marketing
SPRING 2019 MAR 4804/P80 HYBRID Dr. B. Seaton
ABC Door, Inc.
ANALYSIS#2: COMPETITIVE DATA & ANALYSIS
A. Sales in ABC’s served market (150 locations):
i) 2005 sales (total) = $348.5M
# Dealers (total) =3002
AVERAGE SALES/DEALER =$116.1
ii) Typical dealer sales breakdown (3 brands)
dominant : 60% $69.7K
second : 30% $34.8
third : 10% $11.6K
iii) No. of ABC dealers = 350
iv) No. of exclusive dealers = 50
v) No. of non-exclusive dealers = 300
B. ABC SALES
Total sales = $9.2M
Total no. of dealers = 350
i.e $/DEALER (combined) = $26.3K
Total no. of markets = 150
i.e. $/MARKET (combined) = $61.33K
Sales of exclusive dealers (markets) =$6.44M ($6.44M)
No. of exclusive dealers (markets) =50 (50)
i.e. SALES PER EXCLUSIVE DEALER (MARKET) =$128.8K ($128.8K)
Sales of non-exclusive dealers (markets) = $2.76M ($2.76M)
No. of non-exclusive dealers (markets) = 300 (100)
i.e. SALES PER NON-EXCLUSIVE DEALER (MARKET) = $9.2K($27.6K)
Q1. How effectively does ABC compete in the non-exclusive dealerships? Use market share
analysis!
Q2. How effectively does ABC compete in exclusive dealerships? Compare with served market data.
Q3. Compare the difference in effectiveness of ABC in exclusive and non-exclusive dealerships. What in-store market share would you expect for ABC in the non-exclusive dealers? Hypothesize as to the reason(s) for the discrepancies from the observed market share.