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1、设立定位和应对竞争,第 八 章,第三篇 选择价值,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 8-2,第八章本章将解决的问题,公司如何选择并有效传递自己的市场定位?品牌是如何进行区分的?营销者如何识别其主要的竞争对手，并分析其战略、目标和优劣势?公司应将自己定位为市场领导者、挑战者、追随者还是市场补缺者?,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 8-3,本章的主要内容,制定和传播定位战略 差异化战略 竞争力和竞争者 竞争
2、战略,UPSMini case:Burberry Mini case:英业达Inventec营销在中国:王老吉的重新定位创新营销:埃森哲Accenture 营销视野:游击营销营销视野:创新营销的不同策略 营销视野:蓝海战略Chapter Case:百度挑战谷歌,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 8-4,定位,确定定位需要通过识别下列要素而选定参照系：目标市场竞争的性质理想的品牌联想相似点和差异点.要确定相应的竞争参照系，营销者必须了解消费者行为以及消费者是如何选择品牌的。,Copyright 200
3、9 Pearson Education,Inc.Publishing as Prentice Hall 8-5,定义联想,差异点消费者所持有的与品牌密切联系的特性或好处，属于正面评价，并且相信其竞争品牌无法与之媲美。,相似点并非品牌所特与的，而是，可能与其他品牌相同的联想。种类相似点竞争性相似点：指的是用来否定竞争对手的差异点而专门设计的联想。,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 8-6,传递类别成员身份,宣传类别成员身份,与榜样作比较,依靠产品解说词,Copyright 2009 Pearson E
4、ducation,Inc.Publishing as Prentice Hall 8-7,差异点的顾客合意性标准,相关性,有特色,可信性,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 8-8,差异点的传递性标准,可行性,可转播,持续性,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 8-9,差异化战略,产品或服务,渠道,形象,人员,Copyright 2009 Pearson Education,Inc.Publishing as
5、 Prentice Hall 8-10,产品或服务差异,样式属性性能质量一致性耐用性可靠性可维修风格设计,订购容易发货安装客户培训客户咨询保养,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 8-11,分析竞争,公司研究实际和潜在的客户的同时，必须也研究竞争者。营销者需要确认竞争者的战略、目标、优势和劣势。应该在顾客监控和竞争者监控上保持平衡。一家公司最直接的竞争者是那些寻求满足同样的顾客和需求并提供类似产品的公司。公司必须同时警惕潜在竞争者，他们提供新产品或通过其他途径满足同一需求。公司必须才有基于行业和基于市
6、场的分析来识别竞争对手。,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 8-12,主要竞争领域,制造,产品,市场细分,地理,能力,垂直渠道,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 8-13,波特的竞争战略,成本领先,差异化,市场聚焦,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 8-14,决定市场吸引力的五种力量,Copyright 200
7、9 Pearson Education,Inc.Publishing as Prentice Hall 8-15,产业竞争概念,卖家的数量及差异程度进入、流动和退出障碍成本结构垂直整合程度全球化程度,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 8-16,对竞争者关键成功因素的客户评级,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 8-17,战略群体,Copyright 2009 Pearson Education,Inc.Pu
8、blishing as Prentice Hall 8-18,优势和劣势,市场份额,心理份额,情感份额,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 8-19,市场份额，心理份额和情感份额,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 8-20,市场领导者,市场领导者在相关产品市场中占有最大的市场份额。为了保持统治地位，市场领导者需要寻找扩大总体市场需求的方法，努力保护现有的市场份额，并尽可能地提高自己的市场份额。,Copyri
9、ght 2009 Pearson Education,Inc.Publishing as Prentice Hall 8-21,竞争者的扩张计划,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 8-22,扩大总需求的方法,转变未使用者进入新的细分市场吸引竞争对手的顾客增加使用场合增加每次使用量寻找新用途,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 8-23,六种防御战略,Copyright 2009 Pearson Educat
10、ion,Inc.Publishing as Prentice Hall 8-24,其他竞争战略,市场挑战者,市场补缺者,市场跟随者,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 8-25,市场挑战者战略,确定战略目标和对手选择总体攻击战略选择具体攻击战略,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 8-26,总体攻击战略,正面攻击,包围攻击,迂回攻击,侧翼攻击,游击战,Copyright 2009 Pearson Educat
11、ion,Inc.Publishing as Prentice Hall 8-27,具体攻击战略,价格折扣低价商品威望商品产品扩散产品创新,服务改进分销创新降低制造成本密集广告促销,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 8-28,市场跟随者战略,充当造假者,充当仿制者,充当模仿者,充当改造者,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 8-29,市场补缺者,最终用户专家纵向专家顾客规模专家特定顾客专家地理区域专家,产品线
12、专家定制专家质量价格专家服务专家渠道专家,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 8-30,营销联盟的种类,产品或服务联盟,促销联盟,物流联盟,定价合作,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 8-31,创新营销,创新营销对于竞争非常重要.竞争优势的关键是有意义的品牌差异消费者必须发现公司供给的独特和价值。这些差异可以是基于产品或服务本身，也可以基于相关的渠道、人员或形象等因素。,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 8-32,讨论,赢下视野：蓝海战略如何从“红海思维”专向“蓝海思维”?,讨论,营销视野：游击营销如何向一个产品类别领导者进攻?,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 8-33,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 8-34,案例讨论,营销在中国：王老吉的重新定位创新营销：埃森哲,百度挑战谷歌,
