Corporate Competitive Analysis Ffc Engro 4i6f2z
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Slide 2.1
WHY CIM??
• A changing world requires
“CONSTANT” Intelligence gathering on part of the organization to ensure that it can meet the customer requirements successfully Hooley, Piercy and Nicoulaud, Marketing Strategy and Competitive Positioning, 4th Edition, © Pearson Education Limited 2008
Slide 2.2
Hooley, Piercy and Nicoulaud, Marketing Strategy and Competitive Positioning, 4th Edition, © Pearson Education Limited 2008
Slide 2.3
Dawlance Group Acquired by Turkish Company for $258 Million (oct 2016)
• Pakistan’s leading home appliance maker Dawlance Group has been acquired by a Turkish company Arçelik for worth $258 million. Dawlance Group has signed an acquisition deal of worth $258 million with Turkey’s Arçelik AS Group – world’s sixth largest home appliance makers
Hooley, Piercy and Nicoulaud, Marketing Strategy and Competitive Positioning, 4th Edition, © Pearson Education Limited 2008
Slide 2.4
• Turkish company Arçelik wants a global expansion of its business and as per initial details, three production plants will be added to Arcelik’s global production network though this deal, also including Dawlance’s manufacturing plant in Hyderabad. • Arçelik AS Group has quoted that favorable economic conditions has motivated them to acquire Dawlance. Arçelik will buy out Dawlance’s shares by the end of 2016 Hooley, Piercy and Nicoulaud, Marketing Strategy and Competitive Positioning, 4th Edition, © Pearson Education Limited 2008
Slide 2.5
Why Dawlance • Dawlance, with a wide range of its home appliances including air conditioners, refrigerators, fans, washing machines, is a market leader in Pakistan. Owned privately by Suleiman Dawood, it has 16 regional offices with up to 2,000 sales points across Pakistan. In 2015, the company reportedly enjoyed $41 million of total sales.
Hooley, Piercy and Nicoulaud, Marketing Strategy and Competitive Positioning, 4th Edition, © Pearson Education Limited 2008
Slide 2.6
In the News Feb 2017 GM Marketing Dawlence • To educate our consumers about the collection of meaningful, innovative kitchen appliances from Dawlance, we came up with the Dawlance Care application. And with the introduction of our Dawlance Kitchen application, we are looking to help families maintain a healthy diet, while spending quality time together at home.”
Hooley, Piercy and Nicoulaud, Marketing Strategy and Competitive Positioning, 4th Edition, © Pearson Education Limited 2008
Slide 2.7
Hooley, Piercy and Nicoulaud, Marketing Strategy and Competitive Positioning, 4th Edition, © Pearson Education Limited 2008
Slide 2.8
Hooley, Piercy and Nicoulaud, Marketing Strategy and Competitive Positioning, 4th Edition, © Pearson Education Limited 2008
Slide 2.9
• The ‘Dawlance Care’ app offers consumers purchase decision guide as per individual requirements, Product Usage Tips, Customer Service & Complaint Registration, Demo Videos for Dawlance products, and a Dealer Locator, which assists consumers in finding the nearest dealer as per their location.
Hooley, Piercy and Nicoulaud, Marketing Strategy and Competitive Positioning, 4th Edition, © Pearson Education Limited 2008
Slide 2.10
Why ? • “With smartphone usage increasing day by day, we believe it is the right time to cater to this digitally enabled audience by offering them convenience through applications custom designed for our range of products.”
Hooley, Piercy and Nicoulaud, Marketing Strategy and Competitive Positioning, 4th Edition, © Pearson Education Limited 2008
Slide 2.11
Figure 2.1
Strategic fit Hooley, Piercy and Nicoulaud, Marketing Strategy and Competitive Positioning, 4th Edition, © Pearson Education Limited 2008
Slide 2.12
Figure 2.2
Components of mission Hooley, Piercy and Nicoulaud, Marketing Strategy and Competitive Positioning, 4th Edition, © Pearson Education Limited 2008
Slide 2.13
Defining the Business purpose What Business are we IN? What Business do we want to be IN? Example : Who is the biggest competitor To PARKER PENS?
Hooley, Piercy and Nicoulaud, Marketing Strategy and Competitive Positioning, 4th Edition, © Pearson Education Limited 2008
Slide 2.14
• Shaeffer ? • Biro-Swan (manufacturers and marketers of a range of ballpoints )? -Writing • Mobilephone (taking over written communication?)
• Final Word : • Major competitor is “Ronson Ciggerette Lighter” since both belong to the “Quality Gift Market ”
Hooley, Piercy and Nicoulaud, Marketing Strategy and Competitive Positioning, 4th Edition, © Pearson Education Limited 2008
Slide 2.15
• Market analysis showed that “Parker” is majorly purchased for Gift giving purpose . And its closest competitor is Ronson .
