Sports & Games與Sportworld的市場戰略比較分析Essay

上述內容反映了兩個零售商對于其生命周期的不同階段的展望 (戴維森，et al 1976年)。這也使他們確定了目標，這個目標是他們一直在試圖追求的，希望取得并保持成功，不斷增長優勢來確保其生存能力。在零售的體育用品和設備中占主導地位的Sports & Games，目前處于成熟和衰退的交替階段。因此，它正在積極試圖捍衛自己在市場的地位，同時也試圖通過推出的e -營銷計劃來重振Sports & Games品牌。另一方面，Sportworld也在試圖捍衛它的市場地位，同時想利用成本領先和技術霸權戰略擴大其市場。
 

他們努力增加現有客戶的銷售，同時針對新市場實現廣泛的市場覆蓋。通過電子商務項目實行市場開發戰略，這一計劃的設計是為了吸引一批全新的客戶。而這些策略與每一個零售商的零售生命周期階段以及他們的總體目標是密切相關的。
 

值得注意的是，Sport & Games目前提供的電子商務設施沒有將年輕人市場作為其目標細分市場，但同時有研究表明，15歲—30歲的青少年目前在特立尼達和多巴哥是在線設備最大的一個用戶群體(中央統計局家庭調查，2003年)。
 

The objectives outlined above reflect the perspective of two retailers at different stages in their lifecycle (Davidson, et al. 1976). This also determines the goals that are being pursued in attempts to remain successful, promote growth, and ensure survivability. Sports & Games a previously dominant player in the retail sporting goods and equipment market is currently between the mature and the decline stages of its existence and is aggressively attempting to defend its market position while attempting to reenergize the Sports & Games brand through the launch of an e- marketing initiative. Sportworld on the other hand while attempting to defend its position in the market is attempting to pursue a cost leadership strategy and technological supremacy in its attempt to grow its market.
 

Increase their sales to existing customers while targeting new markets to achieve the extensive market coverage they seek. The market development strategy is action through its ecommerce initiative that is design to appeal to an entirely new set of customers. Each of these strategies is closely aligned to the stage in the retail life cycle each of these retailers is at and their overall objectives.
 

Sportworld as well as Sports & Games have segmented the existing marketing into four and three segments respectively. The segmentation variables employed by both retailers are a mixed of psychographic as well as behavioural segmentation. It is notable that Sport & Games who currently provides e-commerce facilities have not identified the youth market as one of its target segments, while research has shown youths 15 – 30 years as being the largest users of online facilities in Trinidad and Tobago (central statistical office Household survey 2003)#p#分頁標題#e#
 

A review of the S.W.O.T showed that Sport & Games because of their reputation and tenure in the market is a highly respected brand name whereas Sportworld struggles to achieve the credibility needed for the long term success it craves. Gilbert (2003) suggested that in the buyer/seller relationship perceived credibility of a company directly impacts customer commitment, loyalty intention and overall loyalty to the seller. Sportworld though has access to capital because of the success of the other companies that form Cadel trading. Sports & Games though may find it extremely expensive to finance future efforts to expand because of their status in the lifecycle of the business. Opportunities are available to both companies though to pursue an e-marketing initiative in attempts to appeal to new audiences that become available as a result of such moves. They all share similar threat as posed by online retailers and current economic uncertainty.
 

Gilbert (2003) suggests that a retailer’s ability to build customer loyalty is dependent on their ability to identify and understand the needs of its target market. He went further to encourage the provision of rewards to insure their long-term participation in the business. Sportworld employs a strategy of building relationship through loyalty cards while Sports & Games attempts this through its website to further enhance its online customers interaction by providing product information and advice on nutrition and treatment of injuries and cramps etc. Its relationship with its offline customers are more transaction driven as there are no arrangements in place to reward those customers. Purchases generated via the website receive an extra 10% discount as a reward for shopping on line. Sportworld advertises to its clients on facebook and loyalty card holders receive the added benefit of text messages beforehand informing them of sales and other promotional activities at the store.
 

Both retailers emphasise on the value of their offering through the promise of product quality and customer service. Sports & Games though promise to assist customers during their evaluation of any product by providing store attendant that are very familiar with the product. Sportworld on the other hand promises to provide the most competitive prices and returns in the event that customers are not satisfied with their purchases. Both retailers offer deep markdown as a means of attracting bargain hunters and increasing sales but would however leave the prices items belonging to well respected brand categories of perceived high value unchanged. Gilbert (2003) suggest that “value is a judgment about superiority and benefits delivered” and therefore would only tamper with persons perception of quality and value of the said product. Sports & Games employs the tactic of discounts but these are done to mark special occasion such as holiday national celebrations etc.
 

