美国卫生护垫市场:竞争概况

Y. Datta
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引用次数: 0

摘要

这是继 16 项试图分析美国消费者市场竞争概况的研究之后的第 17 篇论文:这些市场包括:男士剃须凝胶、啤酒、洗发水、切碎/粒状奶酪、冷藏橙汁、男士剃须刀片、女士剃须刀片、牙膏、罐装汤、咖啡、薯片、碱性 AA 电池、面巾纸、卫生纸、纸巾和一次性尿布。迈克尔-波特将高市场占有率与成本领先战略联系在一起,成本领先战略的基础是以低于竞争对手的价格进行竞争。然而,竞争战略的基础应该是客户感知的质量,而不是低成本,因为质量对于长期竞争地位和盈利能力的重要性远远超过其他任何因素。因此,与竞争对手相比,提供更好的质量才是更优越的选择。在大多数消费市场上,寻求市场份额领先地位的企业应努力为中产阶级服务,在中等价格段竞争;提供比竞争对手更好的质量:价格略高,以体现质量形象,并确保该战略既有利可图,又可长期持续。然而,质量是一个复杂的概念,消费者一般很难理解。2008 年,美国卫生巾市场的销售额为 8.81 亿美元:然而,我们的分析重点是包装规格为 22-36 的卫生巾细分市场,其市场份额为 37.1%。我们使用层次聚类分析法测试了两个假设:(I)市场领导者可能在中等价格细分市场竞争;(II)其单价可能高于最接近的竞争对手。然而,2008 年和 2007 年的数据都不支持假设 I,因为市场领导者 "Always Ultra-Thin Maxi Pad with Wings(32 个装)"属于高端市场。严格来说,2008 年的数据也不支持假设 II,因为亚军 "Always Maxi Pad Ultra-Thin Overnight(28 个装)"的单价为 6.00 美元,而市场领导者的单价为 5.98 美元。然而,这两个价格非常接近,因此我们得出结论,数据并没有真正否定假设 II。我们发现,相对价格是一个战略变量,正如假设的那样。在 17 项研究中,有 10 项研究(不包括男士和女士剃须刀片、研磨咖啡、卫生纸、纸巾、一次性尿布和卫生护垫)发现,市场领导者是中等价格细分市场的成员,正如我们所假设的那样。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
The U.S. Sanitary Pads Market: A Competitive Profile
This is the seventeenth paper that follows the footsteps of sixteen studies that have tried to analyze the competitive profiles of U.S. consumer markets: Men’s Shaving Gel, Beer, Shampoo, Shredded/Grated Cheese, Refrigerated Orange Juice, Men’s Razor-Blades, Women’s Razor-Blades, Toothpaste, Canned Soup, Coffee, Potato Chips, Alkaline AA Battery, Facial Tissue, Toilet Paper, Paper Towel, and Disposable Diapers.Michael Porter associates high market share with cost leadership strategy, which is based on the idea of competing on a price that is lower than that of the competition.However, customer-perceived quality—not low cost—should be the underpinning of competitive strategy, because it is far more vital to long-term competitive position and profitability than any other factor. So, a superior alternative is to offer better quality vs. the competition.In most consumer markets, a business seeking market share leadership should try to serve the middle class by competing in the mid-price segment; and offering quality better than that of the competition: at a price somewhat higher to signify an image of quality, and to ensure that the strategy is both profitable and sustainable in the long run. Quality, however, is a complex concept, consumers generally find difficult to understand. So, they often use relative price, and a brand’s reputation, as a symbol of quality.The U.S. Sanitary Napkins market had sales of $881 million in 2008.This market consists of two segments: Pantiliners and Sanitary Pads, with 2008 sales, respectively, of $210 million and $671 million.However, we have focused our analysis on the Sanitary Pad segment with the pack size 22-36 that had a market share of 37.1%.Using Hierarchical Cluster Analysis, we tested two hypotheses: (I) That the market leader is likely to compete in the mid-price segment, and that (II) Its unit price is likely to be higher than that of the nearest competition.However, the data did not support Hypothesis I for both 2008 and 2007 because the market leader “Always Ultra-Thin Maxi Pad with Wings (32 count)” was a member of the premium segment.Technically, the data for 2008 did not support Hypothesis II, because the runner-up “Always Maxi Pad Ultra-Thin Overnight (28 count” had a unit price of $6.00, compared to the unit price of $5.98 for the market leader. Yet, the two prices are so close that we have concluded that the data did not really negate Hypothesis II.We found that relative price was a strategic variable, as hypothesized.A pattern is emerging in price-quality segmentation analysis. In ten of the seventeen studies—that exclude Men’s and Women’s Razor-Blades, Ground Coffee, Toilet Paper, Paper Towels, Disposable Diapers, and Sanitary Pads—the market leader was found to be a member of the mid-price segment, as we have hypothesized.Also, results in seven markets supported Hypothesis II.We also discovered four strategic groups in the industry.
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