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Table 33 - Target Market Selection (Hooley et al, 2008; Piercy 1997)
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- Positioning
- Challenges
- Realeyes – Master of Eye-tracking
- Evaluation of Hypothesis on Positioning (H2)
Table 33 - Target Market Selection (Hooley et al, 2008; Piercy 1997)
Evaluation of Hypotheses (H1)For Segmenting, We had proposed the hypotheses H1 in the Literature Review chapter. We deduce from analyses that web-usability testing is not the only profitable target although it is one of the prime segments. Also important are Digital advertising and Software, and hence lead us to believe that the hypothesis is not fully supported. There are other attractive segments like Outdoor-media adverts and thus, Realeyes can expand its horizon, rather than focus on the same market segments it targets in the UK. PositioningDifferentiating factorsBased on the competitor analysis, the factors which make Realeyes unique with respect to its competitors in Australia are as followers: Realeyes adopts a more objective/quantitative approach to generating results as opposed to the subjective/qualitative approach by most other players in the market Some of the competitors have their own eye-tracking labs and they have to recruit people to come and take tests at their labs for collecting data for eye-tracking studies. Those who don’t own an eye-tracker outsource data collection to their partners having lab facilities. The labs and recruiting of participants adds to the cost. Realeyes on the other hand prefers to conduct its eye-tracking studies in public places like malls, airports, pubs, internet cafes, etc. It attracts participants to take their tests by offering freebies like food, drinks, magazines, etc. This reduces their operating costs and also their cost per sample/participant is much lower. With reference to the previous point, most of the competitors are unable to conduct studies involving large sample sizes greater than 10 due to their large costs per participant. On the other hand, Realeyes at an average uses around 40-50 samples in every study. After collecting the data, there is a certain level of standardised customisation (semi automation) in the manner which reports are generated by Realeyes as opposed to highly customised service offered by others. This also enables Realeyes to analyse data and deliver reports to clients much faster than their rivals. Having discussed the unique points, let us now take a look at the challenges faced by Realeyes from the competitors in the Australian market. Realeyes performs data collection, analysis and creates reports for its clients. However, it does not provide recommendations to improve usability of media. Almost, all other companies provide recommendations by default. Realeyes is a specialised eye-tracking service provider as opposed to the rest who offer a bundle of services like user centred design, digital strategy, web analytics and others. Realeyes – Master of Eye-tracking?Porter (1985) provides three generic strategies: Cost leadership, Differentiation and focus. The wide bundle of services offered by most of the rivals can be looked upon as ‘Jack-of-all’ approach. Considering the core competence of Realeyes is in eye-tracking, it must look to promote itself as a master at eye-tracking. This would mean taking the focus approach for eye-tracking service. Within the focus, it can not only achieve cost focus because of its low operating costs but also achieve differentiation focus as it conducts highly quantitative studies with large sample sizes. By being focussed, there is also a possibility of creating an uncontested market space called Blue Ocean (Kim and Mauborgne, 1999) for Realeyes in Australia. Based on the competitor analysis (6.3.3), all the firms including Realeyes were rated on a scale of 1 (Low), 2 (Average) and 3 (High) on Y-axis against various parameters like sample size, level of specialisation in eye-tracking services, average duration of projects, etc on X-axis. It can be observed from the following graph that if Realeyes (blue line) prices its services lower, it remains almost unchallenged on almost every other parameter thereby creating a blue ocean for itself. 
Figure 23 - Blue Ocean for Realeyes Evaluation of Hypothesis on Positioning (H2)We deduce from the analyses that the hypothesis is supported partially, since it was concluded that low-price offering while positioning as a master of eye-tracking thus carving a niche for its services based on its qualities of uniqueness discussed earlier, would help Realeyes create a Blue Ocean for itself in the Australian market. Having decided upon the positioning of Realeyes as a specialist eye-tracking service provider, the next section will look at entry-mode strategy. Download 4.93 Mb. Share with your friends:
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