Малявина Татьяна 5511
BCG MATRIX ? MARKS DOGS WAR HORSES BIRDS DO-DO Market Growth STARS CASH COWS high low high Market share low
ANSOFF’S GROWTH DIRECTION MATRIX Market old MARKET PENETRATION PRODUCT DEVELOPMENT MARKET DEVELOPMENT DIVERSIFICATION new old Products new
DIGITAL CAMERA VENDORS’ MARKET SHARE DIGITAL CAMERA VENDORS’ SALES
INDUSTRY CHARACTERISTICS
PORTFOLIO ANALISYS: Mc. KINSEY MATRIX Market attractiveness INDUSTRY: DIGITAL STILL CAMERAS Победитель 1 Победитель 2 Вопрос Победитель 3 Средний бизнес Проигравший 3 Создатель прибыли Проигравший 2 Проигравший 1 Competitive strength
Market attractiveness Mc. KINSEY MATRIX Победитель 1 Победитель 2 Вопрос Победитель 3 Средний бизнес Проигравший 3 Создатель прибыли Проигравший 2 Проигравший 1 Competitive strength
PORTFOLIO ANALISYS: Mc. KINSEY MATRIX Market attractiveness INDUSTRY: INSTANT CAMERAS (DIGITAL & FILM) Победитель 1 Победитель 2 Вопрос Победитель 3 Средний бизнес Проигравший 3 Создатель прибыли Проигравший 2 Проигравший 1 Competitive strength UNIQUE NICHE
PORTFOLIO ANALISYS: Mc. KINSEY MATRIX Market attractiveness INDUSTRY: PORTABLE PHOTO PRINTERS Победитель 1 Победитель 2 Вопрос Победитель 3 Средний бизнес Проигравший 3 Создатель прибыли Проигравший 2 Проигравший 1 Competitive strength
PORTFOLIO ANALISYS: Mc. KINSEY MATRIX Market attractiveness INDUSTRY: TABLET PC Победитель 1 Победитель 2 Вопрос Победитель 3 Средний бизнес Проигравший 3 Создатель прибыли Проигравший 2 Проигравший 1 Competitive strength
PORTFOLIO ANALISYS: Mc. KINSEY MATRIX Market attractiveness * Tablet PC Победитель 1 Победитель 2 * Portable photo printers Победитель 3 Вопрос * Digital still cameras Средний бизнес Проигравший 3 Проигравший 2 Проигравший 1 * Instant cameras Создатель прибыли Competitive strength
DIVERSIFICATION STRATEGIES CONCENTRIC DIVERSIFICATION Related products HORIZONTAL DIVERSIFICATION
VERTICAL INTEGRATION STRATEGIES BACKWARD INTEGRATION Control over suppliers and manufacturers
COMPANY BEHAVIOUR MARKET PENETRATION Aim: increasing the market share of an existing product, or promoting a new product, through strategies such as advertising, lower prices, or volume discounts. PRODUCT DEVELOPMENT Adding new features to existing products. Advancements in materials and technologies. MARKET DEVELOPMENT ?
