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Competitive market position. Adapted from : Philip S. Nitse, Ph.D. Professor & Chair Department of Marketing. FM : Anis Gunawan,MM [email protected] Philip S. Nitse, Ph.D. Professor & Chair Department of Marketing. Western Approach to Strategy. Find Strengths to Match Opportunities

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Adapted from philip s nitse ph d professor chair department of marketing

Competitive market position

Adapted from :

Philip S. Nitse, Ph.D.

Professor & Chair

Department of Marketing

FM : Anis Gunawan,MM

[email protected]


Adapted from philip s nitse ph d professor chair department of marketing

Philip S. Nitse, Ph.D.

Professor & Chair

Department of Marketing


Western approach to strategy

Western Approach to Strategy

  • Find Strengths to Match Opportunities

  • “The most profitable match of company strengths with opportunities presented by the marketplace which would provide long-term advantage.”


Porter s model

Porter’s Model

  • Competitive Advantage:

    Creating and Sustaining Superior Performance,

    Michael E. Porter, Free Press, 1985


Kotler model

Kotler Model

  • Market Leader

  • Market Challenger

  • Market Follower

  • Market Nicher

PS

Jolt

Kotler, 1996


Market leader strategies

Market Leader Strategies

JJ

  • Expanding the Total Market

    • New Users(J&J Baby Shampo)

    • New Uses(Arm&Hammer)

    • More Usage(Michelin Guide)

  • Protecting Market Share


Protecting market share

Protecting Market Share

  • Position Defense (Coke, hotel)

  • Flanking Defense (subcompacts)

  • Preemptive Defense (Cummins)

  • Counteroffensive Defense (Kodak)

  • Mobile Defense (Strategic depth)

  • Contraction Defense (shoot dogs)

Kodak


Adapted from philip s nitse ph d professor chair department of marketing

Strategic Market Planning

Defensive Marketing Strategies

2.Pertahanan

“Samping”

Yang

diserang

6.Pertahan-

an mundur

Penyerang

3. Pertahanan

“ Inisiatif lebih dulu”

4. Pertahanan

“ membalas”

1.Posisi

Bertahan

5. Pertahanan

“Berpindah-pindah”

SC


Market challenger strategies

Market Challenger Strategies

  • Frontal Attack (Unilever)

  • Flanking Attack (PepsiCo)

  • Encirclement Attack (Seiko)

  • Bypass (Minolta)

  • Guerrilla Attack (Formula 409)

Pepsi


Adapted from philip s nitse ph d professor chair department of marketing

Strategic Market Planning

Offensive Marketing Strategies

4.Penyerangan

“Tidak Langsung”

2.Penyerangan

samping

Penyerang

Yang

diserang

5. Penyerangan

Gerilya

1. Penyerangan

Frontal

3. Penyerangan

melingkar

Alex


Market follower strategies

Market Follower Strategies

  • Cloner

  • Imitator

  • Adapter

M


Market nicher strategies

Market Nicher Strategies

  • Low Volume, High Margin

  • Specialization

    • End-Use

    • Vertical-Level

    • Customer-size

    • Specific-customer

    • Geographic

    • Product or feature

    • Quality-price

    • Service


Sun tzu model

Sun Tzu Model

  • Bingfa

  • 400 B.C.

  • Sun Tzu, philosopher and then general during the Age of the Warring States

  • Not translated into western language until 1772


Sun tzu s art of war bingfa

Sun Tzu’s Art of War (Bingfa)

  • Moral Cause

  • Leadership

  • Temporal Conditions

  • Terrain of Battlefield

  • Organization and Discipline

  • Espionage


Sun tzu six strategic principles

Sun Tzu SixStrategic Principles

  • Win All Without Fighting

  • Avoid Strength, Attack Weakness

  • Deception and Foreknowledge

  • Speed and Preparation

  • Shape Your Opponent

  • Character-Based Leadership


Western

Western

  • No western equivalent

  • Political administration

  • Scientific management

  • Military history

  • influence of probability


Compromise vs aggression

Compromise vs. Aggression

  • Offensive

  • Moderation

  • Compromise

  • Force only one choice of tactics


Fit vs aspiration disparity

Fit vs. “Aspiration Disparity”

  • Fit, Role, Matching

  • Enough resources to do the job? vs.

  • Resource mismatch

  • Mental will-power

  • “Either or”


Western vs eastern

Maintaining strategic fit

Searches for advantages that are inherently sustainable

Searches for niches or does not challenge entrenched competitor

Leverages resources

Emphasizes accelerated Organizational Learning to build new advantages

Produces quest for new rules to devalue incumbent's advantages

Westernvs.Eastern


Adapted from philip s nitse ph d professor chair department of marketing

Westernvs.Eastern

Seeks to reduce financial risk by building balanced portfolio of SBU’s

Resources are allocated to product-market units

Each SBU is assumed to have all the critical skills it needs to be successful

Reduce competitive risk by ensuring a well-balanced and sufficient portfolio of advantages

Investments made to core competencies as well as product-markets

Core competencies span SBU’s


Adapted from philip s nitse ph d professor chair department of marketing

Westernvs.Eastern

Top management manages profitability of SBU portfolio

Corporate consistency comes from adherence to financial objectives

Management assures that plans of SBU’s don’t undermine future developments which support Strategic Intent

Business function consistency comes from allegiances to intermediate-term challenges with lower level employees encourages to invent ways to meet challenges


Treacy wiersema model

Treacy & Wiersema Model

The Discipline of Market Leaders:

  • Choose Your Customers,

  • Narrow Your Focus,

  • Dominate Your Market,

    Michael Treacy & Fred Wiersema, Addison-Wesley, 1995


Adapted from philip s nitse ph d professor chair department of marketing

Treacy & Wiersema Model

1. Operational Excellence

2. Product Leadership

3. Customer Intimacy

Intel


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