৪৯তম বিসিএস ⎯ মার্কেটিং [৭২১]

In the market view, rivals are those who satisfy the same need, not just those with the same form or tech.

Reference: Kotler & Armstrong (14e), Creating Competitive Advantage—Identifying Competitors; Lecture-09.

Both water and soft drinks satisfy thirst, so it’s a need-based competitor set.

Reference: Kotler & Armstrong (14e), Creating Competitive Advantage—Product vs Market View; Lecture-09.

Close leaders have both resources and the incentive to retaliate strongly.

Reference: Kotler & Armstrong (14e), Creating Competitive Advantage—Selecting Competitors to Attack/Avoid; Lecture-09.

Healthy competitors expand markets and follow norms, keeping the category profitable.

Reference: Kotler & Armstrong (14e), Creating Competitive Advantage—Good vs. Bad Competition; Lecture-09.

You must define the set before assessing objectives, strategies, or likely reactions.

Reference: Kotler & Armstrong (14e), Creating Competitive Advantage—Process of Competitor Analysis; Lecture-09.

Ethical CI uses legal sources and systematic routines; collusion or intrusion violates practice.

Reference: Kotler & Armstrong (14e), Creating Competitive Advantage—Designing a Competitive Intelligence System; Lecture-09.

“Tiger” competitors counter quickly and forcefully—plan attacks accordingly.

Reference: Kotler & Armstrong (14e), Creating Competitive Advantage—Competitor Reaction Patterns; Lecture-09.

Aggressive push against the leader characterizes a challenger.

Reference: Kotler & Armstrong (14e), Creating Competitive Advantage—Competitive Positions & Challenger Strategies; Lecture-09.

Deep specialization in a small segment is a niche strategy.

Reference: Kotler & Armstrong (14e), Creating Competitive Advantage—Market Nicher Strategies; Lecture-09.

Cloner/imitator/adapter behaviors align with followers.

Reference: Kotler & Armstrong (14e), Creating Competitive Advantage—Market Follower Strategies; Lecture-09.

Firms evolve from entrepreneurial to formulated to intrapreneurial strategy management as they mature.

Reference: Kotler & Armstrong (14e), Creating Competitive Advantage—Approaches to Marketing Strategy; Lecture-09.

An unclear blend lacks cost or differentiation discipline, risking weak performance.

Reference: Kotler & Armstrong (14e), Creating Competitive Advantage—Basic Competitive Strategies; Lecture-09.

Leaders grow by expanding total demand, protecting their market share, and expanding their market share.

Reference: Kotler & Armstrong (14e), Creating Competitive Advantage—Market Leader Strategies; Lecture-09.

Preemptive moves deter attacks by moving first.

Reference: Kotler & Armstrong (14e), Creating Competitive Advantage—Leader Defense Strategies; Lecture-09.

Flank targets neglected segments/territories where the leader is weak.

Reference: Kotler & Armstrong (14e), Creating Competitive Advantage—Challenger Strategies; Lecture-09.

Encirclement attacks on many fronts simultaneously.

Reference: Kotler & Armstrong (14e), Creating Competitive Advantage—Challenger Playbook; Lecture-09.

Bypass avoids direct confrontation by changing the playing field.

Reference: Kotler & Armstrong (14e), Creating Competitive Advantage—Challenger Strategies; Lecture-09.

Position maps show clusters and gaps, guiding where to enter or avoid.

Reference: Kotler & Armstrong (14e), Ch. on STP—Perceptual/Position Mapping; Lecture-09.

Adapter improves the leader’s offer for specific segments.

Reference: Kotler & Armstrong (14e), Creating Competitive Advantage—Follower Types; Lecture-09.

Mapping reveals under-served spaces for entry or repositioning.

Reference: Kotler & Armstrong (14e), Ch. on STP—Using Perceptual Maps; Lecture-09.

Without fit to real needs, adoption stalls despite spending or tests.

Reference: Kotler & Armstrong (14e), Ch. 9—New-Product Development (NPD) Challenges; Lecture-09.

Structured crowdsourcing taps users/partners for idea generation.

Reference: Kotler & Armstrong (14e), Ch. 9—Idea Generation; Lecture-09.

Early triage saves costs by focusing on promising ideas.

Reference: Kotler & Armstrong (14e), Ch. 9—Idea Screening; Lecture-09.

