トヨタブランドのGR86とスバルブランドのBRZは、若干の仕様の違いはあっても、基本的に価格も同じクルマですが、その販売台数にはおよそ3倍の開きがあります。

なぜ同じ物を売ってもこのような差が生じるのでしょうか？

それは同じ物を売る際の戦略の誤りがあるからです。

トヨタはブランド認知や物流面など市場における強者です。

強者の戦略は非差別化戦略であるため、スバルと同等性を示すだけで売れるようになります。

つまり「同じですよ」と言うだけで圧倒的に優越性が得られるわけです。

一方で、市場内弱者のスバルが行うべき戦略は非差別化戦略です。

弱者のスバルが差別化ではなく、同等性を訴えることは86がより売れることになり、トヨタに塩を贈るのと同じことです。

これは良いものを作って提供すれば売れるという典型的な高度成長期のビジネスモデルであり、現代の市場が縮小するゲーム型競争市場での戦略／マーケティングが考えられていません。

既に両社のシェア差は3倍以上に広がっており、2者間競争における勝負ありの状態です。

これからスバルが形勢を逆転することはほぼ不可能と言えます。

昨今では製薬企業同士のコ・プロモーションも頻繫に行われています。

同じ製品だからとお互いの見積りを誤ると明暗を分けることになります。

マトリクス分析法は競争環境を定量化および可視化します。

“The mistake of a weaker player strategy of sending salt to the enemy”

The Toyota-branded GR86 and the Subaru-branded BRZ are essentially the same car, with some minor differences in specifications and similar prices. However, there is a difference in sales volume of about three times.

Why is there such a difference in sales of the same product?

This is due to a mistake in the strategy of selling the same product.

Toyota is a stronger player in the market, with brand recognition and strong logistics capabilities.

Since the strategy of a stronger player is non-differentiation, simply demonstrating equivalence with Subaru is enough to make it sell well.

In other words, just saying “it’s the same” can give overwhelming superiority.

On the other hand, the strategy that Subaru, a weaker player in the market, should adopt is differentiation.

If the weaker Subaru appeals to equivalence rather than differentiation, it would be the same as sending salt to Toyota, resulting in GR86 selling even more.

This is a typical business model of the high-growth period where good products will sell if offered, and it does not consider the strategy/marketing in the shrinking game-like competitive market of today.

The share difference between the two companies has already widened by more than three times, and it is a situation where there is a winner in the competition between the two.

It can be said that it is almost impossible for Subaru to reverse the situation from now on.

In recent years, co-promotion between pharmaceutical companies has also been frequently conducted.

If they make a mistake in each other’s estimates for the same product, it will determine their fate.

Matrix analysis quantifies and visualizes the competitive landscape.