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18 Cards in this Set
- Front
- Back
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prisoner's dilemma
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decising what to do based upon the different effects of your competitors' choices
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implicit coalitions
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a pair of firms can attempt to cooperate without involving a third firm
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identifying competitors
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assessing competitors' objectives, strategies, strengths and weaknesses, and reaction pattern
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selecting which competitors to attack or avoid
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-strong or weak
-close or distant -good or bad |
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strong or weak
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weak requires fewer resources and less time but firm may gain little, strong could help sharpen abilities
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close or distanct
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close-those that resemble most
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good or bad
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-competitors help icnrease total demand, share costs of market and product development, help legitimize new technologies
-good competitors play by industry rules -bad competitors try to buy share rather than earn it, take large risks, shake up industry |
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overall cost leadership
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acheive lowest production and distribution costs
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differentiation
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concentrate on creating highly differentiated product line and marketing program so that it comes across as the class leader in the industry
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focus
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company focuses its effort on serving a few segments well rather than going after the whole market
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middle of the roaderes
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try to be good at everything, but end up being good at nothing
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operation excellence
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-provides superior value by leading in price and convenience
-works to reduce costs and create a lean and efficient value-delivery system |
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customer intimacy
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-company precisely segments its markets and tailors products to match needs of targeted customers
-close relationship and intimate knowledge of customer -detailed databases |
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product leadership
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-continuous stream of leading-edge products or services
-new ideas, new products |
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market leader
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-largest industry share
-want to expand total market share, protect share, or expand market share |
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market challenger
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-runner-up firm trying to increase market share
-full frontal attack= matching competitors' efforts -indirect attack= on competitor's weaknesses or on gaps in the competitor's market coverage |
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market follower
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-wants to hold share without rocking th boat
-follow closely enough to win customers but far enough to avoid retailiation |
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market nicher
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-serves small segments other firms overlook or ignore
-buy customer, market, quality-price, service, multiple niching |
