dịch tiếng việt "As should be expected, the 13 competitive factors for athletic footwear have differing impacts—some carry more weight than others in determining how much cross-company differences affect the brand preferences of buyers, the number of branded pairs sold, and market shares. As a general rule, the three most important competitive factors affecting buyer brand preferences, pairs sold, and market shares are price (the average wholesale price in the case of branded pairs sold by footwear retailers and the average online price in the case of pairs purchased online), S/Q ratings, and the number of models/styles offered. The next most influential factors include the appeal of celebrities endorsing the various rival brands, brand advertising, search engine advertising, company image/brand reputation, the number of retail outlets stocking the company’s brand of footwear, and free shipping. The competitive advantages/disadvantages associated with differences in the number of weeks it takes to deliver retailer orders, the sizes of mail-in rebates, and the comparative amounts of support provided to retailers in merchandising and promoting their respective brands weigh the least heavily in determining buyer brand preferences and each company’s regional unit sales and market share.
The behind-the-scenes weights placed on the 13 competitive factors closely mirror what is believed to actually prevail in the real-world marketplace for athletic footwear. While knowing precisely what these weights are might seem helpful or even essential, such knowledge is not as useful as you might believe—just why is explained below.
How Much Each Competitive Factor Matters Is Not a Fixed Amount. Both logic and common business sense instruct that price is certainly a very important factor affecting both a company’s competitiveness against rivals and overall buyer appeal for one brand versus another. Big price differences in a region matter a lot in accounting for differences in branded pairs sold and market share. But as the spread between the highest-priced company and the lowest-priced company becomes smaller and smaller, the weaker is the unit sales/market share impact of price differences and the greater the role of differences on other competitive factors in causing the sales and market shares of some companies in the region to differ from those of other companies. Indeed, in the rare instance that all companies should happen to charge the same wholesale price to retailers in a region and the same online price at their websites, then price becomes a total competitive nonfactor and has zero impact on buyer appeal for one brand versus another—in such cases, 100% of the regional sales and market share differences among company rivals stem directly from differences on the other 12 competitive factors. Therefore, how much price matters in determining a company’s unit sales/market share in a region is not a fixed amount but rather is an amount that varies from “big” (when price differences are also “big) to “small” (when prices differences are “small”) to “zero” (when the prices of rivals are identical).
Precisely the same reasoning holds for all the other 12 competitive factors. While it is true that some competitive factors affect the brand choices of buyers more than others, what matters most in determining sales and market shares is the sizes of the differentials on each competitive factor. Big differences on a less influential competitive factor (like the number of weeks in which orders are delivered to retailers) can end up having a bigger sales/market share impact than very small/insignificant differences on more influential competitive factors (like price, S/Q rating, and advertising)."