When strategies collide: Divergent multipoint strategies within competitive triads

As market barriers fall and market boundaries blur, firms are becoming increasingly broad in their scope of operations and markets. This expansion in a firm's scope intensifies competition as the interaction between rivals spreads across many markets. To succeed as a firm, managers must then take a multi-market approach to competition. Critical to success is an understanding of how rival contact across markets can affect a firm's competitive behavior. This understanding exists for competition between two firms; however, few firms face only one rival across multiple markets. We expand the focus on one competitor and explore configurations of competitive triads. We explain why triadic competition is more dynamic and deviates somewhat from dyadic competition, and set the foundation for exploring competition among a broader set of competitors.     

The influence of demand factors on dynamic competitive pricing strategy: An empirical study

This empirical paper investigates the relationship between the dynamic strategic interactions among competitors in a component market and demand factors in the market for the end product. The structure of competition in the US microprocessor (MPU) industry is analyzed using data on prices and sales in both the MPU market as well as the market for personal computers. The pattern of dynamic strategic interaction between competing firms in this market on a key decision variable, price is studied. Non-nested model comparison tests based on equilibrium solutions derived for specific differential games are applied to identify the mode of competitive strategy between pairs of competing brands. The empirical fit to the longitudinal and cross-sectional data, of alternative models of competition, independent (Bertrand?CNash), Stackelberg leader?Cfollower, and Collusion, is used to determine which dynamic model best describes actual competitive behavior over the life of each MPU. Demand for the product market which is downstream from microprocessors, that for personal computers, is estimated using a generalized diffusion model with price effects. Data from the markets for desktop and laptop computers are analyzed at the level of computer vendor and internal microprocessor. Patterns are uncovered, linking downstream demand parameters with upstream competitive strategy. There is evidence to suggest that when there are strong diffusion effects driving sales of both the competing computer brands, there is a higher likelihood of Bertrand?CNash competition among MPU firms. However, when there are higher cross-price effects (substitutability) among personal computer brands there is a greater chance of Stackelberg leader?Cfollower price competition. When self-price effects are relatively high, the likelihood of Bertrand?CNash competition among MPU firms increases. Furthermore, when the potential demand for the computer product category is high, there is a higher likelihood of Bertrand?CNash pricing in the MPU market.     

Commercial Speech as a Basic Freedom

This empirical study brings together prior research on competitive advertising effects from two perspectives: ad repetition and brand familiarity. Specifically, we compare free and cued recall, attitude accessibility and valence, and purchase intentions, for high-share and low-share brands in two mature markets, manipulating levels of target ad repetition and competitive advertising. Overall, recall and attitude accessibility were the most affected by different combinations of ad repetition and competition. For low-share brands, recall was generally greater in the absence of competition; for high-share brands, in certain cases, recall was greater in the presence of competition. Distinct quadratic patterns of attitude accessibility were observed, depending on whether competing ads were present (inverted ‘U-shape’) or absent (‘U-shape’). Preferences (attitude valence, purchase intentions) were relatively stable across conditions. Directions for future research are proposed.     

Marketing in Chinese Small and Medium Enterprises (SMEs): The State of the Art in a Chinese Socialist Economy

This paper adopts the context-embedded approach to examine the marketing practices of 307 small and medium enterprises (SMEs) in the People’’s Republic of China by comparing the survey findings with that of Hong Kong and Guangdong SMEs. Chinese SMEs focus on regional markets to avoid direct competition with Hong Kong SMEs in the international markets and also their Guangdong counterparts in the turbulent nationwide market. To market their own brands, Chinese SMEs have to analyze the market and use superior marketing strategies in the competitive markets. Chinese SMEs do not attain the superior competitive positions as that of their Guangdong counterparts, but they use customer satisfaction surveys and claims investigation to help develop excellence in product performance. Also, Chinese SMEs have to provide value-added products and services and also a well-rounded marketing competitive strategy to gain market shares. The traditional state-owned enterprise structure in China facilitates the development of hierarchical organizational structure and joint decision making process. Thus, care should be taken in assuming that marketing tools and techniques are equally applicable across all places, even in similar cultural contexts. Socio-cultural influences and mediating environmental factors should be considered when attempting to understand the marketing practices of Chinese small firms, specifically when China is in transition to a socialist market economy.     

