Analiza wykorzystania przez przedsiębiorstwa strategii nakierowanych na konkurentów
Ładowanie...
Data
2005
Autorzy
Tytuł czasopisma
ISSN czasopisma
Tytuł tomu
Wydawca
Wyższa Szkoła Biznesu - National-Louis University w Nowym Sączu ; Wyższa Szkoła Biznesu w Tarnowie
Abstrakt
In the text there are presented the results of research on the strategies directed towards competitors used in companies performing on consumer goods market in Poland. The strategy towards competitors is the third marketing strategy component ñ it have to respect two other higher level strategies. That kind of strategy is recognized as a set of rules framing operational activities in enterprises, that shape their relations with compe- titors. Basic decisions requirements are: qualifying the main features of building superio- rity to competitors and creating the style of competing on the market. There are three strategies for building a competitive advantage over market rivals: cost leadership strate- gy, focus strategy, and differentiation strategy. According to research results in 1999 there were 36% of companies checked that conducted cots leadership strategy (31% in 2003), whereas differentiation strategy was used by 51% of companies (23% in 2003). One can list four kinds of competitive strategies styles: ìcareful challengerî, ìaggressive challengerî, ìstable leaderî, and ìyoung leaderî. The research results show that all four kinds of strategies were used. The most commonly used was ìstable leaderî strategy ñ in 47% of companies in 1999 and 50% in 2003. The ìCareful leaderî strategy was conducted in 30% in 1999 as well as in 2003. The îYoung leaderî strategy was present in 15% of companies in 1999 and in 12% of them in 2003. ìThe ìAggressive challengerî strategy was introduced in 7% of companies in years 1999 and 2003.
Opis
Słowa kluczowe
strategia marketingowa, analiza badań, rodzaje strategii
Cytowanie
Organizacje komercyjne i niekomercyjne wobec wzmożonej konkurencji i rosnących wymagań konsumenta. Pod red. A. Nalepki. Nowy Sącz ; Tarnów : WSB-NLU ; Wyższa Szkoła Biznesu w Tarnowie, 2005. - S. 168-179