Marketing Strategy and Competitive Positioning pdf ebook
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hooley graham et al marketing strategy and competitive posit
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- With one eye on the Chinese market, the British company is set to produce electric cars in Singapore. Will the £2bn gamble pay off
CHAPTER 3 THE CHANGING MARKET ENVIRONMENT
fulfilling a particular set of customer needs, the industry analysis helps a company to build its defences towards a specific group of competitors, and build its strengths in accordance with the type of market it faces. At the outset we noted, however, that studying the industry alone is not enough – it may blind us to changes in the sources and types of competition we will face in the future and fundamental changes in the structure of markets. To our analysis of industry we must add our understanding of customers and competitors, as well as our real capabilities as an organisa- tion. These are the topics of the chapters that follow. With one eye on the Chinese market, the British company is set to produce electric cars in Singapore. Will the £2bn gamble pay off? James Dyson churned out 5,126 prototypes before perfecting the final version of the machine that would make his name and fortune. A quarter of a century after that bagless vacuum cleaner went on sale, his eponymous company’s attempt to enter the automotive arena with a series of electric cars from 2021 will allow for far fewer trials. The privately held British engineering group has bet its future on breaking into one of the world’s most competitive markets, pitting the entrepreneur against corporations like Volkswagen, Toyota and General Motors. Its £2bn gamble shifted up a gear this week, with the announcement that its first automotive manu- facturing plant will be in Singapore, the city-state which has not made cars since Ford closed a plant there in 1980. Singapore’s trade links with China, the world’s largest electric car market, as well as its abundance of engineering graduates, helped it overtake other shortlisted contenders that included Britain, home to Dyson’s headquarters. Though genuinely considered, the UK was always regarded as a long shot and the decision has inevi- tably sparked questions over the country’s ability to safeguard its car industry as Britain prepares to leave the EU. Such is the ambition of Sir James, arguably Britain’s most famous inventor and a vocal sup- porter of Brexit, that he believes Dyson cars will eventually outgrow the company’s range of hairdry- ers, vacuums and air filters and come to define the brand. Case study ‘If they make an executive decision that they will develop a product in a certain category, then they go all in,’ says a former Dyson research engineer. But the scale of the challenge is enormous. Estab- lished players still find making cars at a profit fiend- ishly difficult. The biggest newcomer in the field, Elon Musk’s Tesla, has burnt through billions of dol- lars of cash with only a handful of quarterly positive earnings to show for it. Commercial failure, big cost overruns or even just unexpected hiccups on production lines could end up threatening the company that Sir James has built into an empire with £3.5bn of revenue. ‘I think Dyson is underestimating the scale of the challenge, both in developing a new car and building it successfully,’ says David Bailey, a pro- fessor of economics and industrial policy at Aston University. ‘It is going to be a lot more expensive than they anticipate. It will gobble up a lot of resources,’ he adds. Download 6.59 Mb. Do'stlaringiz bilan baham: |
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