Kotler mm 14e_11_ippt

Editor's Notes

• #3: This chapter examines the role competition plays and how marketers can best manage their brands depending on their market position and stage of the product life cycle. Competition grows more intense every year—from global competitors eager to grow sales in new markets, from online competitors seeking cost efficient ways to expand distribution, from private-label and store brands providing low-price alternatives, and from brand extensions by mega-brands moving into new categories.
• #4: Suppose a market is occupied by the firms shown in Figure 11.1. Forty percent is in the hands of a market leader; another 30 percent belongs to a market challenger; and 20 percent is claimed by a market follower willing to maintain its share and not rock the boat. Market nichers, serving small segments larger firms don’t reach, hold the remaining 10 percent. A market leader has the largest market share and usually leads in price changes, new-product introductions, distribution coverage, and promotional intensity.
• #5: When the total market expands, the dominant firm usually gains the most. If Heinz can convince more people to use ketchup, or to use ketchup with more meals, or to use more ketchup on each occasion, the firm will benefit considerably because it already sells almost two-thirds of the country’s ketchup. In general, the market leader should look for new customers or more usage from existing customers. Every product class has the potential to attract buyers who are unaware of the product or are resisting it because of price or lack of certain features. In addition to sales through our company-operated retail stores, Starbucks sells whole bean coffees through a specialty sales group and supermarkets. Additionally, Starbucks produces and sells bottled Frappuccino® coffee drinks and a line of premium ice creams through its joint venture partnerships and offers a line of innovative premium teas produced by its wholly owned subsidiary, Tazo Tea Company. Marketers can try to increase the amount, level, or frequency of consumption. They can sometimes boost the amount through packaging or product redesign. Larger package sizes increase the amount of product consumers use at one time. Consumers use more of impulse products such as soft drinks and snacks when the product is made more available.
• #6: Increasing frequency of consumption, on the other hand, requires either (1) identifying additional opportunities to use the brand in the same basic way or (2) identifying completely new and different ways to use the brand. After discovering that some consumers used Arm & Hammer baking soda as a refrigerator deodorant, the company launched a heavy promotion campaign focusing on this use and succeeded in getting half the homes in the United States to adopt it. Next, the company expanded the brand into a variety of new product categories such as toothpaste, antiperspirant, and laundry detergent.
• #7: In satisfying customer needs, we can draw a distinction between responsive marketing, anticipative marketing, and creative marketing. A responsive marketer finds a stated need and fills it. An anticipative marketer looks ahead to needs customers may have in the near future. A creative marketer discovers solutions customers did not ask for but to which they enthusiastically respond. A company needs two proactive skills: (1) responsive anticipation to see the writing on the wall, as when IBM changed from a hardware producer to a service business and (2) creative anticipation to devise innovative solutions, as when PepsiCo introduced H2OH! (a soft drink–bottled water hybrid). Note that responsive anticipation is performed before a given change, while reactive response happens after the change takes place.
• #8: A dominant firm can use the six defense strategies summarized in Figure 11.2. Position defense means occupying the most desirable market space in consumers’ minds, making the brand almost impregnable. With a flank defense, the market leader should erect outposts to protect a weak front or support a possible counterattack. With a preemptive defense, a more aggressive maneuver is to attack first, perhaps with guerrilla action across the market—hitting one competitor here, another there—and keeping everyone off balance. Another is to achieve broad market envelopment that signals competitors not to attack. In a counteroffensive, the market leader can meet the attacker frontally and hit its flank, or launch a pincer movement so it will have to pull back to defend itself. In mobile defense, the leader stretches its domain over new territories through market broadening and market diversification. Market broadening shifts the company’s focus from the current product to the underlying generic need. Market diversification shifts the company’s focus into unrelated industries. Sometimes large companies can no longer defend all their territory. In planned contraction (also called strategic withdrawal), they give up weaker markets and reassign resources to stronger ones.
• #9: Because the cost of buying higher market share through acquisition may far exceed its revenue value, a company should consider four factors. The possibility of provoking antitrust action. Economic cost. Figure 11.3 shows that profitability might fall with market share gains after some level. In the illustration, the firm’s optimal market share is 50 percent. The cost of gaining further market share might exceed the value if holdout customers dislike the company, are loyal to competitors, have unique needs, or prefer dealing with smaller firms. The danger of pursuing the wrong marketing activities. Companies successfully gaining share typically outperform competitors in three areas: new-product activity, relative product quality, and marketing expenditures. The effect of increased market share on actual and perceived quality. Too many customers can put a strain on the firm’s resources, hurting product value and service delivery.
• #10: A market challenger must first define its strategic objective, usually to increase market share. The challenger must decide whom to attack. It can attack the market leader. It can attack firms its own size that are not doing the job and are underfinanced. These firms have aging products, are charging excessive prices, or are not satisfying customers in other ways. It can attack small local and regional firms. Several major banks grew to their present size by gobbling up smaller regional banks, or “guppies.”
