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Competitive by Mind Map: Competitive

1. Class 2: Industry Analysis & Market Environment

1.1. Industry Evolution and Forecasting

1.1.1. Emerging Industry Structure

1.1.1.1. Single-niche strategy

1.1.1.2. Multiple-niche strategy

1.1.1.3. Mass-market strategy

1.1.2. Mature Industry Structure

1.1.2.1. Market Fragmentation Stage

1.1.2.2. Consolidated Industry Structure

1.1.3. Declining Industry Structure

1.1.3.1. Harvest

1.1.3.2. Niche

1.1.3.3. Leadership

1.1.3.4. Divest

1.2. The Advantage Matrix

1.2.1. Fragmented

1.2.2. Specialised

1.2.3. Stalemate

1.2.4. Volume

1.3. Environmental Analysis

1.3.1. Macro (PESTEL)

1.3.1.1. Political

1.3.1.2. Economical

1.3.1.3. Socio-Coltural

1.3.1.4. Technological

1.3.1.5. Environmental

1.3.1.6. Legal

1.3.2. Micro (3C+SD)

1.3.2.1. Company

1.3.2.2. Customer

1.3.2.3. Competitor

1.3.2.4. Suppliers

1.3.2.5. Marketing Intermediaries

2. Class 3: Five Forces Model EFE Matrix

2.1. Five Forces Analysis

2.1.1. Potential entrants

2.1.2. Suppliers

2.1.3. Buyers

2.1.4. Substitutes

2.1.5. Industry competitors

2.2. EFE

2.2.1. Weight

2.2.1.1. Indicates the importance

2.2.1.2. Assign from 0.00 - 1.00 scale

2.2.1.3. *Higher weight = more important

2.2.2. Rating

2.2.2.1. 1. Poor

2.2.2.2. 2. Below average

2.2.2.3. 3. Average

2.2.2.4. 4. Satisfactory

2.2.3. Total Weight Score

2.2.3.1. Score 1-2 = business has less than average ability to respond to external factors

2.2.3.2. Score 2-3 = business has average ability to respond to external factors

2.2.3.3. Score 3-4 = business has high ability to respond to external factors

3. Class 4 : Strategic Marketing Planning

3.1. Planning

3.1.1. Step 1 : Defining the business purpose or mission

3.1.2. Step 2 : Define marketing strategy process

3.1.3. Step 3 : Establishing the core strategy

3.1.4. Step 4 : Creation of the competitive positioning

3.1.5. Step 5 : Implementation

3.2. BCG Matrix

3.2.1. Categories

3.2.1.1. Star

3.2.1.2. Dogs

3.2.1.3. Question Marks

3.2.1.4. Cash Cow

3.2.2. Strategic Application

3.2.2.1. Build

3.2.2.2. Divest

3.2.2.3. Hold

3.2.2.4. Harvest

4. Class 5 : Internal Analysis

4.1. SW Analysis 6 Functional Activities

4.1.1. Management

4.1.2. Marketing

4.1.3. Management Information System

4.1.4. Finance/ Accounting

4.1.5. Production/ Operation

4.1.6. Research & Development

4.2. IFE Matrix

4.2.1. Strategy Formulation

4.2.1.1. Maintain and utilize major strengths

4.2.1.2. Improve major weakness

4.2.2. Weight

4.2.2.1. Industry-based

4.2.2.2. Relative importance of factor to being successful in the firm's industry

4.2.2.3. Assign from 0.0 - 1.0

4.2.3. Rating

4.2.3.1. Company-based

4.2.3.2. 1 = Major weakness

4.2.3.3. 2 = Minor weakness

4.2.3.4. 3 = Minor strength

4.2.3.5. 4 = Major strength

5. Class 6: Strategic Focus Generic Strategy

5.1. Establish the core strategy: Strategic Focus

5.1.1. Improve performance

5.1.1.1. Increase sales

5.1.1.1.1. Expand market

5.1.1.1.2. Increase share

5.1.1.2. Improve productivity

5.1.1.2.1. Increase margin

5.1.1.2.2. Reduce costs

5.2. Creation of the competitive positioning

5.2.1. A statement of where and how the company will compete is based on your Core Strategy

5.2.2. Broad Target Market

5.2.2.1. Cost advantage

5.2.2.2. Cost leadership

