the strategy of merging with an established company in order to gain monopoly over the market.
the strategy a company uses when it decides to allocate the company resources equally among all the marketing segments
the strategy a company uses when it decides to serve a limited number of segments, or just one segment of the market.
the strategy a company uses when it decides to ignore the different needs of different market segments, and produce one standardized product for all the customers.
the strategy of closing down one or more business units in order to minimize the losses.
has a greater resale value than rival products.
provides greater reliability than rival products.
is offered free of cost on purchase of a company's standard product.
always costs more than rival products.
always costs less than rival products.
distinguishes its products from those of rivals by offering something that they find hard to match.
absorbs cost increases by powerful suppliers while keeping to their lower pricing.
allows the company to charge a premium price for its good or service.
uses perceived superior value to generate growth in demand among customers.
creates entry barriers for rivals with greater brand loyalty to the specific products offered.
the same as other available products.
distinct from other available products.
the least costly product in the industry.
the most costly product in the industry.
cheaper, but inferior to the available products.
customers who have similar needs.
products that are considered obsolete.
diverse products produced by the same manufacturer.
customers who have diverse needs.
standardize its products.
offer its products at low costs.
customize its products.
produce one basic offering.
attain high economies of scale by achieving a high volume of sales.
Marketing a product targeted toward average or typical customers
Marketing a product to a group of people who are more likely to purchase it
Making customized products to suit the unique requirements of customers
Making products to meet the specific needs of a narrow group of customers
Making one product aimed toward a general, rather than a specific subset of customers
respond to demands of deep price demands from powerful buyers and still make money.
lower its cost structure.
charge a premium price for its good or service.
charge low prices and still make profits.
initiate a price war in order to grow volume and drive its weaker rivals out of the industry.
standardized market price.
industry life cycle stage.
degree of market segmentation.
age of the market.
stuck in the middle
pursuing a low-cost strategy.
pursuing a differentiation strategy.
pursuing a focus strategy.
pursuing an exit strategy.
pursuing a divestment strategy.
selling on non-price factors, such as design or customer service.
producing a large product variety without a large cost penalty.
producing a basic offering that is relatively inexpensive to produce and deliver.
being able to respond to demands for deep price discounts.
being able to initiate a price war in order to grow volume and drive its weaker rivals out of the industry.
Broad differentiation strategy
Low market segmentation
Medium market segmentation strategy
Broad high-cost strategy
Focus differentiation strategy
Razor and blade
can sells on non-price factors, such as design or customer service.
can respond to demands for deep price discounts.
sell fewer products in bulk to outsell their rivals.
can initiate a price war in order to grow volume and drive its weaker rivals out of the industry.
can absorb cost increases that may be passed on downstream by powerful suppliers.
attempts to serve all market segments.
concentrates on building market share in one market segment.
typically has more resources at its disposal than a differentiator does.
has a greater impact on costs and revenues.
produce different offerings for different segments.
Differentiation and cost structure decisions affect one another.
Differentiation and cost structure decisions do not affect one another.
Companies that focus on the higher-value end of the market have a lower cost structure.
Differentiation decisions do not affect a company's profitability.
Cost structure decisions do not affect a company's profitability.