1. COMPETITOR ANALYSIS

2. COMPETITORS TESCO’S COMPETITORS Asda Marks and Spencer Aldi Sainsbury
Morrison
Spar
Netto
Llydl

3. COMPETITORS BRITISH AIRWAYS COMPETITORS Emirates Easy jet Ryanair
Swiss
Virgin
AirFrance
Lufthansa

4. COMPETITORS FORD MOTOR COMPETITORS Opel Mercedes Rover BMW Toyota
Honda
Jaguar

5. COMPETITORS
ADDIDAS COMPETITORS
UMBRO
PUMA
JJB
NIKE
Le coq Sportif

6. COMPETITORS NOKIA MOBILE PHONE Motorola Philips Sony E LG Samsung
Siemens
Virgin
Panasonic

7. COMPETITORS
SONY ELECTRONICS
Panasonic LG
Sharp
Philips

8. COMPETITORS CHELSEA FOOTBALL CLUB Manchester City FC Bolton FC
Middlesbrough FC
Manchester
United FC
Arsenal FC
Liverpool FC
Tottenham FC
Blackburn FC
Reading FC

9. COMPETITORS COCA COLA Pepsi co Fanta NEXT Debenhams House of Fraser
Marks
and
Spencer
Boots

10. WHAT YOU SHOULD KNOW AT THE END OF THIS LESSON
What is competition?
Who is a competitor?
Against whom are we competing?
What Strengths and Weaknesses do they possess?
What are your competitors objectives?
What strategies are they pursuing and how successful are they?
How are they likely to behave and, in particular, how are they likely to react to offensive moves?
Competitive Relations Evaluation
How to identify competitor’s objectives
Competitive Responses
Competitive Information System

11. COMPETITOR ANALYSIS: STETP 1
The strength of the competitor’s positioning
What market share does each competitor have?
How strong is each competitor’s image
What is their position within the trade?
Is there a particular focus in certain markets?
The strength of the competitive offerings
In relative terms, how good is each element of each competitor’s marketing mix?
How satisfied is each competitor’s customer base.
What levels of customer loyalty exist?
How satisfied are each competitor’s distributors
The strength of the competitors’ resources
How profitable is each competitor?
What is the size of each firm’s resource base?
How big and efficient is the production base?
How fast and effective are the product development processes?
Understanding the competitors’ strategies
What is each competitor’s strategic intent?
What are their actions and probable reactions?

12. COMPETITOR ANALYSIS: STEP 2
Competencies/capabilities Competitors’ position
Com1 Com2 Com3 Com4 Com5
Competitive stance
Price levels
Brand recognition
Distribution network
After sales service
Promotion/public relations
Strategic focus5
Manufacturing skills
Financial stability
Technology skills
New product innovations
Strong/high Above average Average Less Average Weak

13. Q. You work as the

14. COMPETITOR ANALYSIS

15. EVALUATING COMPETITIVE LEADERSHIP AND ANALYSING HOW ORGANISATIONS COMPETE
In essence, five types of relationship can develop between an organisation and its competitors:
Conflict
Competition
Coexistence
Cooperation
Collusion

16. COMPETITORS OBJECTIVES:
To be the dominant business
To make more profit, sales and market share
To perform better than other rivals
To get more customers than their counterparts
To be an outstanding business
To grow faster than other businesses
To be the market leader

17. COMPETITOR INTELLIGENCE SYSTEM
Industry analysis
Building competitive
advantage
Industry mapping
Desk research
Databases
Benchmarking
Critical success
factors
Market
research
Internal
Information
Competitive profilling
Value chain analysis
Special Competitor studies

18. CRITICAL SUCCESS FACTORS.
MARKETING MIX
STRATEGIES
OBJECTIVES
MISSION
ENVIRONMENTAL ANALYSIS
SWOT ANALYSIS
IMPLEMENTATION
MONITOR AND CONTROL

19. ASSIGNMENT – BENCHMARKING:
You are the Managing Director of Morrison and
you want to improve on your business. One of
your strategy to improve is to carry out
benchmarking exercise. Please state below how
you will carry out the benchmarking exercise:

20. Factors to consider
Morrison
Tesco
Market share
Prices
Profit
Sales
Services
Strategies
Objective
Mission
Staff

21. BENCHMARKING: You can use criteria such as : Good, bad, average, high, low, bad, excellent, no comment.
Factors to consider
MKET College
Dudley College or any other college of your choice
Courses
Fees
No of Students
Customer Service
Library & resources
Computers
Other facilities
Lecturers
Classrooms
Organisation

22. COMPETITORS
STRONG COMPETITORS
WEAK COMPETITORS

23. COMPETITORS
CLOSE COMPETITORS
DISTANT COMPETITORS

24. COMPETITORS
GOOD COMPETITOR
BAD COMPETITOR

25. COMPETITORS
Direct
Indirect

26. PORTER’S FIVE FORCE MODEL OF THE COMPETITIVE ENVIRONMENT

27. MICHAEL PORTER’S FIVE FORCE ANALYSIS OF THE COMPETITIVE STRUCTURE
Potential entrants
Threat of
entrants
Competitive
Rivalry
Bargaining
Power
Bargaining
Suppliers
Buyers
Power
Threat of
substitutes
Substitutes
Source: Exploring Corporate Strategy by Garry Johnson and Kevan Scholes
Adapted from M. Porter, Competitive Strategy, Free Press,
1980, p. 4.

28. PORTER’S VALUE CHAIN

29. Technology development Human resource management
Porter’s Value Chain
Firm infrastructure
Technology development
Human resource management
Procurement
Support activities
Primary activitites
Inbound Operations Outbound Service
Logistics Logistics
Marketing
and sales 29

30. WHAT COMPANIES NEED TO KNOW ABOUT OTHER COMPETITORS
Sales
Customers
Products
Advertising and promotion
Distribution and sales force
Price
Finance
Management
Other information needed.