Hooley, Piercy and Nicoulaud, Marketing Strategy and Competitive Positioning, 4th Edition, © Pearson Education Limited 2008
Slide 2.16
Figure 2.3
The marketing strategy process Hooley, Piercy and Nicoulaud, Marketing Strategy and Competitive Positioning, 4th Edition, © Pearson Education Limited 2008
Slide 2.17
Figure 2.4
Product types in the portfolio Hooley, Piercy and Nicoulaud, Marketing Strategy and Competitive Positioning, 4th Edition, © Pearson Education Limited 2008
Slide 2.18
• Today’s breadwinner : The products and services that are earning healthy profits and contributing positively to both cashflow and profits Tomorrow’s breadwinners : Products in growth and are likely to become company’s breadwinners in future
Hooley, Piercy and Nicoulaud, Marketing Strategy and Competitive Positioning, 4th Edition, © Pearson Education Limited 2008
Slide 2.19
• Yesterday’s breadwinners : Products not contributing to cashflows anymore. • Developments : The products and services recently developed that may have some future , but where greater investment is needed to achieve that future Hooley, Piercy and Nicoulaud, Marketing Strategy and Competitive Positioning, 4th Edition, © Pearson Education Limited 2008
Slide 2.20
• Sleepers : Products and services in a company’s portfolio that have so far failed to perform. Kept in portfolio with the hope that they will take off. • Investments in managerial ego : The products and services in the company’s portfolio because of the involvement of powerful managers • Failures : Products and services who have failed to perform . No chances of any future performance. Hooley, Piercy and Nicoulaud, Marketing Strategy and Competitive Positioning, 4th Edition, © Pearson Education Limited 2008
Slide 2.21
Figure 2.5
Balancing the business portfolio Hooley, Piercy and Nicoulaud, Marketing Strategy and Competitive Positioning, 4th Edition, © Pearson Education Limited 2008
Slide 2.22
Figure 2.6
Unbalanced, present-focused business portfolio Hooley, Piercy and Nicoulaud, Marketing Strategy and Competitive Positioning, 4th Edition, © Pearson Education Limited 2008
Slide 2.23
Figure 2.7
Unbalanced, future-focused business portfolio Hooley, Piercy and Nicoulaud, Marketing Strategy and Competitive Positioning, 4th Edition, © Pearson Education Limited 2008
Slide 2.24
Figure 2.8
SWOT analysis Hooley, Piercy and Nicoulaud, Marketing Strategy and Competitive Positioning, 4th Edition, © Pearson Education Limited 2008
Slide 2.25
Figure 2.9
SWOT strategic implications Hooley, Piercy and Nicoulaud, Marketing Strategy and Competitive Positioning, 4th Edition, © Pearson Education Limited 2008
Slide 2.26
Figure 2.10
Strategic focus Hooley, Piercy and Nicoulaud, Marketing Strategy and Competitive Positioning, 4th Edition, © Pearson Education Limited 2008
Slide 2.27
Hooley, Piercy and Nicoulaud, Marketing Strategy and Competitive Positioning, 4th Edition, © Pearson Education Limited 2008
Slide 2.28
In the News Feb 20/2014 • Facebook-WhatsApp Buyout: • The $19 billion deal -- $12 billion in stock, $4 billion in cash and $3 billion in restricted shares -- gives Facebook access to WhatsApp's 450 million global s.
Hooley, Piercy and Nicoulaud, Marketing Strategy and Competitive Positioning, 4th Edition, © Pearson Education Limited 2008
Slide 2.29
Connecting The Entire Planet: Not That Easy • Although millions of people are using WhatsApp, with one million s being added daily according to the company's claims, a major portion of that base is in Europe, and in emerging markets such as India, Brazil and Mexico. While Facebook stands to gain access to WhatsApp s in all these countries, the deal is not likely to help Zuckerberg’s company make much of a dent in Asian countries, particularly in China, the world’s largest mobile market. Hooley, Piercy and Nicoulaud, Marketing Strategy and Competitive Positioning, 4th Edition, © Pearson Education Limited 2008
Slide 2.30
The dealmaker misses Asia? • In China, Tencent’s (HKG:0700) WeChat has taken a commanding lead with more than 250 million s • while Japan is dominated by Line with 300 million ed s. • In South Korea, a messaging app called KakaoTalk is reportedly installed on 93 percent of smartphones in the country, while Viber is the most popular messaging service in the Middle East. Hooley, Piercy and Nicoulaud, Marketing Strategy and Competitive Positioning, 4th Edition, © Pearson Education Limited 2008
Slide 2.31
Figure 2.11
Routes to competitive advantage Hooley, Piercy and Nicoulaud, Marketing Strategy and Competitive Positioning, 4th Edition, © Pearson Education Limited 2008
WHY CIM??
