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Competitive Markets
firms with no distinctive competence and undifferentiated offerings Slowing market growth in mature service industries means that only way for a firm to grow is to take share from competitors Rather than attempting to compete in an entire market, firm must focus efforts on those customers it can serve best Must decide how many service offerings with what distinctive (and desired) characteristics
Narrow
Service Focused
Wide
Unfocused (Everything for everyone)
Many
NUMBER OF MARKETS SERVED
Few
Market Focused
markets
competition
Price/quality relationships
Reference to competitors (usually shortcomings) Usage occasions
User characteristics
Product class
Tiers
Classes
Lodging
Star or diamond
INTERNAL ANALYSIS
COMPETITIVE ANALYSIS
Grand
Regency
PALACE
Shangri-La
High Service Sheraton Atlantic Moderate Service
Regency
Shangri-La
Inner Suburbs
Castle Atlantic
Italia
Alexander IV
PALACE
Shangri-La No action? Atlantic Sheraton Italia Castle Alexander IV Airport Plaza Moderate Service
Less Expensive
Positioning after New Hotel Construction: Location vs. Physical Luxury (Fig. 3.7)
High Luxury Mandarin
New Grand
Continental Action? PALACE Financial District No action? Shopping District and Convention Centre Italia Alexander IV Atlantic Airport Plaza Inner Suburbs Heritage Marriott Sheraton Shangri-La Regency
Castle
Moderate Luxury
on key attributes
Research provides inputs to development of positioning maps
Challenge is to ensure that attributes employed in maps are important to target segments performance of individual firms on each attribute accurately