設(shè)立定位和應(yīng)對競爭課件

設(shè)立定位和應(yīng)對競爭第八

章第三篇選擇價值設(shè)立定位和應(yīng)對競爭第八章第三篇選擇價值Copyright?2009PearsonEducation,Inc.

PublishingasPrenticeHall 8-2第八章本章將解決的問題公司如何選擇并有效傳遞自己的市場定位?品牌是如何進行區(qū)分的?營銷者如何識別其主要的競爭對手，并分析其戰(zhàn)略、目標和優(yōu)劣勢?公司應(yīng)將自己定位為市場領(lǐng)導(dǎo)者、挑戰(zhàn)者、追隨者還是市場補缺者?Copyright?2009PearsonEducaCopyright?2009PearsonEducation,Inc.

PublishingasPrenticeHall 8-3本章的主要內(nèi)容

制定和傳播定位戰(zhàn)略

差異化戰(zhàn)略競爭力和競爭者

競爭戰(zhàn)略

UPSMinicase:Burberry

Minicase:英業(yè)達Inventec營銷在中國:

王老吉的重新定位創(chuàng)新營銷:

埃森哲Accenture

營銷視野:

游擊營銷營銷視野:

創(chuàng)新營銷的不同策略

營銷視野:

藍海戰(zhàn)略ChapterCase:

百度挑戰(zhàn)谷歌

Copyright?2009PearsonEducaCopyright?2009PearsonEducation,Inc.

PublishingasPrenticeHall 8-4定位

確定定位需要通過識別下列要素而選定參照系：目標市場競爭的性質(zhì)理想的品牌聯(lián)想相似點和差異點.要確定相應(yīng)的競爭參照系，營銷者必須了解消費者行為以及消費者是如何選擇品牌的。Copyright?2009PearsonEducaCopyright?2009PearsonEducation,Inc.

PublishingasPrenticeHall 8-5定義聯(lián)想差異點消費者所持有的與品牌密切聯(lián)系的特性或好處，屬于正面評價，并且相信其競爭品牌無法與之媲美。相似點并非品牌所特與的，而是，可能與其他品牌相同的聯(lián)想。種類相似點競爭性相似點：指的是用來否定競爭對手的差異點而專門設(shè)計的聯(lián)想。Copyright?2009PearsonEducaCopyright?2009PearsonEducation,Inc.

PublishingasPrenticeHall 8-6傳遞類別成員身份宣傳類別成員身份與榜樣作比較依靠產(chǎn)品解說詞Copyright?2009PearsonEducaCopyright?2009PearsonEducation,Inc.

PublishingasPrenticeHall 8-7差異點的顧客合意性標準相關(guān)性有特色可信性Copyright?2009PearsonEducaCopyright?2009PearsonEducation,Inc.

PublishingasPrenticeHall 8-8差異點的傳遞性標準可行性可轉(zhuǎn)播持續(xù)性Copyright?2009PearsonEducaCopyright?2009PearsonEducation,Inc.

PublishingasPrenticeHall 8-9差異化戰(zhàn)略產(chǎn)品或服務(wù)渠道形象人員Copyright?2009PearsonEducaCopyright?2009PearsonEducation,Inc.

PublishingasPrenticeHall 8-10產(chǎn)品或服務(wù)差異樣式屬性性能質(zhì)量一致性耐用性可靠性可維修風(fēng)格設(shè)計訂購容易發(fā)貨安裝客戶培訓(xùn)客戶咨詢保養(yǎng)Copyright?2009PearsonEducaCopyright?2009PearsonEducation,Inc.

PublishingasPrenticeHall 8-11分析競爭公司研究實際和潛在的客戶的同時，必須也研究競爭者。營銷者需要確認競爭者的戰(zhàn)略、目標、優(yōu)勢和劣勢。應(yīng)該在顧客監(jiān)控和競爭者監(jiān)控上保持平衡。一家公司最直接的競爭者是那些尋求滿足同樣的顧客和需求并提供類似產(chǎn)品的公司。公司必須同時警惕潛在競爭者，他們提供新產(chǎn)品或通過其他途徑滿足同一需求。

公司必須才有基于行業(yè)和基于市場的分析來識別競爭對手。Copyright?2009PearsonEducaCopyright?2009PearsonEducation,Inc.

PublishingasPrenticeHall 8-12主要競爭領(lǐng)域制造產(chǎn)品市場細分地理能力垂直渠道Copyright?2009PearsonEducaCopyright?2009PearsonEducation,Inc.