Mass prestige value and competition between American versus Asian laptop brands in an emerging market—Theory and evidence

In recent years, competition between brands have been linked to mass prestige associated with the brands. Mass Prestige (Masstige) is very important to study, and yet it is a relatively less investigated construct in the literature. This study is an attempt to contribute to the literature grounded in masstige theoretical approach by examining the prestige associated with the four best-selling laptop brands: 1) two American brands (HP, Dell); and 2) two Asian brands (Lenovo and Acer). We analyzed the competition between these brands in the second fastest growing emerging market, India. In order to measure masstige value, we used the Masstige Mean scale (Paul, 2015). The results show that American brands have the potential to be seen as prestige brands while Asian brands are trailing behind in masstige value and competition. Finally, but not less important, this paper discusses the potential reasons for different masstige value of four laptop brands.     

The Pareto rule for frequently purchased packaged goods: an empirical generalization

Many markets have historically been dominated by a small number of best-selling products. The Pareto principle, also known as the 80/20 rule, describes this common pattern of sales concentration. Several papers have provided empirical evidence to explain the Pareto rule, although with limited data. This article provides a comprehensive empirical investigation on the extent to which the Pareto rule holds for mass-produced and distributed brands in the consumer-packaged goods (CPG) industry. We used a rich consumer panel dataset from A.C. Nielsen with 6 years of purchase histories from over 100,000 households. Our analysis utilizes a large number of potential factors such as brand attributes, category attributes, and consumer purchase behavior to explain variation in the Pareto ratio at the brand level across products. Our main conclusion is that the Pareto principle generally holds across a wide variety of CPG categories with the mean Pareto ratio at the brand level across product categories of .73. Several variables related to consumer purchase behavior (e.g., purchase frequency and purchase expenditure) are found to be positively correlated with the Pareto ratio. In addition, niche brands are more likely to have a higher Pareto ratio. Finally, brand/category size, promotion variables, change-of-pace brands, and market competition variables are negatively correlated with the Pareto ratio.     

Effect of strategy,structure and performance variables on store brand market share

The results obtained by store brands in a large number of markets have been favoured by a set of factors. Prominent among these factors are the actions by manufacturers and distributors on price and differentiation, market competition at both a manufacturer and a retailer level, and the economic-financial results of the latter for the product categories in which they work with a store brand. This research presents an explanatory fixed effects panel model of the market share of these brands that shows clearly the influence of the variables of competitive strategy, structure and performance. The study is applied to the Spanish market for 50 consumer product categories over 5 years, from 1996 to 2000.     

Are two brands better than one? Investigating the effects of co-branding in advertising on audience memory

Co-branded advertising, where advertisements feature two partnered brands from different categories, should ideally benefit both brands. We test this assertion by studying the effect of featuring a second brand in advertisements on ad and brand name memorability, and the role of category context on which brand is recalled. Our test covers online display advertisements for consumer-packaged brands paired with charity and retailer brands in three markets (USA, UK, and Australia). Independent sample comparisons across 54 brand pairs show that advertising two brands has a neutral effect on ad memorability and negative effect on brand memorability. Furthermore, the advertisement’s category context determines which of the brands is recalled. Our findings support a competitive interference theory of dual-brand processing, whereby the two brands compete for attention resources. The results have implications for the return on investment from advertising expenditure, which will vary substantively depending on whether the costs of advertising are shared or borne by one brand in the pair.     

The Impact of Competitiveness on Consumer Responses to Comparative Advertisements

We examine the impact of consumers' competitive tendencies on responses to comparative advertising appeals and the underlying role of schadenfreude: pleasure derived from the misfortunes of others. Consistent with our theory that the depiction of others' misfortunes is compatible with more-competitive consumers' concerns for distinguishing themselves via competition, our studies show that comparative ads are associated with greater schadenfreude, as well as more favorable attitudes and a greater willingness to pay (WTP), among more- (versus less-) competitive consumers. Further results indicate that such relatively more favorable responses among consumers with greater competitive tendencies are limited to comparative ads depicting misfortunes involving brands whose choice is more deserving of failure (i.e., lower-quality brands). Importantly, even less-competitive consumers are revealed to respond favorably to comparative ads and to experience more schadenfreude when they are assured that they will not suffer the depicted misfortune.     