5.2.2.3. Differentiation strategy

5.2.3. Narrow Target Market

5.2.3.1. Focus strategy

5.2.3.1.1. Producing products and services that fulfill the need of small groups of consumer

5.2.3.2. Hybrid Focus Strategies

5.2.3.2.1. Can be low cost or differentiation in particular segment

5.2.3.2.2. Trade-off between profitability and volume

5.3. Value-Chain Analysis

5.3.1. Primary Activities

5.3.2. Support Activities

6. Class 8: Segmentation and Positioning Principle

6.1. Stages in segmentation and positioning

6.1.1. Market segmentation

6.1.2. Choice of target market

6.1.3. Competitive positioning

6.2. Segmenting Consumer markets

6.2.1. Background characteristic

6.2.1.1. Demographic characteristics

6.2.1.2. Socio-economic characteristics

6.2.1.3. Consumer life cycle

6.2.1.4. Lifestyle characteristics

6.2.1.5. Personality characteristics

6.2.2. Customer attitudes

6.2.2.1. To define specific niches that require custom-tailored promotion

6.2.3. Customer behavior

6.2.3.1. Purchase behavior

6.2.3.2. Consumption behavior

6.2.3.3. Communication behavior

6.2.3.4. Relationship-seeking characteristics

6.3. Segmenting Business markets

6.3.1. Background company characteristics

6.3.1.1. Industry type

6.3.1.2. Company size

6.3.1.3. Customer location

6.3.1.4. Company technology

6.3.1.5. Power structure

6.3.1.6. Purchasing policies

6.3.2. Attitudinal characteristics

6.3.2.1. On basis of the benefits being sought by the purchasers

6.3.3. Behavioral characteristics

6.3.3.1. Purchase behavior

6.3.3.2. Communication behavior

6.3.3.3. Relationship-seeking characteristics

6.4. Market Segment Attractiveness

6.4.1. Core bussiness

6.4.2. Peripheral business

6.4.3. Illusion business

6.4.4. Dead-end business

6.5. Alternative targeting strategies

6.5.1. Undifferentiated Marketing

6.5.2. Differentiated Marketing

6.5.3. Concentrated Marketing

6.6. Target Market Selections

6.6.1. Single-segment concentration

6.6.2. Selective specialization

6.6.3. Product specialization

6.6.4. Market specialization

6.6.5. Full coverage

7. Class 9: Competitor Analysis

7.1. Competitor Map

7.1.1. New entrant/ Substitute products

7.1.2. Indirect competitors

7.1.3. Direct competitors

7.2. The components of competitor analysis

7.2.1. Assess competitors' current and future objectives

7.2.1.1. What are they trying to achieve?

7.2.1.2. Why are they trying to achieve it?

7.2.1.3. Are they satisfied with their achievements?

7.2.2. Assess competitors' current strategy

7.2.2.1. What target markets are they pursuing?

7.2.2.2. What is their strategic focus?

7.2.2.3. What marketing mix do they use?

7.2.2.4. How do they organize their marketing?

7.2.3. Assess competitors' resource profile

7.2.3.1. Marketing culture?

7.2.3.2. Marketing assets and capabilities?

7.2.3.3. Production and operation capabilities?

7.2.3.4. Financial resources?

7.2.4. Predict competitors' future strategies

7.2.4.1. What might the competition do?

7.2.4.2. What under-utilised resources do they have?

7.2.4.3. How will they react to our actions?

7.3. Competitive Profile Matrix

7.3.1. Weight

7.3.1.1. range from 0.0 means not important

7.3.1.2. 1.0 means important

7.3.1.3. sum of all weight must be equal to 1.0

7.3.2. Rating

7.3.2.1. high rating = better response of the firm towards the critical success factor