DEFENSIVE STRATEGIES RETRENCHMENT STRATEGY Bankruptcy, Chapter 11 DIVESTITURE Selling a division of a firm or unprofitable part of a business LIQUIDATION
AUDIENCE
BEHAVIOUR PATTERN PRICING
PREFERENCES
DIFFERENTIATION STRATEGY INTERCHANGEABLE LENS
DIFFERENTIATION STRATEGY ADVANTAGES: — Intelligent alternative — Compact — Reasonable price — Easy-to-use — Compliance with customer preferences — Multifunctional POSSIBLE LENSES: — Fish eye — Wide angle — Telephoto — Colour effects
DIFFERENTIATION STRATEGY APP FOR TRANSFERRING PHOTOS INTO POLAROID CAMERA FOR FURTHER PRINTING
BUSINESS-LEVEL STRATEGIES DIFFERENTIATION Source of competitive advantage broad target market uniqueness Cost Leadership Differentiation Integration narrow target market Breadth of competitive scope cost Focused Cost Leadership Focused Differentiation
BUSINESS-LEVEL STRATEGIES DIFFERENTIATION Conditions: —Market is competitive or saturated — Customers have very specific needs which are possibly under-served — Firm has unique resources and capabilities which enable it to satisfy these needs — Strong brand image also results in perceived uniqueness even when the physical product is the same as competitors Characterized by: — Customized products – as many features as possible — Value is provided to customers through unique features and characteristics of products rather than by the lowest price
BUSINESS-LEVEL STRATEGIES FOCUSED DIFFERENTIATION Source of competitive advantage broad target market uniqueness Cost Leadership Differentiation Integration narrow target market Breadth of competitive scope cost Focused Cost Leadership Focused Differentiation
BUSINESS-LEVEL STRATEGIES FOCUSED DIFFERENTIATION — Offering unique features that fulfill the demands of a narrow market — The idea is to serve limited group of customers better than competitors who serve broader range of customers — An organization has unique capability to serve a niche
PORTER’S FIVE FORCES Threats of new entrants • Quite expensive raw materials and components • Because differentiators charge a premium price they can afford to absorb higher costs and customers are willing to pay extra too • Not standardized components Power of suppliers • Competitive and affordable prices of substitutes • Innovations • High quality of substitutes • Not so strong image in the sphere of digital cameras (devices) • Barriers to enter the market • Considerable costs of innovations • Considerable costs of differentiation • Presence of huge players • Shift of interest to the sphere of multi functional digital devices Industry competitors • Number of competitors and presence of solid brands • Market is saturated • Market growth slows down • Technological and marketing innovations are required Threats of substitute products Power of buyers • Unique niche of customers • Unique features of instant photography • Dependence of distribution channels (not well-developed) • Elasticity of demand (in case of instant photography)
SWOT Opportunities Threats • Growing interest to vintage (vintage pics, effects) • Collaboration and cooperation • New markets and spheres to expand • Opportunities of online presence Strengths • Unique opportunities of instant photography • Well-known brand-name • Anticipated release of Socialmatic camera • High level of differentiation Weaknesses • Narrow niche • Financial problems • Poor marketing and promotion • Not enough capacity to keep up with latest innovations • Intense competition • Shift of customers’ focus to the multi functional devices • Lack of suppliers and manufactures • Bankruptcy • Renewed brand/ position strengthening/ adding value to the brand • Attraction of new customers • Great promotion opportunities • Taking advantage of seasonal fluctuations • Innovations • Online presence development/ easy content sharing • Focusing on distinctive features of the brand • Development of distribution channels • Deep market analysis (competitors & customers) • Reduction of manufacturing costs • Niche development/ focused strategy • Taking advantage of partnership – resolving promotional and financial problems • Innovations are strongly required • Price slowdown (especially on related products) • Creating of promotional campaigns • Selling of unprofitable company’s divisions
SFF MATRIX PROBLEM: POORLY DEVELOPED DISTRIBUTION CHANNELS Suitability Alternative A: Franchise selling Alternative B: Online presence development Alternative C: Special offers for distributors and retailers Alternative D: Partnership distribution channels Feasibility Flexibility TOTAL 5 2 2 9 5 5 4 14 5 3 3 11 5 3 2 10
LEVELS OF DECISIONS Strategic Administrative Operational Top executives Middle managers Middle and first line managers • Selection of product-mix • Markets to operate • Differentiation & Diversification • Goals & objectives • Company’s policy CEO R&D Marketing d-t • Allocation of resources (budgeting) • R&D support • Personnel training and development • Acquisition of facilities and equipment • Distribution channels development • Pricing R&D Marketing d-t Accounting d-t HR Public communications d-t • Efficiency of current operations • Scheduling of operations • Supervision of performance • Evaluation of activity results • Sales d-t Buying d-t
Analytics Advertising & promotion HR Emotions Public relations & communication R&D Creative PR Accounting Resource allocation/ financing Facts SIX HATS THINKING Advertising & promotion Benefits HR R&D Marketing Control Sales/ buying Fears Planning & Budgeting CEO
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