● Market leader strategy
Generally accepted industry there, "the market leader." The so-called market leader with such characteristics: the corresponding largest share of the market; in price changes, product development, marketing strength and other leading other companies. Market leader is often the object of accusation competitors. Some well-known market leaders such as IBM (computer industry), Coca-Cola (beverages), GM (cars), Boeing (aircraft) and so widely that people are familiar.
This dominant position the company to maintain its leadership must take the following measures:
(1) to expand the market
Because the dominant firm market share, so if the expansion of the market, clearly the most beneficial. Market leader for their products should always be looking for new users, new uses and expand the use, in order to obtain more benefits.
① new user. No matter how extensive the coverage of the total product has not touched the place. For most products, not used often large number of potential customers, if the user can expand the team, the company will benefit. Specific methods such as: market penetration strategy, to convince the user to use previously unused; new marketing strategy, look for other ways, such as to persuade men to use perfume; geographic expansion strategy, such as to foreign countries.
② new uses. Identify and promote their products through new uses to expand the market. Companies should be careful attention to customer use of our products, and actively explore the multiple uses of products, each found a new use for the company will find a huge new market. The most typical example is DuPont's nylon. The first is to parachute nylon synthetic fibers, and later the fiber was invented for women socks, shirts and blouses and then later became the main raw material, then a tire, carpet raw material ... ...
③ to expand usage. Persuade existing customers to expand use to more appropriate way to guide users to use, so that the expansion of which market to expand sales.
(2) to protect market share
Market leaders must maintain their advantage, protect market share from rival attacks. Market share is actually the result of a balance of competing forces to maintain dominance, must be constantly to strive constantly to fight, taking the offensive. The introduction of new products, services, cutting costs to improve all aspects, always ahead, so life as competitors almost.
(3) to expand market share
Market leader can further efforts to expand market share, to increase their profit margins. Studies have shown that market share there is a linear relationship with profit margins, as market share increased, profit margins have increased. If a market share of 10% for 9.1% of its profit margins; when the market share of 40%, 30% profit margin. Increase market share not only a great temptation, but also the market leader is also possible, because of its greater strength and greater advantages.
● challenge test market strategy
(1) a clear strategic objectives and competitors
Market challenger must have a clear challenge goal, the goal is clear and unambiguous, decisive and attainable. The general goal is to increase market share, where the inevitable is to determine the object of attack, general business have three options:
① market leader in this as offensive object, there is greater risk, but the profit will be considerable. When the market leader in potentially destabilizing factor, there are some problems, the massive attack.
② similar scale but poor management and lack of funds the company, this has generally easier to work, especially when its limited resources.
③ regional small, poorly managed, underfunded company.
(2) Select offensive strategy
① frontal assault. Concentrated on products, advertising, and prices, direct confrontation with them.
② flank attack. Avoid each other's strengths, weaknesses choice opponents attack. If the geographic market power of the weak areas to attack each other to win the sub-market.
③ surrounded the attack. Launch attacks from all aspects, both positive attack, and attack the flank, back, so the other can not fight. Such as providing a wide range of products; to meet the various needs of customer segments, penetration - to cut each other's markets.
● market follower strategy
A lot of time to directly attack the market leader is unwise. Time as the market leader in the alert was, with its powerful strength will make a strong response. Such as the challenger to the price, service a way to achieve better than the offensive leader, the leaders will follow up accordingly, also lower prices, improve service, the result is likely to be a lose-lose, and the market leaders are more likely to maintain strong and lasting operational capability Challenger did not get any benefit. At this point, business or maintain leadership to follow the good.
This follows in the capital-intensive industries in the more common homogeneous products. Such industries, product differentiation and image have few opportunities to differentiate services similar to price-sensitive, intense battle with the industry's favor, market share stability.
Followers to know how to keep existing customers and win new customers as possible. Followers must avoid challenger attacks, which should keep costs low and quality products and services. Its strategy in three ways:
(1) followed. In all market segments and marketing, as far as possible mimic the market leader.
(2) the distance to follow. In the following, while maintaining a number of differences, mainly in the price level, product updates, sales follow.
(3) have a choice to follow. Follow the leader in some aspects, some side with the original.
● market pick up fill absent Strategy
Almost every industry has a number of small businesses, small companies. They ignore the major operations of large enterprises or small market, wish to give up the business. They are operating on the large enterprises is an organic supplement and perfect the market.
Strategic decisions are particularly favorable for the factor is specialized, the company must be in the market, products, customers range to achieve specialization and Strategic decisions can play an expert role in the following areas:
(1) end-users. Company specifically for a certain type of end-user services.
(2) vertical level. Company specializing in the production and sales cycles in some there are some vertical level products.
(3) Customer size. Can concentrate on small-scale customer service.
(4) special customer. We specialize in producing one or a few large customers to sell products.
(5) separate processing. Companies only produce the products customers order.
(6) Special services. Company specializing in one or several other companies do not have service.