Win market

A market where the majority of volatility occurs due to one or several competitors offering customers something less than half the market's suppliers could, or would, offer.
(See also Fail Market, Customer Buying Hierarchy)

Example 1:

In 1966, Michelin entered the US market with radial tires at the request of Sears. The radial tire was 30% more expensive than bias plies. In 1970, Michelin began to sell radials under its own brand name and by 1972 had 50% of the radial market. Radial tires represented 10% of the total market at that point. Goodyear did not introduce its first radial tire until 1972. Goodyear, as well as many other US manufacturers, had attempted to dissuade customers from radials by offering steel bias tires. Steel bias tires were better than bias-ply but not as good as radials. Their greatest advantage benefited the manufacturer; steel-bias could be produced with existing equipment and required no new capital investment. (Year 1972-SIC 3011)

Explanation: The U.S. domestic tire producers were unable or unwilling to produce a radial tire. This allowed Michelin to "Win" in the marketplace with its brand of radials. It was the only major supplier of radials for some time.

Example 2:

Dow Jones's Telerate service has lost market share to competitors who offer more technologically advanced products. Dow Jones believes it will benefit from market growth, not targeting competitors. (Year 1997-SIC 6289)

Explanation: Telerate was a leader I this industry. Its competition, though, "won" with better products that Telerate did not match.

Example 3:

Guinness is the primary supplier to all Irish pubs. Competitor Beamish gained share against Guinness with a 10% discount offer. (SIC 2082)

Explanation: Beamish appears to be unique with its discount offer. This makes Beamish a "winner" with this price offer. If Guinness had been offered a "last look" to match the Beamish offer then Guinness would have "failed" and Beamish would have had a "weak win."

Example 4:

In 1989, Outboard Marine lost one of its biggest volume accounts, a three-year agreement that called for Bayline Marine to purchase $55 million worth of boats per year. Outboard's competitor, Brunswick, bought Bayline and did not renew the contract. (Year 1989-SIC 3519)

Explanation: Brunswick "won" buy purchasing the customer and controlling its purchase decision.

Example 5:

In 1991, Zenith Data Systems introduced the MastersPort 386 SX notebook. At $3999, the notebook sold for $800 less than a similar Compaq machine. (Year 1991-SIC 3571)

Explanation: Zenith Data Systems "won" with its low-priced product.