The Impact of Power Distance Belief on Consumers' Brand Preferences

Five lab studies and a field study explore how power distance belief (PDB) influences consumers' preference for mass-market versus niche brands, the underlying mechanisms, and boundary conditions. We find that high (vs. low) PDB consumers are more likely to prefer mass-market over niche brands because they tend to be risk averse, which in turn increases preference for widely used brands. Consequently, the relationship between PDB and brand preferences is mediated by risk aversion. Further, when product usage contexts are risky, low (but not high) PDB consumers' preference for mass-market brands increases, whereas offering an extended money-back guarantee increases high (but not low) PDB consumers' preference for niche brands. In addition, we find that when choosing service providers (versus choosing physical goods), low (but not high) PDB consumers are significantly more likely to prefer mass-market brands over niche brands. We conclude with the implications of these findings for marketers, such as for their segmentation and targeting endeavors. We also provide specific tools that marketers could use, both inside and outside the store, to influence consumers' preference for mass-market versus niche brands.     

基于“GEM”模型对广东省纺织服装产业集群竞争力的实证研究

目前,纺织服装产业集群化的发展已成为广东省纺织工业产业竞争力的重要源泉,但总体而言,该产业集群的竞争优势并不明显。虽在资源、设施、内部市场等方面具有超过全国平均水平的实力,但缺少国际知名品牌、内部存在不良竞争、供应商与相关产业以及厂商结构与战略方面的缺陷已成为广东省纺织服装产业集群发展的瓶颈。本文将用GEM模型对广东省纺织服装产业集群的竞争力进行实证性分析及评价,并在上述的研究基础上,进一步提出提升广东省纺织服装产业集群竞争力的建议。     

Intra and inter-country comparative effects of symbolic motivations on luxury purchase intentions in emerging markets

Emerging markets, and especially lower-tier cities within these markets, are seen as the future growth engines for luxury brands. However, extant literature on the drivers of luxury consumption has predominantly focused on Tier-1 cities. Grounded in the theory of network effects, this study offers first such intra and inter-country comparison of the symbolic motivations (i.e. snob, bandwagon and Veblen motivations) underpinning luxury purchases between and within Tier-1 and lower-tier cities in two prominent emerging markets, China and India. The findings offer first account of similarities and differences in consumer motivations that drive luxury consumption within and between these markets. While most luxury brands have ubiquitous strategies for emerging markets, the results will assist managers in developing distinctive brand strategies catering to the intra and inter-country differences.     

基于生态位的企业竞争关系研究

本文借鉴生态学中生物物种的生态位理论,分析企业生态位重叠的原因、形态模型以及与企业竞争之间的关系,提出企业竞争的实质是生态位重叠并引发资源相对不足,进而阐述了共同进化是企业新型竞争关系构建的目标,探讨了新型竞争关系构建的途径:生态位的分离和新资源的扩充,并指明企业实现共同进化这一目标应具备的条件。     

What drives brands’ price response metrics? An empirical examination of the Chinese packaged goods industry

As competition among CPG brands intensifies in both emerging and developed markets, brand managers increasingly focus on price as the weapon-of-choice. This calls for an assessment of not only their own price response, but also of their competitive pricing power, and its antecedents. The authors propose a set of universally applicable ('etic') and country-specific ('emic') drivers of brand price elasticity, clout, and vulnerability, for the world’s largest emerging market (viz., China). Leveraging a unique and large-scale data set from this market, they find that high price response is not necessarily indicative of high clout, nor does it signal high vulnerability. Hence, all three price response metrics matter. They also uncover marked differences in the impact of brand- and category-level drivers on these three metrics. Established etic factors such as line length, distribution intensity, and stockpilability have a substantial effect on one or more price response metrics. Among the emic factors, Chinese embeddedness, and especially social demonstrance play an important role: it strongly drives down brands’ price elasticity, but also reduces the intensity of price competition in the category and makes brands less vulnerable to rival actions. Foreign brands, in contrast, exhibit higher price response, and do not enjoy higher clout nor lower vulnerability than their domestic counterparts. Hence, they neither benefit from the aura, nor suffer from the liability, of foreignness. Overall, the study adds to empirical generalizations on the impact of price, and helps managers improve the effectiveness of their pricing strategies.     