• A changing world requires
“CONSTANT” Intelligence gathering on part of the organization to ensure that it can meet the customer requirements successfully Hooley, Piercy and Nicoulaud, Marketing Strategy and Competitive Positioning, 4th Edition, © Pearson Education Limited 2008
Slide 2.2
Hooley, Piercy and Nicoulaud, Marketing Strategy and Competitive Positioning, 4th Edition, © Pearson Education Limited 2008
Slide 2.3
Dawlance Group Acquired by Turkish Company for $258 Million (oct 2016)
• Pakistan’s leading home appliance maker Dawlance Group has been acquired by a Turkish company Arçelik for worth $258 million. Dawlance Group has signed an acquisition deal of worth $258 million with Turkey’s Arçelik AS Group – world’s sixth largest home appliance makers
Hooley, Piercy and Nicoulaud, Marketing Strategy and Competitive Positioning, 4th Edition, © Pearson Education Limited 2008
Slide 2.4
• Turkish company Arçelik wants a global expansion of its business and as per initial details, three production plants will be added to Arcelik’s global production network though this deal, also including Dawlance’s manufacturing plant in Hyderabad. • Arçelik AS Group has quoted that favorable economic conditions has motivated them to acquire Dawlance. Arçelik will buy out Dawlance’s shares by the end of 2016 Hooley, Piercy and Nicoulaud, Marketing Strategy and Competitive Positioning, 4th Edition, © Pearson Education Limited 2008
Slide 2.5
Why Dawlance • Dawlance, with a wide range of its home appliances including air conditioners, refrigerators, fans, washing machines, is a market leader in Pakistan. Owned privately by Suleiman Dawood, it has 16 regional offices with up to 2,000 sales points across Pakistan. In 2015, the company reportedly enjoyed $41 million of total sales.
Hooley, Piercy and Nicoulaud, Marketing Strategy and Competitive Positioning, 4th Edition, © Pearson Education Limited 2008
Slide 2.6
In the News Feb 2017 GM Marketing Dawlence • To educate our consumers about the collection of meaningful, innovative kitchen appliances from Dawlance, we came up with the Dawlance Care application. And with the introduction of our Dawlance Kitchen application, we are looking to help families maintain a healthy diet, while spending quality time together at home.”
Hooley, Piercy and Nicoulaud, Marketing Strategy and Competitive Positioning, 4th Edition, © Pearson Education Limited 2008
Slide 2.7
Hooley, Piercy and Nicoulaud, Marketing Strategy and Competitive Positioning, 4th Edition, © Pearson Education Limited 2008
Slide 2.8
Hooley, Piercy and Nicoulaud, Marketing Strategy and Competitive Positioning, 4th Edition, © Pearson Education Limited 2008
Slide 2.9
• The ‘Dawlance Care’ app offers consumers purchase decision guide as per individual requirements, Product Usage Tips, Customer Service & Complaint Registration, Demo Videos for Dawlance products, and a Dealer Locator, which assists consumers in finding the nearest dealer as per their location.
Hooley, Piercy and Nicoulaud, Marketing Strategy and Competitive Positioning, 4th Edition, © Pearson Education Limited 2008
Slide 2.10
Why ? • “With smartphone usage increasing day by day, we believe it is the right time to cater to this digitally enabled audience by offering them convenience through applications custom designed for our range of products.”
Hooley, Piercy and Nicoulaud, Marketing Strategy and Competitive Positioning, 4th Edition, © Pearson Education Limited 2008
Slide 2.11
Figure 2.1
Strategic fit Hooley, Piercy and Nicoulaud, Marketing Strategy and Competitive Positioning, 4th Edition, © Pearson Education Limited 2008
Slide 2.12
Figure 2.2
Components of mission Hooley, Piercy and Nicoulaud, Marketing Strategy and Competitive Positioning, 4th Edition, © Pearson Education Limited 2008
Slide 2.13
Defining the Business purpose What Business are we IN? What Business do we want to be IN? Example : Who is the biggest competitor To PARKER PENS?
Hooley, Piercy and Nicoulaud, Marketing Strategy and Competitive Positioning, 4th Edition, © Pearson Education Limited 2008
Slide 2.14
• Shaeffer ? • Biro-Swan (manufacturers and marketers of a range of ballpoints )? -Writing • Mobilephone (taking over written communication?)
• Final Word : • Major competitor is “Ronson Ciggerette Lighter” since both belong to the “Quality Gift Market ”
Hooley, Piercy and Nicoulaud, Marketing Strategy and Competitive Positioning, 4th Edition, © Pearson Education Limited 2008
Slide 2.15
• Market analysis showed that “Parker” is majorly purchased for Gift giving purpose . And its closest competitor is Ronson .