PublishingasPrenticeHall 8-13波特的競爭戰(zhàn)略成本領(lǐng)先差異化市場聚焦Copyright?2009PearsonEducaCopyright?2009PearsonEducation,Inc.

PublishingasPrenticeHall 8-14決定市場吸引力的五種力量Copyright?2009PearsonEducaCopyright?2009PearsonEducation,Inc.

PublishingasPrenticeHall 8-15產(chǎn)業(yè)競爭概念賣家的數(shù)量及差異程度進入、流動和退出障礙成本結(jié)構(gòu)垂直整合程度全球化程度Copyright?2009PearsonEducaCopyright?2009PearsonEducation,Inc.

PublishingasPrenticeHall 8-16對競爭者關(guān)鍵成功因素的客戶評級Copyright?2009PearsonEducaCopyright?2009PearsonEducation,Inc.

PublishingasPrenticeHall 8-17

戰(zhàn)略群體

Copyright?2009PearsonEducaCopyright?2009PearsonEducation,Inc.

PublishingasPrenticeHall 8-18優(yōu)勢和劣勢市場份額心理份額情感份額Copyright?2009PearsonEducaCopyright?2009PearsonEducation,Inc.

PublishingasPrenticeHall 8-19

市場份額，心理份額和情感份額

Copyright?2009PearsonEducaCopyright?2009PearsonEducation,Inc.

PublishingasPrenticeHall 8-20市場領(lǐng)導(dǎo)者市場領(lǐng)導(dǎo)者在相關(guān)產(chǎn)品市場中占有最大的市場份額。為了保持統(tǒng)治地位，市場領(lǐng)導(dǎo)者需要尋找擴大總體市場需求的方法，努力保護現(xiàn)有的市場份額，并盡可能地提高自己的市場份額。Copyright?2009PearsonEducaCopyright?2009PearsonEducation,Inc.

PublishingasPrenticeHall 8-21競爭者的擴張計劃Copyright?2009PearsonEducaCopyright?2009PearsonEducation,Inc.

PublishingasPrenticeHall 8-22擴大總需求的方法轉(zhuǎn)變未使用者進入新的細分市場吸引競爭對手的顧客增加使用場合增加每次使用量尋找新用途Copyright?2009PearsonEducaCopyright?2009PearsonEducation,Inc.

PublishingasPrenticeHall 8-23六種防御戰(zhàn)略Copyright?2009PearsonEducaCopyright?2009PearsonEducation,Inc.

PublishingasPrenticeHall 8-24其他競爭戰(zhàn)略市場挑戰(zhàn)者市場補缺者市場跟隨者Copyright?2009PearsonEducaCopyright?2009PearsonEducation,Inc.

PublishingasPrenticeHall 8-25市場挑戰(zhàn)者戰(zhàn)略確定戰(zhàn)略目標和對手選擇總體攻擊戰(zhàn)略選擇具體攻擊戰(zhàn)略Copyright?2009PearsonEducaCopyright?2009PearsonEducation,Inc.

PublishingasPrenticeHall 8-26總體攻擊戰(zhàn)略正面攻擊包圍攻擊迂回攻擊側(cè)翼攻擊游擊戰(zhàn)Copyright?2009PearsonEducaCopyright?2009PearsonEducation,Inc.

PublishingasPrenticeHall 8-27具體攻擊戰(zhàn)略價格折扣低價商品威望商品產(chǎn)品擴散產(chǎn)品創(chuàng)新服務(wù)改進分銷創(chuàng)新降低制造成本密集廣告促銷Copyright?2009PearsonEducaCopyright?2009PearsonEducation,Inc.

PublishingasPrenticeHall 8-28市場跟隨者戰(zhàn)略充當造假者充當仿制者充當模仿者充當改造者Copyright?2009PearsonEducaCopyright?2009PearsonEducation,Inc.

PublishingasPrenticeHall 8-29市場補缺者最終用戶專家縱向?qū)＜翌櫩鸵?guī)模專家特定顧客專家地理區(qū)域?qū)＜耶a(chǎn)品線專家定制專家質(zhì)量－價格專家服務(wù)專家渠道專家Copyright?2009PearsonEducaCopyright?2009PearsonEducation,Inc.

PublishingasPrenticeHall 8-30營銷聯(lián)盟的種類產(chǎn)品或服務(wù)聯(lián)盟促銷聯(lián)盟物流聯(lián)盟定價合作Copyright?2009PearsonEducaCopyright?2009PearsonEducation,Inc.