Price formation in channels of distribution with differentiated products: Theory and empirical evidence

This paper presents a theoretical and empirical study of price formation in markets where goods differ in two attributes, perceived quality of each variety, and service provided by the store where the good is sold. Price competition in the vertically differentiated market is modeled as a two-stage game where manufacturers choose the contract that determines wholesale prices, and retailers choose consumer prices. One important novelty of the paper is that it contemplates competition between brands of different quality in the same store, and competition between brands of the same quality sold at different stores. This is in fact the situation observed in the domestic detergent market and the predictions of the model can be used to guide the empirical analysis of the data available for such market in the area of Barcelona, Spain.     

Effectiveness of some simple pricing strategies under varying expectations of competitor behavior

A firm needs to tailor its pricing strategy to the particular competitive setting it faces. We show how a firm can select a pricing strategy that yields higher expected profit than other simple pricing strategies for the competitive conditions encountered. We show that no one strategy yields the highest expected profit for all competitive settings. In particular, we find that a more aggressive pricing strategy is needed for those markets that are either very cooperative or very competitive, while a more cooperative pricing strategy is preferred for markets which have a moderate degree of competition. We also find that a more aggressive pricing strategy is needed as the number of competitors increases. Our results suggest how to choose the pricing strategy that yields the highest expected profit given the likely behavior of a firm's competitors.The authors thank Terry Elrod and Robert Lusch for their comments on earlier versions of this paper.     

Competition in the Post-Trade Markets: A Network Economic Analysis of the Securities Business

In order to analyse the role of competition in the post-trade markets a normative network economic analysis of the securities business is provided. The theory of monopolistic bottlenecks constitutes the theoretical reference point for this analysis in order to identify stable network specific market power. It is shown that clearing and settlement are competitive value-added telecommunications services and therefore do not justify ex ante market power regulation. Precondition for competition on the markets for clearing and settlement is non-discriminatory access to the complementary technical regulatory function-the notary function (authenticity, registry, links between competing end custodians). JEL classification  L51, L96, G28     

What is Differentiation and How Does it Work ?

In this article we provide a basic review of the relationship between differentiation and profitability. In particular we address the misconception that the reward of differentiation must be a price premium. We conclude with the following:

Differentiation is when a firm/brand outperforms rival brands in the provision of a feature(s) such that it faces reduced sensitivity for other features (or one feature). Through not having to provide these other features the firm has an avenue to save costs. The firm benefits from the reduced sensitivity in terms of reduced directness of competition allowing it to capture a greater proportion of the value created by exchange.

We observe that real world differentiation is a pervasive feature of modern markets, but seems to be largely due differences in distribution and awareness, and occasionally design. Brand level differentiation on functional features is less common due to competitive matching.     

The theoretical foundations of nonprofit competition: a resource-advantage theory approach

Competition in the nonprofit sector has dramatically intensified in the past two decades because of (1) the increased number of nonprofit organizations (NPOs), (2) the decline and diffusion of governmental support, and (3) the entry of for-profit companies into markets that traditionally have been the domain of nonprofits. In an attempt to enhance the understanding of nonprofit competition, the authors apply resource-advantage (R-A) theory, a dynamic theory of competition adapted from the for-profit business literature, to commercial nonprofits and explain how commercial nonprofits can leverage their various resources to successfully compete and deliver social value. Contributing to the understanding of nonprofit competition and the challenge that NPOs face in balancing mission and money, this paper provides a foundation for a theory of nonprofit competition that can guide future research in the area and help NPO managers as they maneuver in today’s increasingly competitive environment.