an early advantage will insulate
the firm from price or service competition– Sacrificing market share in favor of short-run
profit
![Page 6: Ppt10](https://reader036.fdocuments.net/reader036/viewer/2022062703/5554a59db4c90502618b4e42/html5/thumbnails/6.jpg)
![Page 7: Ppt10](https://reader036.fdocuments.net/reader036/viewer/2022062703/5554a59db4c90502618b4e42/html5/thumbnails/7.jpg)
Discussion Question
3. What are the keys to surviving shakeouts as markets mature?
![Page 8: Ppt10](https://reader036.fdocuments.net/reader036/viewer/2022062703/5554a59db4c90502618b4e42/html5/thumbnails/8.jpg)
• Two keys to surviving shakeouts• Sustain your competitive advantage (low
cost or differentiation), customer satisfaction and loyalty
• Pursue growth opportunities that arise as market and competitive conditions change
![Page 9: Ppt10](https://reader036.fdocuments.net/reader036/viewer/2022062703/5554a59db4c90502618b4e42/html5/thumbnails/9.jpg)
Discussion Question
4. In mature markets with many competitors, what business strategies are most successful?
![Page 10: Ppt10](https://reader036.fdocuments.net/reader036/viewer/2022062703/5554a59db4c90502618b4e42/html5/thumbnails/10.jpg)
• Both analyzer and defender strategies may be appropriate for units with leading, or at least a profitable share of one or more major segments in a mature industry.
• Analyzer Strategy–Most appropriate for developed
industries that are still experiencing some technological change and may have opportunities for continued growth.
![Page 11: Ppt10](https://reader036.fdocuments.net/reader036/viewer/2022062703/5554a59db4c90502618b4e42/html5/thumbnails/11.jpg)
• Defender Strategy–Works best in industries where the basic
technology is not very complex or is unlikely to change dramatically in the short run.
• Both analyzer and defenders can attempt to sustain competitive advantage in established product markets.– Through differentiation of their product
offering (using superior quality or service)– Through maintaining a low-cost position.
![Page 12: Ppt10](https://reader036.fdocuments.net/reader036/viewer/2022062703/5554a59db4c90502618b4e42/html5/thumbnails/12.jpg)
Discussion Question
5. In mature markets with many competitors, how can one maintain a differentiated position?
![Page 13: Ppt10](https://reader036.fdocuments.net/reader036/viewer/2022062703/5554a59db4c90502618b4e42/html5/thumbnails/13.jpg)
![Page 14: Ppt10](https://reader036.fdocuments.net/reader036/viewer/2022062703/5554a59db4c90502618b4e42/html5/thumbnails/14.jpg)
Methods of Differentiation
• Product quality• Functional performance• Durability• Conformation to specifications• Features• Reliability• Serviceability• Fit and finish• Quality reputation of the brand name
![Page 15: Ppt10](https://reader036.fdocuments.net/reader036/viewer/2022062703/5554a59db4c90502618b4e42/html5/thumbnails/15.jpg)
![Page 16: Ppt10](https://reader036.fdocuments.net/reader036/viewer/2022062703/5554a59db4c90502618b4e42/html5/thumbnails/16.jpg)
Methods of Differentiation• Service Quality
• Reliability• Responsiveness• Empathy• Assurance
![Page 17: Ppt10](https://reader036.fdocuments.net/reader036/viewer/2022062703/5554a59db4c90502618b4e42/html5/thumbnails/17.jpg)
![Page 18: Ppt10](https://reader036.fdocuments.net/reader036/viewer/2022062703/5554a59db4c90502618b4e42/html5/thumbnails/18.jpg)
![Page 19: Ppt10](https://reader036.fdocuments.net/reader036/viewer/2022062703/5554a59db4c90502618b4e42/html5/thumbnails/19.jpg)
![Page 20: Ppt10](https://reader036.fdocuments.net/reader036/viewer/2022062703/5554a59db4c90502618b4e42/html5/thumbnails/20.jpg)
Measure Customer Satisfaction• Measure– Expectations/preferences (importance)– Perceptions on how well the firm is meeting
expectations and preferences. (satisfaction)
![Page 21: Ppt10](https://reader036.fdocuments.net/reader036/viewer/2022062703/5554a59db4c90502618b4e42/html5/thumbnails/21.jpg)
Satisfaction and Importance
Satisfaction
Important
No Yes
Yes Needs attention Keep on
No Don’t Worry Cut Back?