7.3.2.2. range from 1.0 - 4.0

7.3.3. Total Weight Score

7.3.3.1. Score 1-2 = Weak/ Lack competitiveness

7.3.3.2. Score 2-3 = Moderate competitiveness

7.3.3.3. Score 3-4 = Strong/ High competitiveness

8. Class 10: Creating Sustainable Competitive Advantage

8.1. Advantage Creating Resource

8.1.1. Contribute to providing value for customers

8.1.2. Are unique to the firm

8.1.3. Hard for competitors to acquire or imitate

8.2. Cost Drivers

8.2.1. Economies of Scale

8.2.2. Experience

8.2.3. Capacity Utilization

8.2.4. Linkage

8.2.5. Inter-relationship

8.2.6. Degree of integration

8.2.7. TIming

8.2.8. Policy choices

8.2.9. Location

8.2.10. Institutional

8.3. Uniqueness Driver

8.3.1. Product differentiation

8.3.2. Promotional differentiation

8.3.3. Brand differentiation

8.3.4. Distribution differentiation

8.3.5. Pricing differentiation

8.4. Competitive roles and strategies

8.4.1. Roles of companies

8.4.1.1. Market leader

8.4.1.1.1. Expanding total market

8.4.1.1.2. Defending current market share

8.4.1.1.3. Increasing market share

8.4.1.2. Market challenger

8.4.1.2.1. Attacking the leaders and other same/ small size firms

8.4.1.2.2. Choosing general attack strategies

8.4.1.2.3. Choosing specific attack strategies

8.4.1.3. Market follower

8.4.1.3.1. Counterfeiter

8.4.1.3.2. Cloner

8.4.1.3.3. Imitator

8.4.1.3.4. Adaptor

8.4.1.4. Market nicher

8.4.1.4.1. High margin vs. High volume

8.4.1.4.2. Niche specialist roles

8.5. Basic competitive strategies

8.5.1. Build strategy (Growth)

8.5.2. Hold strategy (Maintenance)

8.5.3. Niche strategy (Focus)

8.5.4. Harvest strategy (Reaping)

8.5.5. Delecion strategy (Divestment)

8.6. General defense strategy

8.6.1. Position defense

8.6.2. Mobile defense

8.6.3. Flanking defense

8.6.4. Contraction defense

8.6.5. Pre-emptive defense

8.6.6. Counter-Offensive defense

9. Class 11: Blue, Red White Ocean Longtail Social Networking Marketing

9.1. Business problems

9.1.1. Difficulty of continuous growth in existing markets

9.1.2. Less competitive advantages

9.1.3. The business and marketing in real practice

9.2. Red Ocean

9.2.1. Refer to a saturated market where there s fierce competition, already crowded with companies providing the same type of services or producing the same kind of goods

9.3. Blue Ocean

9.3.1. Untapped and uncontested markets which provide little or no competition

9.3.2. Strategy Canvas

9.3.2.1. It captures the current state of play in the known market place

9.3.2.2. To understand where the competition is currently investing and what factors the industry competes on

9.3.3. ERRC Grid (4 Actions Framework)

9.3.3.1. Eliminate

9.3.3.2. Reduce

9.3.3.3. Raise

9.3.3.4. Create

9.3.4. Six Thinking Paths

9.3.4.1. Look across alternative industries

9.3.4.2. Look across strategic groups within industry

9.3.4.3. Redefine the industry buyer group

9.3.4.4. Look across to complementary product and service offering

9.3.4.5. Rethinks the function-emotional orientation

9.3.4.6. Participant in shaping external trends over time

9.4. White Ocean Strategy

9.4.1. The business have to build themselves in being close and corporate with society to be able to run the business in the modern world

9.4.2. This strategy can help solve the problem such as global warming, child labor problem

9.4.3. To maintain long-term relationship

9.5. Social Media

9.5.1. Categories of Social Networking

9.5.1.1. Identity network

9.5.1.2. Creative network

9.5.1.3. Collaboration network

9.5.1.4. Blogging

9.5.2. CISS Framework

9.5.2.1. Communicate

9.5.2.2. Interact

9.5.2.3. Socialize

9.5.2.4. Share

10. Class 13: Strategic Marketing Decision

10.1. The TOWS Matrix

10.1.1. Step 1: Develop the SWOT

10.1.1.1. Internal Environment

10.1.1.1.1. Strengths

10.1.1.1.2. Weakness

10.1.1.2. External Environment

10.1.1.2.1. Opportunities

10.1.1.2.2. Threats

10.1.2. Step 2: For each combination of internal and external factors, consider how you can use them to create good strategic options

10.1.2.1. Strengths-Opportunity (SO)

10.1.2.1.1. Maximize both strengths and opportunity

10.1.2.2. Weakness-Opportunity (WO)

10.1.2.2.1. Minimize weaknesses and Maximize opportunities

10.1.2.3. Strengths-Threats (ST)

10.1.2.3.1. Maximize strengths and Minimize threats

10.1.2.4. Weaknesses-Threats (WT)

10.1.2.4.1. Minimize both weakness and threats

10.2. IE Matrix

10.2.1. Based on two key dimensions

10.2.1.1. IFE = total weighted scores on the x-axis

10.2.1.2. EFE = total weighted scores on the y-axis

10.2.2. Position of an organization in a nine-cell

10.2.2.1. Cells I, II, IV = Grow and build

10.2.2.1.1. Intensive Growth

10.2.2.1.2. Integrative Growth

10.2.2.1.3. Diversification Growth

10.2.2.2. Cells III, V, VII = Hold and maintain

10.2.2.2.1. Intensive Growth

10.2.2.2.2. Stability

10.2.2.3. Cells VI, VIII, IX = Harvest or divest

10.2.2.3.1. Stability

10.2.2.3.2. Retrenchment

10.2.3. Measure

10.2.3.1. Size of each circle = the percentage sales contribution of each division

10.2.3.2. Pie slices = the percentage of profit contributed by each division

10.2.3.3. Percentage of profit by division and percentage of contribution margin gained from each division are not the same