[Get Solution] Competitive-Market Analysis

Competitive-Market Analysis Template – Assessment Task 11. The Changing Market EnvironmentMacro-Environment Factors Economic forcese.g.Interest rates Unemployment rates InflationExchange rate fluctuations Economic growth rate Industry life cycle stage Political, Regulatory & Legal forcese.g.Liberalisatioin of international trade & globalisation[Tax code[Liability structures Operating rulesProduct labelling regulationsPurity and conformance requirements Government subsidiesState (government) ownership ocial & Cultural forcese.g.Attitudes (e.g. to wealth & conspicuous consumption/fashion)Values (e.g. achievement orientation)Norms (e.g. business relationships) TastesDominant culture forces Sub-culture forcesMulti-culturalism/Multi-ethnic societies Changing living patterns & lifestyles Demographic forcese.g.Population size/growth rates/birth rates AgeIncome/disposable income Education level Natural Environment forcese.g.Climate change/Global warming (& impacts of) Natural disastersInfectious diseases Technological forcese.g.Replacement of product forms/categories The way a product is distributed (e.g. GPS)Physical infrastructure (e.g. transport) Methods of payment/procurement (e.g. away from cash)Social media impacts Smart phone impacts Pollution 2. Customer AnalysisWho are our current customers? (segments) Role of current customer in purchase (e.g.Influencer, user or purchaser) Purchase criteria of buyers (e.g. price, quality) When do customers buy the product? Why do customers buy the product? Where do customers buy the product? How do customers use the product? Number of customers Purchase weight of customers (e.g. percentageof ‘heavy’ users, ‘share of wallet’) Customer response to marketing mix changes? Changing needs/wants/expectations of currentcustomers? Potential customers and theirneeds/wants/expectations 3. Competitor AnalysisDirect/Indirect competitors Level of rivalry/competitive intensity inmarketplace Objectives/Strategic intent of current directcompetitors Strategies (i.e. marketing mix) & Segmentstargeted by competitors Threat of new competitors Changing bargaining power of buyers Changing bargaining power of suppliers Threat of substitutes of our firm’s product Competitive ‘drivers’ – e.g.Little differentiation between market offers Industry growth rate is lowHigh fixed costs need to be recovered by firms High supplier switching costs Low buyer switching costs Low entry barriersHigh exit barriers Stage in the Industry & Product life cycle Strategic group in the industry? Analysis of competitors value chain.g. Inbound logistics, operations, service Analysis of competitors harm chaine.g. negative externalities, social &/or environmental harm from inbound/outbound Marketing organisation of competitorse.g. Marketing Manager, Chief Marketing Officer (CMO), Chief Sustainability Officer (CSO) 4. Organisational Resource Base AnalysisFirm’s marketing resources Firm’s value-creating discipline Firm’s Resourcese.g. firm’s Strengths or Weaknesses, assets, capabilities, organisational processes,attributes, information and knowledge Firm’s Dynamic Capabilities (i.e. the capacity of the firm to create, extend, or modify itsresource base) Firm’s brand (corporate) and sub-brands(products), image and reputation Firm’s (brand’s) country of origin Firm’s market position/domination Firm’s product quality, lines and mix Firm’s supply chain assets (supplierrelationships) & intermediary architecture Firm’s Internal marketing support assetse.g. Cost advantages, Information systems and market intelligence, existing customer base, level of customersatisfaction, level of brand loyalty, technological skills, production expertise, R&D capability, copyrights/patents, franchises/licenses, partnerships, corporate culture, distribution architecture, pricing policies, promotion strategies, partnershiparrangements, HRM policies, Alliance-based marketing assetse.g. Market access, management skills, shared technology, exclusivity (monopolistic marketposition through alliance)