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Marketing Management
By Philip, Kevin Lane Keller, Abraham Koshy, Mithileshwar Jha
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SUMMARY by

Chapter

9

dealings with Competition
Building strong brands requires a keen understanding of competition. To efficaciously devise and implement the best possible brand posture strategies, companies must pay attention to their competitors. Markets have become overly competitive to just focus on the consumer alone.

just integrating is to integrate backward or forward i.e. with suppliers and

Technological
is a beltway strategy practiced in high-tech industries. The challenger patiently researches and develops the next technology and launches an attack, shifting the battleground to its

costumers which often lowers be and can manipulate prices and costs in different split of the value chain.

leapfrogging Benchmarking is the art of learning from companies that perform certain tasks advance than other companies.
Competitive Forces (Michael Porters 5 forces)
1. flagellum of intense fragment rivalry - piece is unattractive if it contains numerous, strong, or aggressive competitors. 2. Threat of new entrants - fragments attractiveness varies with the height of its compliance and exit barriers. The most attractive segment has high intromission barriers and low exit barriers. 3.



Threat of substitute products - A segment is unattractive when there are actual or potential difference substitutes for the product. 4. Threat of buyers growing bargain power - A segment is unattractive if buyers possess strong or growing bargaining power. 5. Threat of suppliers growing bargaining power - A segment is unattractive if the companys suppliers are able to raise prices or surmount quantity supplied.

Identifying Competitors
Entry, Mobility, And Exit Barriers Cost Structure layer Of Vertical Integration Degree Of Globalization

territory, where it has Industry Concept Number Of Sellers And Degree Of Differentiation an advantage.

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