7p For Marketing of Tourism

Marketing Strategy & Competitive Positioning
6th edition
Part 2
Competitive
Market Analysis
Chapter 3
The Changing Market
Environment
Copyright © 2017, 2008, 2003 Pearson education, Inc. All Rights Reserved
Introduction
• Important in Developing and implementing a
robust marketing strategy is awareness of how
the environment in which marketing takes place
is changing.
• Industries and markets are not the same thing.
• Industry-based competition vs market-based
competition.
Introduction
• Penting dalam Mengembangkan dan
menerapkan strategi pemasaran yang kuat
adalah kesadaran tentang bagaimana lingkungan
di mana pemasaran berlangsung berubah.
• Industri dan pasar bukanlah hal yang sama.
• Persaingan berbasis industri vs persaingan
berbasis pasar.
A Framework for Macro-environment Analysis
Figure 3.1: PEST analysis of the macro-environment
Figure 3.3
The economic and political environment
Figure 3.4
The social and cultural environment
10 Megatrends Shaping the
Consumer Landscape
• Aging boomers • Increased immigration

• Delayed retirement • Rising Hispanic
• Changing nature of influence
work • Shifting birth trends
• Greater educational • Widening geographic
attainment differences
• Labor shortages • Changing age
structure
3-7
Figure 3.5
The shift in strategy for delivering shareholder
value
Source: Adapted from Sheth (1994).
OPPORTUNITIES OUTSIDE THE COMPETITIVE BOX
The Competitive Box
New
New Types of Traditional Business
Competition Competitors Models
New New
Customers Conventional Value Customers
Propositions
Existing Customer
Base
New Customer
Base(s)
Trends in Marketing Strategies
• Global positioning.
• The master brand.
• The integrated enterprise and end-user focus.
• Best-in-class processes.
• Mass customization.
• Breakthrough technology.
Five Forces Determining Segment Structural
Attractiveness (Michael Porter’s)
Potential Entrants
(Threat of Mobility
Industry
Suppliers (Supplier Buyers (Buyer
Competitors
power) power)
(Segment rivalry)
Substitutes (Threat
of substitutes)
The Product Life Cycle
(Figure 3.7)
Figure 3.8
Airbus A380’s development costs were €11bn!
Source: Alamy Images: vario images GmbH&Co.KG
Figure 3.9
Sales of iPods
Source: iPodlounge.com. Data are for every two months from November 2001 to May, 2004. Thus 11 is November 2001, 1.02 is January 2002 etc.
Figure 3.10
US car sales
Strategic Groups
• A strategic group is composed of firms within

an industry following similar strategies aimed
at similar customers or customer groups.
• Exp: Coca Cola and Pepsi Cola in the soft
drinks market.
Figure 3.11
Map of strategic groups in the US automobile
market
Note: * Brands now owned by large-scale American or European manufacturers.
Industry evolution (Figure 3.12)
Firms have to adapt their approaches and styles to changing conditions.

Firms that have been highly successful in entrepreneurial mode during emergence
may find it difficult to make transition to a more bureaucratic way of operating !
Source: Adapted from O’Shaughnessy (1995).
Environmental Stability
Determinants of environmental turbulence (Table 3.1)
Figure 3.13
Environmental turbulence
Source: Based on Ansoff (1984) Figure 3.4.5, p. 222.
Table 3.2
SPACE (Strategic Position and Action Evaluation) analysis– components
Figure 3.14
SPACE analysis map Aggressive:
enjoying advantages
but yet are likely to
face threats from
competitors.
Competitive:
companies with a
competitive advantage
in an attractive
industry.
Conservative:
companies in mature
markets when lack of
need for investment
has generated
financial surpluses.
Defensive:
Source: Based on Rowe et al. (1989) Exhibit 6.10, p. 145. vulnerable
Figure 3.15
The Advantage Matrix Stalemate:
commodity market, compete
mainly in the basis of efficient
manufacturing and distribution.
Volume:
results in an industry where
large economies of scale can
be achieved by a few dominant
suppliers.
Specialised:
companies within the same
market have differing returns
on scale. Some companies can
dominate and charge premium
prices in certain sub-segments.
Fragmented:
market’s requirements are less
well defined. Success depends
Source: Based on unpublished material from the Boston Consulting Group. on finding niches.

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Marketing Strategy & Competitive Positioning

• Aging boomers • Increased immigration

Source: Adapted from Sheth (1994).

The Competitive Box

Source: Alamy Images: vario images GmbH&Co.KG

• A strategic group is composed of firms within

Note: * Brands now owned by large-scale American or European manufacturers.

Firms have to adapt their approaches and styles to changing conditions.

Source: Adapted from O’Shaughnessy (1995).

Source: Based on Ansoff (1984) Figure 3.4.5, p. 222.

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