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48 Cards in this Set

  • Front
  • Back
3 key issues of competition
1. structure: direct vs. indirect; current vs. potential

2. dynamics: how it evolves and changes

3. firm itself: depts. within firm compete with eachother
levels of data
corporate
business unit
market
market segment
secondary data
published reports, filings, internet, etc.

firm draws conclusions
primary data
customer interviews, surveys, etc.
internal data processes
competitive intelligence dept.
competitive intelligence system -- culture
shadow perspective
framework to describe competition
organization
mindset
strengths and weaknesses
current strategy and performance
firm environment
emergence scenarios
start with current strategies and deduce what may emerge
unconstrained scenerios
based on open-ened what if situations
constrained scenarios
what-if based on what competitor would do under certain scenarios
pre-emptive signaling
sent so competitors will make decisions favorable for the firm
warning signals
if comp. takes steps beyond a certain threshold, firm will disadvantage them
tit for tat signals
if company makes certain decision, comp. will match it, but not go beyond it
stong compliment front office
companies work together in front of clients to meet their needs
strong compliment back office
companies that work together behind the scenes non customer related activities

usually helps improve effiency
mkt. segmentation compromise
the more segmented the market, the more expensive
two approaches to developing mkt. segments
customer needs 1st
candidate descriptor 1st
good segments
stable, approp. size, accessable
large vs. small amt of segments
large: needs are similar and there is a high amt. of satisfaction, but low economies of scale and costs are high

small: satisfaction is low, but its less complex and cheaper
multifactor matrix approach
strat. position, helps firms decide which mkts. to address

based on mkt. attractveness and business strength (H, M, L)
levels of branding
group of products
product line
individual product
brand identity
way that firm wants brand to be seen
brand image
what firm is actually seen as
brand personality
human or emotional characterisitcs assoc. with brand
effective brand assoc.
strong, favorable, unique
customer vs. firm brand equity
customer: value customer recieves

firm: value firm receives
pre-purchase equity
what consumers believe before the purchase
post-purchase equity
enhances customers experience

econ., psych., functional value
dollarmetric method
assess monetary value of CBE; how much extra is paid for branded vs. unbranded product
market value method
open mkt. is best indicator of value

FBE = mkt. value - book value of generic
building strong brand
brand identity -- brand awareness -- brand assoc. and loyalty -- brand loyalty -- brand broadening
brand health
balance sheet
brand acrhitecture
oganizing structure for multiple brads
multi-branding
multiple brand names for various products
umbrella branding
monolithic brand name that covers many product lines
brand broadening
address a new brand opportunity

- link extension: adding new products to brand
- flanker brand: adding similar brand -- often cheaper defender brand
brand mitigation
for acquisitions, retaining brand equity by transferring it to another brand
co-branding
transferring positive attributes about brand through strategic alliances
endorsed brand
brands assoc. themselves with other brands
dis vs. reintermediation
dis: direct to consumer

re: intermediary placed b/t consumer and suppliers
form of direct dist.
fact to face, telemarketing, direct marketing, internet, outlets, spec. dist.
direct vs. indirect
direct: better for smaller client base; custom producers, large qty. sales, complex purchase decisions; speed not crucial

indirect: large base, stockable items, large qty. sold in small amts., sold in small amts. simple purchasing base
value added rellers
building software on existing platforms and modify it for niche mkts.
systems integrators
add value by installing and serving software/hardware from different vendors an making them work together
slotting payments
direct payments to secure shelf space
elastic
volume sold is very sensitive to price
inelastic
gas, electric, etc. -- need and volume does not change
fully loaded costs
include inc. costs related to new product
floor price
marginal costs