30+mba-第25部分
按键盘上方向键 ← 或 → 可快速上下翻页，按键盘上的 Enter 键可回到本书目录页，按键盘上方向键 ↑ 可回到本页顶部！
————未阅读完？加入书签已便下次继续阅读！
a specific quantity of a product or service or capturing market share。
MBAs are frequently set the challenging task of measuring the size of
the market。 Now in principle this is not too difficult。 Desk research （see
in ‘Market research’ later in this chapter） will yield a sizeable harvest of
statistics of varying degrees of reliability。 You will be able to discover that
the consumption； say； of bread in Europe is ￡10 billion a year。 But first you
need a definition of bread。 The industry…wide definition of Bakery includes
Marketing 83
sliced and un…sliced bread； rolls； bakery snacks and speciality breads。 It
covers plant…baked products； those that are baked by in…store bakers； and
products sold through cra。。 bakers。
Assessing the relevant market then involves refining global statistics
down to provide the real scope of your market。 If your business operates
only in the UK the market is worth over ￡2。7 billion； equivalent to 12
million loaves a day； one of the largest sectors in Food。 If you are operating
only in the cra。。 bakery segment then the relevant market shrinks to ￡13。5
million； this contracts still further to ￡9。7 million if you are； say； operating
only within the radius of the M25 ring road。
The importance of market share
The relevant market will be shared by various peting businesses in
different proportions。 Typically there will be a market leader； a couple of
market followers and a host of businesses trailing in their wake。 The slice
that each petitor has of a market is its market share。 You will find that
marketing people are fixated on market share； perhaps even more so than
on absolute sales。 That may appear li。。le more than a rational desire to beat
the ‘enemy’ and appear higher in rankings； but it has a much more deepseated
and profound logic。
Back in the 1960s a firm of US management consultants observed a consistent
relationship between the cost of producing an item （or delivering
a service） and the total quantity produced over the life of the product
concerned。 They noticed that total unit costs （labour and materials） fell by
between 20 and 30 per cent for every doubling of the cumulative quantity
produced。 （See Chapter 12 for more on the experience curve effect。）
Tesco
40％
Asda
21％
Morrison/Safeway
15％
Independents
3％
Sainsbury's
21％
Figure 3。1 Market share UK supermarkets June 2008
84 The Thirty…Day MBA
So any pany capturing a sizeable market share will have an implied
cost advantage over any petitor with a smaller market share。 That cost
advantage can then be used to make more profit； lower prices and pete
for an even greater share of the market； or invest in making the product
be。。er and so stealing a march on petitors。
petitive position
It follows that if market share and relative size are important marketing
goals； you need to assess your products’ and services’ positions relative to
the petition in your relevant market。 The techniques most used to carry
out this analysis are SWOT and perceptual mapping。
Strengths； weaknesses； threats and opportunities （SWOT）
This is a general…purpose tool developed in the late 1960s at Harvard by
Learned； Christensen； Andrews and Guth； and published in their seminal
book； Business Policy； Text and Cases （Richard D Irwin； 1969）。 The SWOT
framework consists of a cross； with space in each quadrant to summarize
your observations； as in Figure 3。2。
Figure 3。2 Example SWOT chart for a hypothetical Cobra Beer petitor
Strengths Weaknesses
1。 Beginning to get brand
recognition
2。 Established strongly in Indian
restaurants
1。 Don’t have own production
2。 Need more equity finance to be
able to advertise more strongly
Opportunities Threats
1。 We could capitalize more on
our relationships in Indian
restaurants
2。 We are only in the UK – so
have the world to go for
1。 We are vulnerable to a big player
targeting our niche
2。 Our sector looks like being the
target of major tax rises which
could reduce overall demand
In this example the SWOT analysis is restricted to a handful of areas； though
in practice the list might run to a dozen or more areas within each of the
four quadrants。 The purpose of the SWOT analysis is to suggest possible
ways to improve the petitive position and hence market share while
minimizing the dangers of perceived threats。 A strategy that this SWOT
would suggest as being worth pursuing could be to launch a low…alcohol
product （and sidestep the tax threat） that would appeal to all restaurants；
Marketing 85
rather than just Indian （widen the market）。 The pany could also start
selling in India using the international cachet of being a UK brand。 That
would open up the market still further and limit the damage that larger UK
petitors could inflict。
SWOT is also used as a tool in strategic analysis and indeed it was so
used by General Electric in the 1980s。 While it is a useful way of pulling
together a large amount of information in a way that is easy for managers
to assimilate； it can be most effective when used in individual market
segments； as a strength in one segment could be a weakness in another。 For
example； giving a product features that would enhance its appeal； say； to
the retirees market may reduce its appeal to other market segments。
Perceptual mapping
Perceptual or positioning maps are much used by marketing executives to
position products and services relative to petitors on two dimensions。
In Figure 3。3 the positions of panies peting in a particular industry
are pared on price and quality； on a spectrum from low to high。
Similar maps can be produced for any bination of variables that are
of importance to customers – availability； product range； a。。er…sales support；
market image and so on。 The technique is used in a variety of ways；
including highlighting possible market gaps when one quadrant is devoid
of players； suggesting areas to be built on or extended； or where a USP （see
below） is required to create a petitive edge。
High quality
Skoda Audi
Low quality
Low price High price
Proton Triumph Stag
Figure 3。3 Perceptual mapping
86 The Thirty…Day MBA
UNDERSTANDING CUSTOMERS
Without customers no business can get off the ground； let alone survive。
Knowing something about your customers； what they need； how much
they can ‘consume’； who they buy from now； all seems such elementary
information that it is hard to believe so many people could start without
those insights： and yet they do。
There is an old business maxim that says the customer is always right。
But that does not mean they are necessarily right for you。 So as well as
knowing who to sell to； you also need to know the sorts of people who are
not right for you and accept that trying to interest them will be a waste of
scarce resources on your part。
Recognizing needs
The founder of a successful cosmetics firm； when asked what he did；
replied： ‘In the factories we make perfume； in the shops we sell dreams。’
Those of us in business usually start by defining our business in physical
terms。 Customers； on the other hand； see businesses having as their
primary value the ability to satisfy their needs。 Even firms that adopt
customer satisfaction； or even delight； as their stated maxim o。。en find it
a more plex goal than it at first appears。 Take Blooming Marvellous
（see below）。 It made clothes for the mother…to…be； sure enough： but the
primary customer need it was aiming to satisfy was neither to preserve
their modesty nor to keep them warm。 The need it was aiming for was
much higher： it was ensuring that its customers would feel fashionably
dressed； which is about the way people interact with each other and how
they feel about themselves。 Just splashing； say； a Tog rating showing the
thermal properties of the fabric； as you would； say； a duvet； would cut no
ice with the Blooming Marvellous potential market。
Until you have clearly defined the needs of your market（s） you cannot
begin to assemble a product or service to satisfy them。 Fortunately； help
is at hand。 An American psychologist； Abraham Maslow； wh