![Page 22: Ppt10](https://reader036.fdocuments.net/reader036/viewer/2022062703/5554a59db4c90502618b4e42/html5/thumbnails/22.jpg)
ANALYSIS
Niceties Fabric color
Annoyances Roominess (rear seat)
Delights Fun to drive Overall handling Vehicle safety
Disgusters Engine Power Transmission Seat comfort
Not Satisfied Satisfied
Important
Not Important
Automobile
Importance / Satisfaction Matrix
![Page 23: Ppt10](https://reader036.fdocuments.net/reader036/viewer/2022062703/5554a59db4c90502618b4e42/html5/thumbnails/23.jpg)
How satisfied are you with:
How important is:
Engine power
Smooth transmission
Rear seat roominess
Fabric color
Overall handling
Fun to drive
Vehicle safety
Seat comfort
![Page 24: Ppt10](https://reader036.fdocuments.net/reader036/viewer/2022062703/5554a59db4c90502618b4e42/html5/thumbnails/24.jpg)
Measure Customer Satisfaction• Value of Loyal Customers– Concentrate purchases (higher volume)
lower selling/distribution costs– Provide positive word of mouth/referrals– May pay premium prices for the value received
![Page 25: Ppt10](https://reader036.fdocuments.net/reader036/viewer/2022062703/5554a59db4c90502618b4e42/html5/thumbnails/25.jpg)
![Page 26: Ppt10](https://reader036.fdocuments.net/reader036/viewer/2022062703/5554a59db4c90502618b4e42/html5/thumbnails/26.jpg)
Discussion Question
6. In mature markets with many competitors, how can one maintain a low-cost position?
![Page 27: Ppt10](https://reader036.fdocuments.net/reader036/viewer/2022062703/5554a59db4c90502618b4e42/html5/thumbnails/27.jpg)
Maintaining a Low-Cost Position
• A no-frills product• Innovative product design• Cheaper raw materials• Innovative production processes• Low-cost distribution• Reductions in overhead
![Page 28: Ppt10](https://reader036.fdocuments.net/reader036/viewer/2022062703/5554a59db4c90502618b4e42/html5/thumbnails/28.jpg)
Discussion Question
7. If you are in a mature market, what are your strategic options for maintaining market share?
![Page 29: Ppt10](https://reader036.fdocuments.net/reader036/viewer/2022062703/5554a59db4c90502618b4e42/html5/thumbnails/29.jpg)
• Fortress defense• Improve customer satisfaction and loyalty• Encourage and simplify repeat purchasing
• Add flanker brands • To fend off aggressive competitors
• Pursue niche strategy• If low share competitor
Strategic Options for Maintaining Share in Mature Markets
![Page 30: Ppt10](https://reader036.fdocuments.net/reader036/viewer/2022062703/5554a59db4c90502618b4e42/html5/thumbnails/30.jpg)
Discussion Question
8. If you are in a mature market, what are your strategic options for growing the market
![Page 31: Ppt10](https://reader036.fdocuments.net/reader036/viewer/2022062703/5554a59db4c90502618b4e42/html5/thumbnails/31.jpg)
Strategic Options for Growing a Mature Market
• Increased penetration: adding new users • Line extensions• Systems selling• Added value services• Expand distribution
• Extended use: adding new uses or increasing frequency of use• Move product inventories closer to point of use• Offer additional package sizes or designs• Sales promotion programs• Line extensions• Develop and promote new uses
![Page 32: Ppt10](https://reader036.fdocuments.net/reader036/viewer/2022062703/5554a59db4c90502618b4e42/html5/thumbnails/32.jpg)
Strategic Options for Growing a Mature Market
• Market expansion: add new geographic or customer segments• Develop a differentiated flanker brand• Develop multiple line extensions• Produce private labels• Design marketing campaigns that address specific
interests of potential customers• Build unique distribution channels• Enter global markets
• Domestic less developed well developed
![Page 33: Ppt10](https://reader036.fdocuments.net/reader036/viewer/2022062703/5554a59db4c90502618b4e42/html5/thumbnails/33.jpg)
![Page 34: Ppt10](https://reader036.fdocuments.net/reader036/viewer/2022062703/5554a59db4c90502618b4e42/html5/thumbnails/34.jpg)
![Page 35: Ppt10](https://reader036.fdocuments.net/reader036/viewer/2022062703/5554a59db4c90502618b4e42/html5/thumbnails/35.jpg)
Discussion Question
9. If you are in a declining market, what are your strategic options and under what circumstances might each option be more likely to succeed?
