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Chapter Eleven

Chapter Eleven. Strategies for Mature and Declining Markets. Exhibit 11.1 Common Strategic Traps During Market Shakeouts. Failure to anticipate transition from growth to maturity No clear competitive advantage

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Chapter Eleven

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  1. Chapter Eleven Strategies for Mature and Declining Markets

  2. Exhibit 11.1Common Strategic Traps During Market Shakeouts • Failure to anticipate transition from growth to maturity • No clear competitive advantage • Assumption that an early advantage will insulate the firm from price or service competition • Sacrificing market share in favor of short-run profit

  3. Some Advice for Marketers in Mature Markets • Don’t give up -- think strategically. Most of the world’s leading companies and brands serve mature markets. • A key imperative: maintain the satisfaction and loyalty of existing customers • Find avenues for market growth: someone will, so it might as well be you!

  4. Some Advice for Marketers in Declining Markets • Again, don’t give up -- think strategically. Money can be made in declining markets, depending on market conditions. • Others’ desire to exit can be your chance to grow, if you believe the market will survive. Look for opportunities to acquire your competitors for little or no cash. This can improve industry attractiveness.

  5. Exhibit 11.12Factors Affecting the Attractiveness of Declining Market Environments(1 of 3) Environmental Attractiveness Hospitable Very slow 100% certain, predictable patterns Several or major ones Brand loyalty Stable price premiums attainable Inhospitable Rapid or erratic Great uncertainty, erratic patterns No niches Commoditylike products Very unstable, pricing below costs Conditions of demand Speed of decline Certainty of decline Pockets of enduring demand Product differentiation Price stability Source: Kathryn Rudie Harrigan and Michael E. Porter, “End-Game Strategies for Declining Industries,” Harvard Business Review, July-August 1983, p. 117.

  6. Exhibit 11.12Factors Affecting the Attractiveness of Declining Market Environments(2 of 3) Environmental Attractiveness Exit barriers Reinvestment requirements Excess capacity Asset age Resale markets for assets Shared facilities Vertical integration Single-product competitors Hospitable None Little Mostly old assets Easy to convert or sell Few, free-standing plants Little None Inhospitable High, often mandatory and inv. cap. assets Substantial Sizable new assets and old ones not retired No markets available, substantial costs to retire Substantial and intercon- nected with imp. bus. Substantial Serveral large companies Source: Kathryn Rudie Harrigan and Michael E. Porter, “End-Game Strategies for Declining Industries,” Harvard Business Review, July-August 1983, p. 117.

  7. Exhibit 11.12Factors Affecting the Attractiveness of Declining Market Environments(3 of 3) Environmental Attractiveness Rivalry determinants Customer industries Customer switching costs Diseconomies of scale Dissimilar strategic groups Hospitable Fragmented, weak High None Few Inhospitable Strong bargaining power Minimal Substantial penalty Several in same target markets Source: Kathryn Rudie Harrigan and Michael E. Porter, “End-Game Strategies for Declining Industries,” Harvard Business Review, July-August 1983, p. 117.

  8. Chapter Twelve Marketing Strategies for the New Economy

  9. Seven Key Elements Characterize New-Economy Technologies: Are They Advantages or Disadvantages? • Syndication of information • Increasing returns to scale of networks • Personalization and customization • Disintermediation • Global reach • 24x7 access • Instantaneous delivery

  10. Deciding What New-Economy Tools to Apply

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