PublishingasPrenticeHall 8-31創(chuàng)新營銷

創(chuàng)新營銷對于競爭非常重要.競爭優(yōu)勢的關(guān)鍵是有意義的品牌差異——消費者必須發(fā)現(xiàn)公司供給的獨特和價值。

這些差異可以是基于產(chǎn)品或服務(wù)本身，也可以基于相關(guān)的渠道、人員或形象等因素。

Copyright?2009PearsonEducaCopyright?2009PearsonEducation,Inc.

PublishingasPrenticeHall 8-32討論贏下視野：藍海戰(zhàn)略如何從“紅海思維”專向“藍海思維”?Copyright?2009PearsonEduca討論

營銷視野：游擊營銷如何向一個產(chǎn)品類別領(lǐng)導(dǎo)者進攻?Copyright?2009PearsonEducation,Inc.

PublishingasPrenticeHall 8-33討論Copyright?2009PearsonEdCopyright?2009PearsonEducation,Inc.

PublishingasPrenticeHall 8-34案例討論營銷在中國：王老吉的重新定位創(chuàng)新營銷：埃森哲

百度挑戰(zhàn)谷歌Copyright?2009PearsonEduca設(shè)立定位和應(yīng)對競爭第八

章第三篇選擇價值設(shè)立定位和應(yīng)對競爭第八章第三篇選擇價值Copyright?2009PearsonEducation,Inc.

PublishingasPrenticeHall 8-36第八章本章將解決的問題公司如何選擇并有效傳遞自己的市場定位?品牌是如何進行區(qū)分的?營銷者如何識別其主要的競爭對手，并分析其戰(zhàn)略、目標和優(yōu)劣勢?公司應(yīng)將自己定位為市場領(lǐng)導(dǎo)者、挑戰(zhàn)者、追隨者還是市場補缺者?Copyright?2009PearsonEducaCopyright?2009PearsonEducation,Inc.

PublishingasPrenticeHall 8-37本章的主要內(nèi)容

制定和傳播定位戰(zhàn)略

差異化戰(zhàn)略競爭力和競爭者

競爭戰(zhàn)略

UPSMinicase:Burberry

Minicase:英業(yè)達Inventec營銷在中國:

王老吉的重新定位創(chuàng)新營銷:

埃森哲Accenture

營銷視野:

游擊營銷營銷視野:

創(chuàng)新營銷的不同策略

營銷視野:

藍海戰(zhàn)略ChapterCase:

百度挑戰(zhàn)谷歌

Copyright?2009PearsonEducaCopyright?2009PearsonEducation,Inc.

PublishingasPrenticeHall 8-38定位

確定定位需要通過識別下列要素而選定參照系：目標市場競爭的性質(zhì)理想的品牌聯(lián)想相似點和差異點.要確定相應(yīng)的競爭參照系，營銷者必須了解消費者行為以及消費者是如何選擇品牌的。Copyright?2009PearsonEducaCopyright?2009PearsonEducation,Inc.

PublishingasPrenticeHall 8-39定義聯(lián)想差異點消費者所持有的與品牌密切聯(lián)系的特性或好處，屬于正面評價，并且相信其競爭品牌無法與之媲美。相似點并非品牌所特與的，而是，可能與其他品牌相同的聯(lián)想。種類相似點競爭性相似點：指的是用來否定競爭對手的差異點而專門設(shè)計的聯(lián)想。Copyright?2009PearsonEducaCopyright?2009PearsonEducation,Inc.

PublishingasPrenticeHall 8-40傳遞類別成員身份宣傳類別成員身份與榜樣作比較依靠產(chǎn)品解說詞Copyright?2009PearsonEducaCopyright?2009PearsonEducation,Inc.

PublishingasPrenticeHall 8-41差異點的顧客合意性標準相關(guān)性有特色可信性Copyright?2009PearsonEducaCopyright?2009PearsonEducation,Inc.

PublishingasPrenticeHall 8-42差異點的傳遞性標準可行性可轉(zhuǎn)播持續(xù)性Copyright?2009PearsonEducaCopyright?2009PearsonEducation,Inc.

PublishingasPrenticeHall 8-43差異化戰(zhàn)略產(chǎn)品或服務(wù)渠道形象人員Copyright?2009PearsonEducaCopyright?2009PearsonEducation,Inc.

PublishingasPrenticeHall 8-44產(chǎn)品或服務(wù)差異樣式屬性性能質(zhì)量一致性耐用性可靠性可維修風(fēng)格設(shè)計訂購容易發(fā)貨安裝客戶培訓(xùn)客戶咨詢保養(yǎng)Copyright?2009PearsonEducaCopyright?2009PearsonEducation,Inc.

