Things i should have learned in marketing jeopardy edition
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Things I should have learned in Marketing: Jeopardy edition . serve as a guide for what the organization wants to accomplish. be “market-oriented” rather than “product-oriented”. be neither too narrow, nor too broad. fit with the market environment. be motivating.

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Things i should have learned in marketing jeopardy edition

Things I should have learned in Marketing: Jeopardy edition







What is a cash cow
What is a Cash Cow has stopped growing


Figure 2-2: has stopped growing

Growth-Share Matrix





What is diversification
What is diversification? has stopped growing


Figure 2-3: has stopped growing

Product / Market Expansion Grid



What is segmenting
What is has stopped growingsegmenting?





What is product positioning
What is product positioning? your product is the ideal product for them







What is product
What is Product? the Marketing mix



What is place
What is Place? marketing mix


Figure 2-6: marketing mix

Managing the Marketing Effort



What is competitive advantage
What is marketing mixcompetitiveadvantage?

  • Would have accepted core competency



What is competitive analysis
What is competitive analysis objectives, strategies, strengths and weaknesses, and reaction patterns; and selecting which competitors to attack or avoid.







What is a strategic group
What is a strategic group? industry

  • Good or bad competitors



What is differentiation
What is differentiation product line and marketing program


Competitive strategies
Competitive Strategies product line and marketing program

  • Basic Winning Competitive Strategies: Porter

    • Overall cost leadership

      • Lowest production and distribution costs

    • Differentiation

      • Creating a highly differentiated product line and marketing program

    • Focus

      • Effort is focused on serving a few market segments



What is operational excellence
What is operational excellence? convenience

  • Basic Competitive Strategies: Value Disciplines

    • Operational excellence

      • Superior value via price and convenience

    • Customer intimacy

      • Superior value by means of building strong relationships with buyers and satisfying needs

    • Product leadership

      • Superior value via product innovation


Figure 18-3: convenience

Hypothetical Market Structure



What is a market leader strategy designed to protect market share
What is a market leader strategy designed to protect market share?

  • Expanding the total demand

    • Finding new users

    • Discovering and promoting new product uses

    • Encouraging greater product usage

  • Protecting market share

    • Manyconsiderations

    • Continuous innovation

  • Expanding market share

    • Profitability rises with market share


  • Option 1: share? challenge the market leader

    • High-risk but high-gain

    • Sustainable competitive advantage over the leader is key to success

  • Option 2: challenge firms of the same size, smaller size or challenge regional or local firms

  • Full frontal vs. indirect attacks




  • Follow the market leader products

    • Focus is on improving profit instead of market share

    • Many advantages:

      • Learn from the market leader’s experience

      • Copy or improve on the leader’s offerings

      • Strong profitability





What is a market nicher
What is a market productsnicher?

  • Serving market nichesmeans targeting subsegments

  • Good strategy for small firms with limited resources

  • Offers high margins

  • Specialization is key

    • By market, customer, product, or marketing mix lines


Game playing industry
Game playing industry products

  • Nintendo

    • Wii hyperlink

  • Microsoft

    • Xbox 360

  • Sony

    • Play Station


Threat of new entry
Threat of New Entry products

  • the existence of barriers to entry

  • economies of product differences

  • brand equity

  • switching costs

  • capital requirements

  • access to distribution

  • absolute cost advantages

  • learning curve advantages

  • expected retaliation

  • government policies


Competitive rivalry
Competitive Rivalry products

  • number of competitors

  • rate of industry growth

  • intermittent industry overcapacity

  • exit barriers

  • diversity of competitors

  • informational complexity and asymmetry

  • brand equity

  • fixed cost allocation per value added

  • level of advertising expense


Supplier power
Supplier productsPower

  • supplier switching costs relative to firm switching costs

  • degree of differentiation of inputs

  • presence of substitute inputs

  • supplier concentration to firm concentration ratio

  • threat of forward integration by suppliers relative to the threat of backward integration by firms

  • cost of inputs relative to selling price of the product


Buyer power
Buyer Power products

  • buyer concentration to firm concentration ratio

  • bargaining leverage

  • buyer volume

  • buyer switching costs relative to firm switching costs

  • buyer information availability

  • ability to backward integrate

  • availability of existing substitute products

  • buyer price sensitivity

  • price of total purchase


Threat of substitution
Threat productsofSubstitution

  • buyer propensity to substitute

  • relative price performance of substitutes

  • buyer switching costs

  • perceived level of product differentiation


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