Hooley, Piercy and Nicoulaud, Marketing Strategy and Competitive Positioning, 4th Edition, © Pearson Education Limited 2008
Slide 2.16
Figure 2.3
The marketing strategy process Hooley, Piercy and Nicoulaud, Marketing Strategy and Competitive Positioning, 4th Edition, © Pearson Education Limited 2008
Slide 2.17
Figure 2.4
Product types in the portfolio Hooley, Piercy and Nicoulaud, Marketing Strategy and Competitive Positioning, 4th Edition, © Pearson Education Limited 2008
Slide 2.18
• Today’s breadwinner : The products and services that are earning healthy profits and contributing positively to both cashflow and profits Tomorrow’s breadwinners : Products in growth and are likely to become company’s breadwinners in future
Hooley, Piercy and Nicoulaud, Marketing Strategy and Competitive Positioning, 4th Edition, © Pearson Education Limited 2008
Slide 2.19
• Yesterday’s breadwinners : Products not contributing to cashflows anymore. • Developments : The products and services recently developed that may have some future , but where greater investment is needed to achieve that future Hooley, Piercy and Nicoulaud, Marketing Strategy and Competitive Positioning, 4th Edition, © Pearson Education Limited 2008
Slide 2.20
• Sleepers : Products and services in a company’s portfolio that have so far failed to perform. Kept in portfolio with the hope that they will take off. • Investments in managerial ego : The products and services in the company’s portfolio because of the involvement of powerful managers • Failures : Products and services who have failed to perform . No chances of any future performance. Hooley, Piercy and Nicoulaud, Marketing Strategy and Competitive Positioning, 4th Edition, © Pearson Education Limited 2008
Slide 2.21
Figure 2.5
Balancing the business portfolio Hooley, Piercy and Nicoulaud, Marketing Strategy and Competitive Positioning, 4th Edition, © Pearson Education Limited 2008
Slide 2.22
Figure 2.6
Unbalanced, present-focused business portfolio Hooley, Piercy and Nicoulaud, Marketing Strategy and Competitive Positioning, 4th Edition, © Pearson Education Limited 2008
Slide 2.23
Figure 2.7
Unbalanced, future-focused business portfolio Hooley, Piercy and Nicoulaud, Marketing Strategy and Competitive Positioning, 4th Edition, © Pearson Education Limited 2008
Slide 2.24
Figure 2.8
SWOT analysis Hooley, Piercy and Nicoulaud, Marketing Strategy and Competitive Positioning, 4th Edition, © Pearson Education Limited 2008
Slide 2.25
Figure 2.9
SWOT strategic implications Hooley, Piercy and Nicoulaud, Marketing Strategy and Competitive Positioning, 4th Edition, © Pearson Education Limited 2008
Slide 2.26
Figure 2.10
Strategic focus Hooley, Piercy and Nicoulaud, Marketing Strategy and Competitive Positioning, 4th Edition, © Pearson Education Limited 2008
Slide 2.27
Hooley, Piercy and Nicoulaud, Marketing Strategy and Competitive Positioning, 4th Edition, © Pearson Education Limited 2008
Slide 2.28
In the News Feb 20/2014 • Facebook-WhatsApp Buyout: • The $19 billion deal -- $12 billion in stock, $4 billion in cash and $3 billion in restricted shares -- gives Facebook access to WhatsApp's 450 million global s.
Hooley, Piercy and Nicoulaud, Marketing Strategy and Competitive Positioning, 4th Edition, © Pearson Education Limited 2008
Slide 2.29
Connecting The Entire Planet: Not That Easy • Although millions of people are using WhatsApp, with one million s being added daily according to the company's claims, a major portion of that base is in Europe, and in emerging markets such as India, Brazil and Mexico. While Facebook stands to gain access to WhatsApp s in all these countries, the deal is not likely to help Zuckerberg’s company make much of a dent in Asian countries, particularly in China, the world’s largest mobile market. Hooley, Piercy and Nicoulaud, Marketing Strategy and Competitive Positioning, 4th Edition, © Pearson Education Limited 2008
Slide 2.30
The dealmaker misses Asia? • In China, Tencent’s (HKG:0700) WeChat has taken a commanding lead with more than 250 million s • while Japan is dominated by Line with 300 million ed s. • In South Korea, a messaging app called KakaoTalk is reportedly installed on 93 percent of smartphones in the country, while Viber is the most popular messaging service in the Middle East. Hooley, Piercy and Nicoulaud, Marketing Strategy and Competitive Positioning, 4th Edition, © Pearson Education Limited 2008
Slide 2.31
Figure 2.11
Routes to competitive advantage Hooley, Piercy and Nicoulaud, Marketing Strategy and Competitive Positioning, 4th Edition, © Pearson Education Limited 2008
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