![Page 36: Ppt10](https://reader036.fdocuments.net/reader036/viewer/2022062703/5554a59db4c90502618b4e42/html5/thumbnails/36.jpg)
Strategic Options for Declining Markets
• Divest or Liquidate (barriers?)• Harvest• Maintenance• Profitable survivor• Niche
![Page 37: Ppt10](https://reader036.fdocuments.net/reader036/viewer/2022062703/5554a59db4c90502618b4e42/html5/thumbnails/37.jpg)
Strategic Options for Declining Markets
• Divest or Liquidate (barriers?)• Sell the business – sooner the better
• Harvest• Maximize short-term cash flow; reduce expenses
to minimum; increase efficiencies
• Maintenance• Maintain share in short term
![Page 38: Ppt10](https://reader036.fdocuments.net/reader036/viewer/2022062703/5554a59db4c90502618b4e42/html5/thumbnails/38.jpg)
Strategic Options for Declining Markets
• Profitable survivor• Increase share of the declining market with an
eye to future profits• Encourage weaker competitors to exit• Become industry leader
• Niche• Focus on strengthening position in one or a
relatively substantial segments with potential for future profits
![Page 39: Ppt10](https://reader036.fdocuments.net/reader036/viewer/2022062703/5554a59db4c90502618b4e42/html5/thumbnails/39.jpg)
39
Six Major Product Deletion Strategies
• Announce deletion decision publiclyDiscontinue the product by holding a public sale of assets (buildings, land, raw materials, work in process, and finished goods).
• Discontinue product, but make no public announcementBid high on quotation requests to avoid getting new orders.
• Become a contract manufacturerDiscontinue sales effort, but keep production facilities. Sell product to wholesalers and retailers as private-label purchases.
![Page 40: Ppt10](https://reader036.fdocuments.net/reader036/viewer/2022062703/5554a59db4c90502618b4e42/html5/thumbnails/40.jpg)
40
• DivestCombine all the operations into a subsidiary; then offer the subsidiary for sale.
• Become a sales agencyDiscontinue manufacturing, Buy the product for resale from a foreign supplier or former competitor, but continue selling operations to satisfy customers.
• Sell Know-howSell machinery, tools, and parts to a firm (domestic or foreign) in a noncompeting or competing area.
Six Major Product Deletion Strategies
![Page 41: Ppt10](https://reader036.fdocuments.net/reader036/viewer/2022062703/5554a59db4c90502618b4e42/html5/thumbnails/41.jpg)
![Page 42: Ppt10](https://reader036.fdocuments.net/reader036/viewer/2022062703/5554a59db4c90502618b4e42/html5/thumbnails/42.jpg)
![Page 43: Ppt10](https://reader036.fdocuments.net/reader036/viewer/2022062703/5554a59db4c90502618b4e42/html5/thumbnails/43.jpg)
![Page 44: Ppt10](https://reader036.fdocuments.net/reader036/viewer/2022062703/5554a59db4c90502618b4e42/html5/thumbnails/44.jpg)
Some Advice for Marketers in Mature Markets
• Don’t give up - think strategically. Most of the world’s leading companies and brands serve mature markets.
• A key imperative: maintain the satisfaction and loyalty of existing customers
• Find avenues for market growth: someone will, so it might as well be you!
![Page 45: Ppt10](https://reader036.fdocuments.net/reader036/viewer/2022062703/5554a59db4c90502618b4e42/html5/thumbnails/45.jpg)
Some Advice for Marketers in Declining Markets
• Again, don’t give up - think strategically. Money can be made in declining markets, depending on market conditions.
• Others’ desire to exit can be your chance to grow, if you believe the market will survive. Look for opportunities to acquire your competitors for little or no cash. This can improve industry attractiveness.