Present descriptions/mocks to target users to gauge appeal and fit.

Reference: Kotler & Armstrong (14e), Ch. 9—Concept Testing; Lecture-09.

Financial projections validate feasibility before heavy spending.

Reference: Kotler & Armstrong (14e), Ch. 9—Business Analysis; Lecture-09.

Engineering develops and tests prototypes, which leads to a substantial rise in costs.

Reference: Kotler & Armstrong (14e), Ch. 9—Product Development; Lecture-09.

Real-market trials validate the marketing mix and forecast before scale.

Reference: Kotler & Armstrong (14e), Ch. 9—Market Testing; Lecture-09.

Early, well-scaled launch can secure distribution and mindshare.

Reference: Kotler & Armstrong (14e), Ch. 9—Commercialization (Timing/Geography); Lecture-09.

Concurrent teamwork reduces handoffs and delays, improving speed.

Reference: Kotler & Armstrong (14e), Ch. 9—Organizing for NPD (Cross-functional teams); Lecture-09.

Funding increases as risk falls across gates.

Reference: Kotler & Armstrong (14e), Ch. 9—NPD Governance & Gates; Lecture-09.

Standard five-stage path: A-I-E-T-A.

Reference: Kotler & Armstrong (14e), Ch. 5—Consumer Buyer Behavior: Adoption Process; Lecture-09.

Lower complexity speeds trial and adoption.

Reference: Kotler & Armstrong (14e), Ch. 5—Adoption Influences; Lecture-09.

Trialability/Divisibility reduces risk and accelerates diffusion.

Reference: Kotler & Armstrong (14e), Ch. 5—Trialability Factor; Lecture-09.

More visibility encourages imitation and faster uptake.

Reference: Kotler & Armstrong (14e), Ch. 5—Observability Factor; Lecture-09.

Innovators are venturesome and risk-tolerant.

Reference: Kotler & Armstrong (14e), Ch. 5—Adopter Categories; Lecture-09.

They act as opinion leaders, shaping diffusion.

Reference: Kotler & Armstrong (14e), Ch. 5—Early Adopters; Lecture-09.

Perceived superiority drives faster adoption.

Reference: Kotler & Armstrong (14e), Ch. 5—Relative Advantage; Lecture-09.

Higher fit lowers resistance to adoption.

Reference: Kotler & Armstrong (14e), Ch. 5—Compatibility; Lecture-09.

Complexity directly impedes trial and repeat.

Reference: Kotler & Armstrong (14e), Ch. 5—Adoption Factors; Lecture-09.

They wait for peer endorsement and lower risk.

Reference: Kotler & Armstrong (14e), Ch. 5—Adopter Categories (Late Majority); Lecture-09.

They seek newness with articulated benefits to champion.

Reference: Kotler & Armstrong (14e), Ch. 5 & Ch. 9—Positioning to Adopters; Lecture-9

Trials reduce perceived risk and push first use.

Reference: Kotler & Armstrong (14e), Ch. 9—NPD/Launch Tools; Lecture-09.

Over-precision makes buyers think it’s “not for me.”

Reference: Kotler & Armstrong (14e), STP—Positioning Errors; Lecture-09.

Demos make superiority observable & credible, speeding adoption.

Reference: Kotler & Armstrong (14e), Creating Competitive Advantage—Challenger Playbook & Adoption; Lecture-09.

Gate criteria prevent sunk-cost spirals.

Reference: Kotler & Armstrong (14e), Ch. 9—Stage-Gate Governance; Lecture-09.

Real-world trial of the full marketing mix before national roll-out.

Reference: Kotler & Armstrong (14e), Ch. 9—Market Testing; Lecture-09.

Opinion leaders diffuse benefits through social networks.

Reference: Kotler & Armstrong (14e), Ch. 5—Diffusion & Two-Step Flow; Lecture-09.

Early insight & concept validation avoids costly late changes.

Reference: Kotler & Armstrong (14e), Ch. 9—Front-End of Innovation; Lecture-09.

RTBs substantiate the point of difference and frame claims.

Reference: Kotler & Armstrong (14e), STP—Positioning (RTBs); Lecture-09.

Fighting retaliatory leaders drains resources; it's better to avoid or reframe the situation.

Reference: Kotler & Armstrong (14e), Creating Competitive Advantage—Selecting Competitors to Attack/Avoid; Lecture-09.