PublishingasPrenticeHall 8-45分析競爭公司研究實際和潛在的客戶的同時，必須也研究競爭者。營銷者需要確認競爭者的戰(zhàn)略、目標、優(yōu)勢和劣勢。應(yīng)該在顧客監(jiān)控和競爭者監(jiān)控上保持平衡。一家公司最直接的競爭者是那些尋求滿足同樣的顧客和需求并提供類似產(chǎn)品的公司。公司必須同時警惕潛在競爭者，他們提供新產(chǎn)品或通過其他途徑滿足同一需求。

公司必須才有基于行業(yè)和基于市場的分析來識別競爭對手。Copyright?2009PearsonEducaCopyright?2009PearsonEducation,Inc.

PublishingasPrenticeHall 8-46主要競爭領(lǐng)域制造產(chǎn)品市場細分地理能力垂直渠道Copyright?2009PearsonEducaCopyright?2009PearsonEducation,Inc.

PublishingasPrenticeHall 8-47波特的競爭戰(zhàn)略成本領(lǐng)先差異化市場聚焦Copyright?2009PearsonEducaCopyright?2009PearsonEducation,Inc.

PublishingasPrenticeHall 8-48決定市場吸引力的五種力量Copyright?2009PearsonEducaCopyright?2009PearsonEducation,Inc.

PublishingasPrenticeHall 8-49產(chǎn)業(yè)競爭概念賣家的數(shù)量及差異程度進入、流動和退出障礙成本結(jié)構(gòu)垂直整合程度全球化程度Copyright?2009PearsonEducaCopyright?2009PearsonEducation,Inc.

PublishingasPrenticeHall 8-50對競爭者關(guān)鍵成功因素的客戶評級Copyright?2009PearsonEducaCopyright?2009PearsonEducation,Inc.

PublishingasPrenticeHall 8-51

戰(zhàn)略群體

Copyright?2009PearsonEducaCopyright?2009PearsonEducation,Inc.

PublishingasPrenticeHall 8-52優(yōu)勢和劣勢市場份額心理份額情感份額Copyright?2009PearsonEducaCopyright?2009PearsonEducation,Inc.

PublishingasPrenticeHall 8-53

市場份額，心理份額和情感份額

Copyright?2009PearsonEducaCopyright?2009PearsonEducation,Inc.

PublishingasPrenticeHall 8-54市場領(lǐng)導(dǎo)者市場領(lǐng)導(dǎo)者在相關(guān)產(chǎn)品市場中占有最大的市場份額。為了保持統(tǒng)治地位，市場領(lǐng)導(dǎo)者需要尋找擴大總體市場需求的方法，努力保護現(xiàn)有的市場份額，并盡可能地提高自己的市場份額。Copyright?2009PearsonEducaCopyright?2009PearsonEducation,Inc.

PublishingasPrenticeHall 8-55競爭者的擴張計劃Copyright?2009PearsonEducaCopyright?2009PearsonEducation,Inc.

PublishingasPrenticeHall 8-56擴大總需求的方法轉(zhuǎn)變未使用者進入新的細分市場吸引競爭對手的顧客增加使用場合增加每次使用量尋找新用途Copyright?2009PearsonEducaCopyright?2009PearsonEducation,Inc.

PublishingasPrenticeHall 8-57六種防御戰(zhàn)略Copyright?2009PearsonEducaCopyright?2009PearsonEducation,Inc.

PublishingasPrenticeHall 8-58其他競爭戰(zhàn)略市場挑戰(zhàn)者市場補缺者市場跟隨者Copyright?2009PearsonEducaCopyright?2009PearsonEducation,Inc.

PublishingasPrenticeHall 8-59市場挑戰(zhàn)者戰(zhàn)略確定戰(zhàn)略目標和對手選擇總體攻擊戰(zhàn)略選擇具體攻擊戰(zhàn)略Copyright?2009PearsonEducaCopyright?2009PearsonEducation,Inc.

PublishingasPrenticeHall 8-60總體攻擊戰(zhàn)略正面攻擊包圍攻擊迂回攻擊側(cè)翼攻擊游擊戰(zhàn)Copyright?2009PearsonEducaCopyright?2009PearsonEducation,Inc.

PublishingasPrenticeHall 8-61具體攻擊戰(zhàn)略價格折扣低價商品威望商品產(chǎn)品擴散產(chǎn)品創(chuàng)新服務(wù)改進分銷創(chuàng)新降低制造成本密集廣告促銷Copyright?2009PearsonEducaCopyright?2009PearsonEducation,Inc