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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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 FORD MOTOR COMPETITORS Opel Mercedes Rover BMW Toyota Honda Jaguar
COMPETITORS ADDIDAS COMPETITORS UMBRO PUMA JJB NIKE Le coq Sportif
COMPETITORS NOKIA MOBILE PHONE Motorola Philips Sony E LG Samsung Siemens Virgin Panasonic
COMPETITORS SONY ELECTRONICS Panasonic LG Sharp Philips
COMPETITORS CHELSEA FOOTBALL CLUB Manchester City FC Bolton FC Middlesbrough FC Manchester United FC Arsenal FC Liverpool FC Tottenham FC Blackburn FC Reading FC
COMPETITORS COCA COLA Pepsi co Fanta NEXT Debenhams House of Fraser Marks and Spencer Boots
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
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
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
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
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
CRITICAL SUCCESS FACTORS. • MARKETING MIX • STRATEGIES • OBJECTIVES • MISSION • ENVIRONMENTAL ANALYSIS • SWOT ANALYSIS • IMPLEMENTATION • MONITOR AND CONTROL
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:
BENCHMARKING: You can use criteria such as : Good, bad, average, high, low, bad, excellent, no comment.
COMPETITORS • STRONG COMPETITORS • WEAK COMPETITORS
COMPETITORS • CLOSE COMPETITORS • DISTANT COMPETITORS
COMPETITORS • GOOD COMPETITOR • BAD COMPETITOR
COMPETITORS • Direct • Indirect
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.
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
WHAT COMPANIES NEED TO KNOW ABOUT OTHER COMPETITORS • Sales • Customers • Products • Advertising and promotion • Distribution and sales force • Price • Finance • Management • Other information needed.