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COMPETITOR ANALYSIS. COMPETITORS. TESCO’S COMPETITORS. Asda. Marks and Spencer. Aldi. Sainsbury. Morrison. Spar. Llydl. Netto. COMPETITORS. BRITISH AIRWAYS COMPETITORS. Emirates. Ryanair. Swiss. Easy jet. Virgin. AirFrance. Lufthansa. COMPETITORS.

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COMPETITOR ANALYSIS


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    Presentation Transcript
    1. COMPETITOR ANALYSIS

    2. COMPETITORS TESCO’S COMPETITORS Asda Marks and Spencer Aldi Sainsbury Morrison Spar Llydl Netto

    3. COMPETITORS BRITISH AIRWAYS COMPETITORS Emirates Ryanair Swiss Easy jet Virgin AirFrance Lufthansa

    4. COMPETITORS FORD MOTOR COMPETITORS Opel Mercedes Rover BMW Toyota Honda Jaguar

    5. COMPETITORS ADDIDAS COMPETITORS UMBRO PUMA JJB NIKE Le coq Sportif

    6. COMPETITORS NOKIA MOBILE PHONE Motorola Philips Sony E LG Samsung Siemens Virgin Panasonic

    7. COMPETITORS SONY ELECTRONICS Panasonic LG Sharp Philips

    8. COMPETITORS CHELSEA FOOTBALL CLUB Manchester City FC Bolton FC Middlesbrough FC Manchester United FC Arsenal FC Liverpool FC Tottenham FC Blackburn FC Reading FC

    9. COMPETITORS COCA COLA Pepsi co Fanta NEXT Debenhams House of Fraser Marks and Spencer Boots

    10. WHAT YOU SHOULD KNOW AT THE END OF THIS LESSON • What is competition? • Who is a competitor? • Against whom are we competing? • What Strengths and Weaknesses do they possess? • What are your competitors objectives? • What strategies are they pursuing and how successful are they? • How are they likely to behave and, in particular, how are they likely to react to offensive moves? • Competitive Relations Evaluation • How to identify competitor’s objectives • Competitive Responses • Competitive Information System

    11. COMPETITOR ANALYSIS: STETP 1

    12. COMPETITOR ANALYSIS: STEP 2 Competencies/capabilities Competitors’ position Com1 Com2 Com3 Com4 Com5 Competitive stance Price levels Brand recognition Distribution network After sales service Promotion/public relations Strategic focus5 Manufacturing skills Financial stability Technology skills New product innovations Strong/high Above average Average Less Average Weak

    13. Q. You work as the

    14. COMPETITOR ANALYSIS

    15. EVALUATING COMPETITIVE LEADERSHIP AND ANALYSING HOW ORGANISATIONS COMPETE In essence, five types of relationship can develop between an organisation and its competitors: • Conflict • Competition • Coexistence • Cooperation • Collusion

    16. COMPETITORS OBJECTIVES: • To be the dominant business • To make more profit, sales and market share • To perform better than other rivals • To get more customers than their counterparts • To be an outstanding business • To grow faster than other businesses • To be the market leader

    17. COMPETITOR INTELLIGENCE SYSTEM Industry analysis Building competitive advantage Industry mapping Desk research Databases Benchmarking Critical success factors Market research Internal Information Competitive profilling Value chain analysis Special Competitor studies

    18. CRITICAL SUCCESS FACTORS. • MARKETING MIX • STRATEGIES • OBJECTIVES • MISSION • ENVIRONMENTAL ANALYSIS • SWOT ANALYSIS • IMPLEMENTATION • MONITOR AND CONTROL

    19. ASSIGNMENT – BENCHMARKING: You are the Managing Director of Morrison and you want to improve on your business. One of your strategy to improve is to carry out benchmarking exercise. Please state below how you will carry out the benchmarking exercise:

    20. BENCHMARKING: You can use criteria such as : Good, bad, average, high, low, bad, excellent, no comment.

    21. COMPETITORS • STRONG COMPETITORS • WEAK COMPETITORS

    22. COMPETITORS • CLOSE COMPETITORS • DISTANT COMPETITORS

    23. COMPETITORS • GOOD COMPETITOR • BAD COMPETITOR

    24. COMPETITORS • Direct • Indirect

    25. PORTER’S FIVE FORCE MODEL OF THE COMPETITIVE ENVIRONMENT

    26. MICHAEL PORTER’S FIVE FORCE ANALYSIS OF THE COMPETITIVE STRUCTURE Potential entrants Threat of entrants Competitive Rivalry Bargaining Power Bargaining Buyers Suppliers Power Threat of substitutes Substitutes Source:Exploring Corporate Strategy by Garry Johnson and Kevan Scholes Adapted from M. Porter, Competitive Strategy, Free Press, 1980, p. 4.

    27. PORTER’S VALUE CHAIN

    28. Porter’s Value Chain Firm infrastructure Technology development Human resource management Procurement Support activities Inbound Operations Outbound Service Logistics Logistics Marketing and sales Primary activitites 29

    29. WHAT COMPANIES NEED TO KNOW ABOUT OTHER COMPETITORS • Sales • Customers • Products • Advertising and promotion • Distribution and sales force • Price • Finance • Management • Other information needed.