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The Wal-Mart Success
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One could say that the original everyday low prices has worked for Wal-Mart in the mass merchandising business. Like Southwest Airlines, Wal-Mart has been able to make low price a meaningful differentiating idea. But consider how the company got there. First, it began their efforts in America s C and D counties (the ones with smaller populations), where its competition was the small mom-and-pop generalmerchandise stores. That was like the German war machine running through the Balkans. There was very little resistance.
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REpositioning
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Then it began to build its technology base along with its new store openings. As its volumes grew, it added supplier muscle to its weapons. While the going has been tougher in areas where Kmart, Target, and Costco also reside, it now indeed has that structural cost advantage to support its claim. Recently it has repositioned itself as being about saving money. That is an improvement, as it gets the company away from comparison shopping. Secret: Wal-Mart s prices are not always the lowest on an item-by-item comparison.
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The PC Empire Strikes Back
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In the computer wars, edgy Apple has successfully repositioned the PC as being nerdy and uncool. This has worked well for the Mac, which has continued to sell well as the PC market slumped during the recession. It set up its ease of use and esthetically pleasing points of difference. But these benefits can cost you. So in 2009, the PC started fighting back with a better price proposition. Perky twentysomethings and other average Americans are shown shopping for a computer. One wants a notebook with a 17-inch screen, and if she finds it for less than $1,000, she can keep it. Following her as she shops, we learn that she considers a Mac way too ex128
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VALUE IS THE NAME OF THE GAME
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pensive. From the Apple store, it s off to Best Buy, where she finds a PC that meets her specifications for $699. Mission accomplished. She celebrates, saying, I m a PC, and I got just what I wanted. In real life, that bottom line has a little wiggle room. Sure, a $699 PC beats a $2,800 Mac with a 17-inch screen. But the typical customer winds up adding antivirus software and different audio and video software. But so what You re still paying less than half of what a Mac costs. While it is not our favorite strategy, price can be a very effective weapon in repositioning, especially in the middle of a crushing recession. A PC might not be cool, but it can save you some money. Point and counterpoint.
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Charles Schwab s Approach
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Charles Schwab, the company that was the first discount broker, faced a similar situation. It was its price approach that broke the hammerlock that the big fullservice brokers had on the market. But this gave way to an army of other discount brokers, who were more recently followed by an army of yet cheaper brokers on the Internet. Charles Schwab has moved to the high ground with more and more service. While the firm is still about dis129
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counts, if you look at its advertising, Charles Schwab looks more and more like Merrill Lynch than Merrill Lynch, the behemoth of costly full-service firms, does. It s even added a bank, which to us is a little confusing. The moral of the Charles Schwab story is that you can start with price, but unless you have a structural advantage, you can t finish with price. You ve got to move up the food chain by adding value. Schwab has done that as it has become a much-admired financial institution.
Getting around Price
Market leaders will always be attacked on price as their competitors try to reposition them as expensive. It appears to be almost a law of nature. So what do you do Do you have to match all the moves that are made against you Well, there are some tried-and-true methods of getting around a price attack. 1. Do something special. The leader can go to its biggest customers and offer something special. Nike went to Foot Locker with Tuned Air, a $130 running shoe that it makes exclusively for the big shoe retailer. So far, so good. Foot Locker
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