CH 11

Developed by Cool Pictures and MultiMedia Presentations Copyright © 2004 by South-Western, a division of Thomson Learning, Inc.
c. All rights reserved.

Core Competencies and Selected Products at Canon
• Core competencies are

embodied in the superior
skills of employees--the
technologies they have
mastered, the unique
ways in which these
technologies are
combined, and the
market knowledge that
has been accumulated.
• They focus on the basics
of what crates value
from the customer’s
perspective and include
both technical and
organizational skills.
Developed by Cool Pictures and MultiMedia Presentations Copyright © 2004 by South-Western, a division of Thomson Learning, Inc. All rights reserved.
Three Tests to Identify the
Core Competencies
• First, a core competence provides potential

access to an array or markets.
• Second, a core competence should make an
important contribution to the perceived customer
benefits of the firm’s end products.
• Third, “a core competence should be difficult for
competitors to imitate.”
Sustaining the Lead . . . Three Questions
• How rare is our competence?

• How long will it take your competitors to develop
the competence?
• Can the source of your advantage be easily
understood by your competitors?
Questions In Planning Product Strategy
1. What are the important benefits that our core

competencies allow us to deliver to customers?
2. How could we combine our competencies in
exciting new ways to deliver more value to
existing customers or to serve new customer
segments in other industries?
Quality Movement Stages
• Stage one centered on conformance to standards

or success in meeting specifications.
• Stage two emphasized that quality was more
than a technical specialty and that the pursuit of
quality should drive the core processes of the
entire business.
• Stage three examines a firm’s quality
performance relative to competitors and examines
customer perceptions of the value of competing
products.
What Value Means to Customers
1. In essence, value
equals quality
relative to price.
2. Value has two
components:
quality and price.
3. In turn, quality
includes a
customer service
component.
1. Proprietary or 2. Custom-built
catalog products products
Four Types of Industrial product Lines
3. Custom-designed 4. Industrial
products services
Four Dimensions of a Market Definition
1.1.Customer
Customerfunction dimension.
function dimension.
2. Technological dimension.
3. Customer segment dimension.
1.4.Customer function
Value-added dimension.
system dimension.
Assessment of Global Product-Market Opportunities
The horizontal dimension represents the similarity in or the

difference between market needs across countries. The
vertical dimension represents the nature of the product
configuration.
Designing Successful Global Products
1. Business marketers should search for

similarities as well as differences in customer
needs.
2. Maximize the size of the common global core
of the product while also providing for local
tailoring around the core.
3. The best global products are designed with
the global market in mind from the start.
Steps in the Product Positioning Process
1. Identify the relevant set of competitive products.
2. Identify the set of determinant attributes that customers use to differentiate

among options and determine the preferred choice.
3. Collect information from a sample of existing and potential customers

concerning their ratings of each product on the determinant attributes.
4. Determine the product’s current position versus competing offerings for each
market segment.
5. Examine the fit between preferences of market segments and current

position of product.
6. Select Positioning or Repositioning Strategy.
Two Elements of
High-Tech Marketing
• Building a strong brand.

• Designing marketing strategy during the
turbulent life of a high-technology product.
Successful brand management involves developing a promise of value for
customers and then ensuring that the promise is kept through the way in
which the product is developed, produced, sold, services, and promoted.
How High-Tech Brands Build Equity
Drivers of Brand Attitude Change
• Dramatic and visible new products that were

aggressively supported by advertising.
• Increases in brand attitude were associated with the
appointment of a well-recognized executive officer who
introduced a new strategy.
• Brand attitude depends on competitive actions.
• Product problems were associated with several declines
in brand attitude.
• Legal actions were associated with decreases in brand
attitude.
The Landscape of the
Technology Adoption
Life Cycle
The Technology
Adoption Life Cycle:
Classes of
Customers

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Developed by Cool Pictures and MultiMedia Presentations Copyright © 2004 by South-Western, a division of Thomson Learning, Inc.

c. All rights reserved.

• Core competencies are

• First, a core competence provides potential

• How rare is our competence?

1. What are the important benefits that our core

• Stage one centered on conformance to standards

Four Types of Industrial product Lines

3. Customer segment dimension.

The horizontal dimension represents the similarity in or the

1. Business marketers should search for

1. Identify the relevant set of competitive products.

2. Identify the set of determinant attributes that customers use to differentiate

3. Collect information from a sample of existing and potential customers

5. Examine the fit between preferences of market segments and current

6. Select Positioning or Repositioning Strategy.

• Building a strong brand.

How High-Tech Brands Build Equity

• Dramatic and visible new products that were

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