報告大綱The Search for Competitive Advantage

Understanding Consumer Choice Behavior

Creating a Competitive Position

Steps in Developing a Positioning Strategy4

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Developing Positioning Maps 5

Conclusion6

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1. The Search for Competitive Advantage

Differentiate their products( 差異化產品 ):Firms should be selective in their targeted

customers and distinctive in the way they present.

The Need for Focus in Competitive Strategy

Identifying and Selecting Target Segments

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競爭優勢market segmentation: X entire market X micro segmentationEconomy of scale 規模經濟Mass customization - strandardized core products, tailoring supplementary service elements.

market segmenttarget segment is one selected from among the broader market by specific firms.Target segments should be selected on the basis of their sales, profit potential, and the firm’s ability to match or exceed competing offerings directed at the same segment.

2. Understanding Consumer Choice Behavior

Services emphasize experience qualities and is harder to evaluate.

Developing a Service Concept for a Specific Segment

Importance vs. Determinance

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Research is needed to identify 1. what attributes of a service

customers deem important2. the competitions’ performance on

such services 個人對不同服務有不同的喜好或優先順序。

Determining attributes: actually determine buyers’ choices between competing alternatives.e.g. 航空運輸業 : Importance: safety Determinance: service, price...

3. Creating a Competitive Position

Positioning is the process of establishing and maintaining a distinctive place in the market for an organization and its individual product offerings.

Repositioning involves changing the existing position, which revises service characteristics or redefines target market segments.

Copy Positioning vs. Product Positioning Positioning’s Role in Market Strategy

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Copy positioning is to create images and associations for broadly similar branded products.Product positioning entails more substantive attributes relating to product performance, price, and service availability.Change performance to appeal使顧客確實感受到，而且影響他們的決策。

pivotal role: links market analysis and competitive analysis to internal corporate analysis.

multiproduct service businesses: - consistency between the positions(the image of one may spill over onto the others)

Explicit positioning strategy a mental “fix” on a product

4. Steps in Developing a Positioning Strategy

Market Analysis( 市場分析 ) determine the trend of demand the geographic location of this demand. Internal corporate analysis( 企業內部分析 )

identify its resources, limitations or constraints, the values and goals of its management

Competitive analysis( 競爭力分析 ) 分析競爭者的優勢與劣勢may suggest opportunities for differentiation.

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Market AnalysisSizeLocationTrends

Internal CorporateAnalysisResourcesConstraintsValues

Competitive Analysis StrengthsWeaknessesCurrent Positioning

Definition and Analysis of Market Segments

Selection of Most AppropriateTarget Market Segments to Serve

Articulation of Desired Position in the marketplace

Selection of Which BenefitsTo Emphasize To Customers

Analysis of Possibilities forEffective DifferentiationAgainst Competition

MarketingAction Plan

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4. Steps in Developing a Positioning Strategy

• Anticipating Competitive Response( 競爭反應 ) 開始計畫前 , 管理者考慮

潛在競爭者 / 現有競爭者 預期可能競爭反應的最好方法

現有市場資料的分析研究、分析競爭者 (put oneself in their own

shoes)

精密的電腦模式協助分析價格 vs. 需求 , 利潤 , 市場佔有 服務品質 vs. 目標顧客的反應

• Evolutionary Positioning:

Example :Charles Schwab & Co. 8

Evolutionary Positioning:Example: Charles Schwab & Co.( 嘉信理財 )

1974 成立 America’s largest discount securities broker

Unique position: basic service, lower price…

1980s 自動化 add services

Market position:

low-priced transactions value-added service at a low price

1990 “transaction with value” ( 不再便宜 )

開發新價值 : e.g. high accuracy, trade anytime, everywhere…

1995 Advertising: “StreetSmart” ( 安裝在 PC 上 : 客製化 )

Slogan: “Helping Investors Help Themselves” ( 折扣 ) 9

5. Developing Positioning Maps

• A map: two attributes( 屬性 )• position 由來 : 市場資料的推斷 or 有代表性顧客評價• Position map 優點 :

容易理解領會 ( 與量化資料 , 文字敘述相較 )了解競爭威脅與機會呈現消費者與管理者對組織的認知差異 (gap)加強或消除獨占利基

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Using Positioning Maps To Plot Strategy:An Example from the Hotel Industry

• E.M.Statler : location, location and location• Location segment: 商務 , 度假 , 開會…• Other Attributes:

價格實體設施 服務其他 ( 旅館格調 , 安靜 , 安全 , 乾淨 , 常客優待等 )

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Using Positioning Maps To Plot Strategy:Example:Palace Hotel( 皇宮飯店 )

• Place: city Belleville( 貝爾維爾 ) • 競爭者 : 4-star hotels X8, the Grand• 現況 : 獲利 , 住房率 , 地理位置優勢• 未來情勢 : 新興旅館 X4, New Grand• Position map: four attributes

Room priceLevel of personal serviceLevel of physical luxuryLocation

分別繪製新競爭者進入前、後的 charts

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Position map of service level vs. price level

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Position map of location vs. luxury level

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Position map of location vs. luxury level (New construction)

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No Action!!Do nothing in service & 硬體

improveLuxury level decline!!

Action!!重新裝修 & 提升服務水準

Position map of service level vs. price level(New construction)

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No Action!!喪失獨特地理位置優勢

Lower price, revenues and profit

Decline in service quality

Action!!重新裝修 & 提升服務水準

Raise prices!Cluster with Regency,(slightly less expensive than the other)

Changing Perception Through Advertising

• 加強產品功能 & 矯正弱勢 Expensive• 有時候，弱勢只是“認知上” 的， not real• Example: Long Island Trust

競爭者 : banks from NY 優勢 : 被認知為幫助當地居民與當地經濟 劣勢 : 分行數量 , 服務種類 , 服務品質…advertising campaign: “Long Island

position”利用廣告強化優勢結果 : 正向的月暈效應 (Halo Effect) => 每個研究屬性都進步

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Conclusion

• Create 競爭優勢， target segments !

• Positioning不同屬性組成服務概念何種屬性影響顧客選擇行為

• Positioning Map清楚呈現 research dataFirms 的優劣長短顯而易見 產生新服務或重新定位 (eg. 利基 )

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