Marketing Strategy and Competitive Positioning pdf ebook

CHAPTER 6 UNDERSTANDING THE ORGANISATIONAL RESOURCE BASE
did not support the US-led invasion of Iraq in 2003, and some argue that it has not fully 
recovered. Conversely, it is often more difficult, though not impossible, for competitors to 
destroy a company’s image-based assets than, say, copy its technology or imitate its products.
Market domination
In addition to image, the domination or apparent domination of the market can constitute 
an asset. Market presence or domination is used by Interbrand as one of the criteria for 
valuing brands. Market leaders typically enjoy good coverage of the market, wide distribu-
tion and good shelf positions. In addition, market leaders are often believed by consumers 
to be better in some way than the rest of the market (why else would they be market leader 
unless they were the best?). Simply being there and highly visible may confer an asset on 
the product. There is, however, a counter-argument emerging. There is some evidence of an 
increasing desire among more affluent consumers to demonstrate their independence and 
sophistication by not buying the same goods and services that others buy. In some product 
areas this could lead to the situation where being popular and widely used actively discour-
ages some customers who wish to feel they are different from the mass.
For example, in Japan there has been a surge in the sales of unbranded goods in an 
attempt by conspicuous consumers to stand out from the crowd. The very successful Seibu 
retail stores, based in Tokyo, selling only Mujirushi ryohin (‘no brand/good quality’) prod-
ucts, are an example of a retailer that has taken advantage of this. The company’s labels 
say only what materials are used and the country of manufacture. The clothes have simple 
designs, plain colours, high quality and reasonable pricing. Seibu’s parent group has also 
developed the no-brand idea for tinned food and household items in its Seiyu supermarkets.