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have cereal for breakfast; over a period of time, many consumers changed their long-standing
behavior of having croissants and coffee to having cereal for breakfast. Table 1 provides some
examples of MDBs and their (probable) intent.
Market-
Driving
Firm
Netscape
Toshiba
P&G
Artist
Direct
Gillette
P&G –
Folgers
Coffee
Table 1: Examples of Market-Driving Behaviors
Market-
Driving Behavior Intent Target Player(s) Desired Behavior of Target Player(s)
License browser
source code
(January 1998)
Alliances to
exchange
technology; cross
licensing of
technology
(July 1995 to
December 1997)
Value Pricing or
Every Day Low
Pricing (EDLP)
(Early 1991
onwards)
Channel selection –
remove player
(1998)
Planned
cannibalization
(1993 and 1998)
Advertising
(1980s)
Increase number of
market players
developing products
based on the
Netscape browser
Get sufficient number
of market players
committed to a DVD
technology to
increase adoption
rates for Digital
Video Disk players
and records by
consumers
Halt slide in brand
strength due to
persistent promotions
that had trained
distributors, retailers
and consumers to buy
on promotions.
Reduce promotional
expense.
Develop a faster less
expensive way of
getting music to the
consumer
Discourage firms
from entering the
market; encourage
consumer to move to
the next level of
functional
performance
Focusing on
“irrelevant” attributes
Independent
Software
Vendors
(Complementors)
Competitors and
Complementors
Distributors,
retailers and
consumers
Consumer and
Channel member
Competitor;
Consumer
Consumer
ISVs develop products based on the
Netscape browser. In absence of
Netscape’s actions, ISVs will develop
applications on any number of browsers -
principally Microsoft’s browser.
Competitors and complementors develop
and make DVD products that are
compatible with those made by Toshiba.
In absence of Toshiba’s actions, many
incompatible technologies are likely to
arise slowing consumer adoption
1. Consumer start to buy P&G products on
EDLP rather than on promotions
2. Retailers and distributors accept lower
margins because these are offset by
reduced inventory costs due to EDLP
In absence of P&G actions, its brand
equity will continue to erode,
manufacturing inefficiencies will continue,
and promotion costs would continue to
rise.
1. Consumer is persuaded to buy from a
new channel
2. A channel member is ‘disintermediated’
Competitors are left behind technologically
(the Sensor Excel blade had 20 patents ring
fencing the technology) and face an uphill
task catching up. Consumers are
encouraged to switch to a technology that
is much better than previously available
(Gillette repeated the strategy in 1998 with
with Mach 3)
Consumers evaluate instant coffee on using
the coffee crystals that are an irrelevant
attribute as far as coffee flavor is
concerned
W.P. No. 2013-05-07 Page No. 6