Summary of Some Key Strategy Concepts
By Dr. Jim Cox
Marketing Concept p. 13
Consumer focud
Coordination of company activities to satisfy consumer
Long-term profitable sales volume
Components of Strategy pp. 8-11, 33
Scope
Goals and objectives
Resource allocation
Sources of Competitive Advantage
Synergy
Product Orientation vs. Marketing Orientation p. 17
Strategic Inertia p.18
E-Commerce p.20
Business to Business (B2B)
Business to Consumer (B2C)
Consumer to Business (C2B)
Consumer to Consumer (C2C)
Analysis before Strategy [4 Cs; SWOT] p. 23
Company (Strengths/Weakness)
Context (Opportunities/Threats)
Competitors (Opportunities/Threats)
Customers (Opportunities)
Mission Statement p. 35
Setting Objectives p.37
S pecific
M easureable
A ttainable
R elevant
T ime-bound
Corporate Growth (Development) Strategies pp. 41-44
Market penetration
Market development
Product development
Diversification
Forward/Backward Integration
英游Concentric (related)/conglomerate (unrelated)
1
Boston Consulting Growth Share Matrix pp. 44-47
Cash cows
Stars
Question marks
Dogs
Divest
Harvest
Concentration
Sources of Synergy pp. 51-53
Knowledge bad
Corporate identity/brand
Shared resources
Corporate Branding Strategy p. 52
Family Branding (Corporate)
Dual Branding
Individual Branding
Strategic Fit p. 58
Porter’s Generic Competitive Strategies p. 62
Cost Leadership
Focus Strategy (Cost Bad)
Differentiation
Focus Strategy (Differentiation Bad)
Combined Typology of Business-Unit Competitive Strategies pp. 63,68,71,75
Prospector
Analyzer鞍子
Differentiated
Low cost
Defender
Differentiated
Low cost
Reactor
Seven Domains of Attractive Opportunities p.85
Macro -Market Attractiveness [demographic, economic, socio-cultural, regulatory, technological, natural
environment]
Macro - Industry Attractiveness [Porter’s Five Competitive Forces – e below]
Micro - Target Segment Attractiveness [customer need, offering gives benefits, likely growth, spring-board] Micro - Sustainable Advantage [proprietary; superior: organization, capabilities or resources; econ. viable] Team Domains
Mission, Aspirations, Risk
CSFs (Critical Success Factors)
Connectedness
2
Market versus Industry p. 85
Porter’s Five Competitive Forces – Determining Industry Attractiveness pp. 93-94
Threat of New Entrants
Bargaining Power of Supplier
Rivalry among Existing Competitors
Bargaining power of buyers
Threat of Substitute Products
Opportunity/Threat Matrix p. 104
Probability of occurrence
Level of impact
General Respon Strategies p. 104
Proactive
Reactive
Respon Strategies to Environmental issues (Handout)
Opposition
毛寸发型Adaptation
Offensive
Redeployment
Contingency
Passive
Rate of Adoption pp. 117-119
Risk
Relative Advantage
Simplicity (complexity)
Compatibility
Communicability
Trialability
Adopter Categories p. 118
Innovators - Venturesome
Early Adopters – Respected [opinion leaders]
Early Majority - Deliberate
为什么不能送手表Late Majority - Skeptical
Laggards - Tradition bound
Non-adopters
Adoption Stages [notes]
Awareness
Interest
Evaluation
Trial
Adoption
Confirmation
3
Market Attractiveness/Competitive Position Matrix pp. 141-143
Targeting Strategies pp. 145-146
Mass-market
Undifferentiated
Differentiated教育与经济
Niche-market
Growth-market
Porter’s Generic Competitive Strategies p. 151
Cost Leadership
Focus Strategy (Cost Bad)
Differentiation
Focus Strategy (Differentiation Bad)
Physical/Perceptual Positioning p.153
Positioning-Determinant Attributes p. 156
Features
Benefits
Parentage
Manufacturing Process
Ingredients
Endorments
Comparison
Pro-environment
Price/Quality
Positioning Grid [Perceptual Map/Product Space] p.158
Value Curve p. 158-160
Positioning Statement/Values Proposition p. 164
Product Life Cycle pp. 174-175
Introduction
Growth
Shakeout –competitive turbulence
Maturity
彩泥小动物
Decline or extension
Primary Demand/Selective Demand p. 180
New Market Entries pp. 179-180
New to the world products
New product lines
Additions to existing product lines
Improvements in or revisions of existing products
Repositioning
4
Cost reductions
New Market Entry Strategies pp. 182-187
Pioneer
Fast follower (larger entry scale, leapfrogging)
Late entrant (niches)
Strategies for Pioneers pp. 187-191
Mass-market penetration
Niche penetration
Skimming; early withdrawal
Pioneer Global Markets pp. 193-194
Exporting
Export Merchant
Export Agent
Cooperative Organizations
Contractual Entry Modes
Licensing
Franchising
Contract Manufacturing
Turnkey Construction
Coproduction
Counter trade
Buyback Agreement
Direct Investment
Joint Venture
Sole Investment
Share Maintenance Strategies for Share Leaders in Growth Markets pp. 205-206
Retain current customers
Maintaining/improving satisfaction and loyalty
Encouraging/simplifying repeat purcha
Reducing attractiveness of switching
Stimulate lective demand among later adopters
Head-to-head positioning against competitive offerings or potential offerings
Differentiated positioning against competitive offerings or potential offerings
如何系鞋带Strategic Choices for Share Leaders in Growth Markets pp. 207-212
Fortress of position defen
Flanker
Confrontation
Market expansion or mobile strategy
Contraction of strategic withdrawal
Share Growth Strategies for Followers in Growth Markets p. 213
Captive repeat/replacement purchas
Head to Head Positioning
Technological Differentiation
明的反义词Stimulate Selective Demand among Later Adopters
Head to Head Positioning
5