Promotional strategies include all the means through which a company communicates the benefits and values of its products and persuades targeted customers to buy them (Kotler and Armstrong, 2004). Both retailers employ off-line and online communication to reach its customer base. Their mix of off-line media are slightly different with Sports & Games preferring Radio and television advertising mainly coinciding with major local and international sporting activities broadcasted on radio or shown live on local television. Sportworld utilise radio as a medium through sponsored segments and viral marketing are used mainly in targeting the youth market. Newspaper advertisements in the form of banners are used with these being placed in the sporting section of the newspaper. They both use a pull strategy where promotional activities are designed to evoke a direct response from the consumer. Sportworld is a heavy user of sales incentives which are designed to cause short term increases in sale. In keeping with this they also possess a loyalty scheme designed to build loyalty, create long term relationships and to generate increase sales. Gronroos (1990, 1991, 1994a, 1994b) is very much in favour of firms who continuously seeks to establish relationships with their customers. Both utilise the internet in attempts to communicate with its customers, Sportworld through Facebook and Sports & Games through its website. In terms of in-store communication Sportworld utilizes these a great deal to support its sales promotions activities and to support new product introductions etc. Sports & Games on the other hand seldom utilizes promotions and therefore is not a requirement.
 

Place describes all the activities and exchanges involved in extracting, processing and manufacturing and distributing goods and services from raw material through to the final consumers (Gilbert 2003). Sportworld is generally located in malls close to the entrance and in the heart of the city. While Sports & Games are located at a number of malls their locations can be considered less than convenient. Both currently own warehouses at the Trincity industrial estate however Sportworld investment in an inventory management systems places them at an advantage. It provides store executives with a real-time view of store transaction along with inventory management capabilities which this system provides. Sports & Games IT infrastructure is not well established and as a result inventory management suffers as the firm carries high stock levels in attempt to effectively meet its customers’ needs. Distribution to stores is facilitated through third party contractual arrangement which accrues addition cost to the business. Sportworld piggybacks off of the local distribution network of Francis Fashions and shoelocker which results in less immediate cost accruing to the business. This is supplemented in peak periods by third party contracts to ensure stock levels remain consistent at the stores.
 

Market segmentation is described by Gilbert (2003) as being based upon” the breaking down of a large heterogeneous market into smaller subdivisions in which there is some similarity” of characteristics. Sportworld and Sports & Games are retailers in an industry that has expanded dramatically over the years due mainly to a general increase in awareness of the benefits of sports and physical activities in promoting healthier lifestyles. Because of similar circumstances both retailers have targeted their offerings to this group. Sports & Games identifies this group as the ‘do it yourself keep fit enthusiast’. There profile is working adults, male or females in the age group 25 – 40 yrs old, parents, professionals, leads a hectic schedule, no time to attend a gym, with ambitions to regain some measure of fitness in the short to medium term. These are identified as individuals who are likely to purchase physical exercise equipment for installation in their home. Sportworld targets this market as males 30 – 45 yrs old, professional, family oriented, with similar fitness ambitions with a main point of purchase being a mall outlet. These segmentation attempts are lifestyle related or psychographics variables
 

Sportworld youth segment consist of young men 15 – 25 yrs “Young Blingers” not necessarily sportsmen but are avid followers of European soccer and U.S professional basketball and likes to imitate their favourite players by purchasing team paraphernalia such as team jerseys and vest and popular footwear worn by their heroes. Sports & Games does not currently target a youth segment but targets adventure seekers and persons who prefer to spend their time in the outdoors. These are individuals who like outdoor activities such as camping, fishing, hiking etc. They are generally business owners, executives and managers, ages 40 – 55yrs, concerned about the environment. They purchase camping equipment, fishing rods and the accompanying gear required for spending time in the outdoors. The segmentation variables identified relate to lifestyle or psychographics segmentation.
 

The other segment targeted by Sportworld is called the “Wannabe sportsman”. These are young men 17 – 35 yrs, full time or part time employment, passionate about sports but plays only for fun, party goers, heavy purchasers of brand name sporting apparel, consumers of cable and in particular sport channels. The segmentation variables for the segment identified are behavioural. The other common segment targeted by both Sportworld and Sports & Games are the professional sportsman. Sports & Games identifies the following as the segmentation variables for this group as being, top flight sports personallity is driven by quality and performance, is not price sensitive, requires first class service quality. Sports world on the other hand identifies this person as a V.I.P., not price sensitive, requiring personal attention. Sports & Games assigns it most experience store agent to attend to this individual while Sportworld assigns an ordinary service representative to attend to the needs of the individual.#p#分頁標題#e#
 

An examination of both retailers performance revealed that the value they currently create for their customers as being average. Sportworld while being able to create good value relative to their store layout and its general atmospherics, product availability mainly through efficient inventory management, customers perceived value of the service delivered, retail personnel value and their value experience was rated as medium. These invariably affected their brand value as well. Although overall cost relating to product cost, time and energy cost expended in the acquisition of the product was low, customers retail experience was not of a high quality and resulting psychological risk cost assisted in further diminishing the value for its customers.

Sports & Games on the other hand was surpassed by Sportworld on the dimensions of store layout, atmospherics and product availability. Their experience and knowledge however allowed them to provide more value in terms of quality of service and product information which impacted on the overall store experience of the customer. The perception of the brand even though at the mature stage in the lifecyle remains very positive. Their inability to provide loyalty scheme incentives like Sportworld significantly impacted on the value they created for customers. The value created however was negated by inefficiencies relating to inventory management and location issues which translated into monetary cost and time cost and sometimes energy/travel cost to customers. The retail experience cost was lower but not low enough to positively impact overall customer cost.