• #11: Given clear opponents and objectives, what attack options are available? We can distinguish five: frontal, flank, encirclement, bypass, and guerilla attacks. In a pure frontal attack, the attacker matches its opponent’s product, advertising, price, and distribution. A flanking strategy is another name for identifying shifts that are causing gaps to develop, then rushing to fill the gaps. Encirclement attempts to capture a wide slice of territory by launching a grand offensive on several fronts. Bypassing the enemy altogether to attack easier markets instead offers three lines of approach: diversifying into unrelated products, diversifying into new geographical markets, and leapfrogging into new technologies. Guerrilla attacks consist of small, intermittent attacks, conventional and unconventional, including selective price cuts, intense promotional blitzes, and occasional legal action, to harass the opponent and eventually secure permanent footholds.
• #12: Any aspect of the marketing program can serve as the basis for attack, such as lower-priced or discounted products, new or improved products and services, a wider variety of offerings, and innovative distribution strategies. A challenger’s success depends on combining several, more specific, strategies to improve its position over time.
• #13: Followers must know how to hold current customers and win a fair share of new ones. Each follower tries to bring distinctive advantages to its target market—location, services, financing–while defensively keeping its manufacturing costs low and its product quality and services high. It must also enter new markets as they open up. The follower must define a growth path, but one that doesn’t invite competitive retaliation. We distinguish four broad strategies: 1. The counterfeiter duplicates the leader’s product and packages and sells it on the black market or through disreputable dealers. 2. The cloner emulates the leader’s products, name, and packaging, with slight variations. 3. The imitator copies some things from the leader but differentiates on packaging, advertising, pricing, or location. 4. The adapter takes the leader’s products and adapts or improves them.
• #14: An alternative to being a follower in a large market is to be a leader in a small market, or niche. Smaller firms normally avoid competing with larger firms by targeting small markets of little or no interest to the larger firms. But even large, profitable firms may choose to use niching strategies for some of their business units or companies.
• #15: This slide lists the many roles of niche specialists. End-user specialists specialize in one type of end-use customer. • Vertical-level specialists specialize at some vertical level of the production-distribution value chain. • Customer-size specialists concentrate on either small, medium-sized, or large customers. • Specific-customer specialists limit its selling to one or a few customers. • Geographic specialists sell only in a certain locality, region, or area of the world. • Product or product-line specialists carry or produce only one product line or product. • Product-feature specialists specialize in producing a certain type of product or product feature. • Job-shop specialists customize its products for individual customers. • Quality-price specialists operate at the low- or high quality ends of the market. • Service specialists offer one or more services not available from other firms. • Channel specialists specialize in serving only one channel of distribution.
• #16: A company’s positioning and differentiation strategy must change as the product, market, and competitors change over the product life cycle (PLC). To say a product has a life cycle is to assert four things: 1. Products have a limited life. 2. Product sales pass through distinct stages, each posing different challenges, opportunities, and problems to the seller. 3. Profits rise and fall at different stages of the product life cycle. 4. Products require different marketing, financial, manufacturing, purchasing, and human resource strategies in each life-cycle stage.
• #17: Most product life-cycle curves are portrayed as bell-shaped as shown in Figure 11.4. This curve is typically divided into four stages: introduction, growth, maturity, and decline. In the Introduction stage, there is a period of slow sales growth as the product is introduced in the market. Profits are nonexistent because of the heavy expenses of product introduction. In the Growth stage, there is a period of rapid market acceptance and substantial profit improvement. In the Maturity stage, there is a slowdown in sales growth because the product has achieved acceptance by most potential buyers. Profits stabilize or decline because of increased competition. In Decline, sales show a downward drift and profits erode.
• #18: We can use the PLC concept to analyze a product category (liquor), a product form (white liquor), a product (vodka), or a brand (Smirnoff). Not all products exhibit a bell-shaped PLC. Three common alternate patterns are shown in Figure 11.5. Figure 11.5 (a) shows a growth-slump-maturity pattern, characteristic of small kitchen appliances, for example, such as handheld mixers and bread makers. Sales grow rapidly when the product is first introduced and then fall to a “petrified” level sustained by late adopters buying the product for the first time and early adopters replacing it.
• #19: The cycle-recycle pattern in Figure 11.5 (b) often describes the sales of new drugs. The pharmaceutical company aggressively promotes its new drug, producing the first cycle. Later, sales start declining, and another promotion push produces a second cycle (usually of smaller magnitude and duration).
• #20: Another common pattern is the scalloped PLC in Figure 11.5 (c). Here, sales pass through a succession of life cycles based on the discovery of new-product characteristics, uses, or users.
• #21: We need to distinguish three special categories of product life cycles—styles, fashions, and fads as shown in Figure 11.6. A style is a basic and distinctive mode of expression appearing in a field of human endeavor. Styles appear in homes (colonial, ranch, Cape Cod), clothing (formal, business casual, sporty), and art (realistic, surrealistic, abstract). A style can last for generations and go in and out of vogue. A fashion is a currently accepted or popular style in a given field. Fashions pass through four stages: distinctiveness, emulation, mass fashion, and decline. Fads are fashions that come quickly into public view, are adopted with great zeal, peak early, and decline very fast.
• #22: Parker Brothers has kept it popular by making a new game with updated questions every year. It also keeps creating offshoots—travel packs, a children’s version, Trivial Pursuit Genus IV, and themed versions tapping into niches tied to various sports, movies, and decades— 23 different versions in all. The game is available in a variety of platforms: as an interactive CD-ROM from Virgin Entertainment Interactive; online at its own Web site (www.trivialpursuit.com), and in a mobile edition accessible via cell phone.
• #23: Pioneers benefit from first mover advantages but also have added worries. Because it takes time to roll out a new product, work out the technical problems, fill dealer pipelines, and gain consumer acceptance, sales growth tends to be slow in the introduction stage. Profits are negative or low, and promotional expenditures are at their highest ratio to sales because of the need to (1) inform potential consumers, (2) induce product trial, and (3) secure distribution in retail outlets. Firms focus on buyers who are the most ready to buy. Prices tend to be higher because costs are high. Companies that plan to introduce a new product must decide when to enter the market. The pioneer should visualize the product markets it could enter, knowing it cannot enter all of them at once. Suppose market-segmentation analysis reveals the product market segments shown in Figure 11.7. The pioneer should analyze the profit potential of each product market singly and in combination and decide on a market expansion path. The pioneer in Figure 11.7 plans first to enter product market P1M1, then move the product into a second market (P1M2), then surprise the competition by developing a second product for the second market (P2M2), then take the second product back into the first market (P2M1), then launch a third product for the first market (P3M1). If this game plan works, the pioneer firm will own a good part of the first two segments and serve them with two or three products.
• #24: To sustain rapid market share growth now, firms can pursue several strategies including • improve product quality and adds new features and improved styling; • add new models and flanker products (of different sizes, flavors, and so forth) to protect the main product; • enter new market segments; • increase its distribution coverage and enters new distribution channels; • shift from awareness and trial communications to preference and loyalty communications; and • lower prices to attract the next layer of price-sensitive buyers. The Smartphone market is currently in the growth stage.
• #25: At some point, the rate of sales growth will slow, and the product will enter a stage of relative maturity. Most products are in this stage of the life cycle, which normally lasts longer than the preceding ones. The maturity stage divides into three phases: growth, stable, and decaying maturity. In the first, sales growth starts to slow. There are no new distribution channels to fill. New competitive forces emerge. In the second phase, sales per capita flatten because of market saturation. Most potential consumers have tried the product, and future sales depend on population growth and replacement demand. In the third phase, decaying maturity, the absolute level of sales starts to decline, and customers begin switching to other products. He segmented the market according to the lifestyle and purchasing patterns of about 20 different types of consumers. Electrolux now successfully markets its steam ovens to health-oriented consumers, for example, and its compact dishwashers, originally for smaller kitchens, to a broader consumer segment that washes dishes more often.
• #26: Three ways to change the course for a brand are market, product, and marketing program modifications. With market modification, a company might try to expand the market for its mature brand by working with the two factors that make up sales volume: Volume = number of brand users × usage rate per user, as in Table 11.1. but may also be matched by competitors. With product modification, managers also try to stimulate sales by improving quality, features, or style. Quality improvement increases functional performance by launching a “new and improved” product. Feature improvement adds size, weight, materials, supplements, and accessories that expand the product’s performance, versatility, safety, or convenience. Style improvement increases the product’s esthetic appeal. Any of these can attract consumer attention With a marketing program modification, brand managers might also try to stimulate sales by modifying nonproduct elements—price, distribution, and communications in particular.
• #27: Sales decline for a number of reasons, including technological advances, shifts in consumer tastes, and increased domestic and foreign competition. All can lead to overcapacity, increased price cutting, and profit erosion. The decline might be slow, as for sewing machines and newspapers, or rapid, as for 5.25 floppy disks and eight-track cartridges. The first task is to establish a system for identifying them. Many companies appoint a product-review committee with representatives from marketing, R&D, manufacturing, and finance who, based on all available information, makes a recommendation for each product—leave it alone, modify its marketing strategy, or drop it. Some firms abandon declining markets earlier than others. Harvesting calls for gradually reducing a product or business’s costs while trying to maintain sales. When a company decides to divest a product with strong distribution and residual goodwill, it can probably sell the product to another firm. If the firm cannot find buyers, it must decide on liquidation.
• #28: Despite reduced funding for marketing programs and intense pressure to justify them as cost effective, some marketers survived—or even thrived—in the recession. This slide lists five guidelines to improve the odds for success during an economic downturn.
• #29: One mistake in a recession is to be overly focused on price reductions and discounts, which can harm long-term brand equity and price integrity. Marketers should increase—and clearly communicate—the value their brands offer, making sure consumers appreciate all the financial, logistical, and psychological benefits compared with the competition. The more expensive the item, the important this value framing becomes. In the recent recession, GE changed its ad messages for the $3,500 Profile washer-and-dryer set to emphasize its practicality—it optimizes the use of soap and water per load to reduce waste and saves customers money by being gentle on clothes, extending their life.
• #30: With the conclusion of this chapter, we’ve reviewed several chapter questions listed above.