Terminal market competition smoke and mirrors. Although the price has become the norm in most stores, however, there are still many stores to take the bidding marketing, playing the low price card. In the face of peer competition, how to effectively deal with it? Strategy 1: choose to differentiate the competitors A pharmacy is located in the busy business district, the business district has the same size of the three pharmacies, are not far from the A pharmacy. Originally, several stores were also in peace, all have their own customer base. After the Spring Festival, one of the competitors B Pharmacy in order to capture the market, significantly reduced the price of the first-line products, some of the fixed source of A Drugstore was obviously diverted to the past. A store manager through the investigation and analysis, to understand that the B store is trying to part of the first line of product sales at negative margins, inflate the popularity of the development of the membership of the opportunity to take advantage of the A Drugstore calmly respond to the implementation of a targeted "differentiated competitor" follow-up. A pharmacy calmly responded, targeted implementation of the "differentiated competitors" to follow up. Pharmacy A responded calmly and implemented a targeted "differentiated competitor" follow-up. It quickly took control of the situation, stabilized the customer base, and inadvertently absorbed the customer base of another competitor. Comment: When competitors launched a "price war", if you find that the customer flow has been significantly lost but failed to find an effective countermeasure, you may wish to take the "differentiated competitor to follow up" strategy to maintain market position. The so-called "differentiated competitors", refers to the competitors with the positioning of the wrong, using different competing products for promotion. The advantage of doing so is: not only to avoid the loss brought by the positive price fight, but also to the competitors to effectively counterattack, to consolidate the purpose of customer base. When choosing competitors, we should pay attention to: First, the competitors should be representative, should be familiar to consumers for the goods. If the store just lowered the price of some non-hot products, and can not cause consumers to pay attention to; second, the competitors can not be the other side of the promotional products. For example, competitors take a slow-release tablets for promotions, then you should choose and the efficacy of the product is similar to the competitors. Because the other party's competitors are often advantageous varieties, with the same product to follow up the results will be "both losses". Strategy 2: take advantage of the opportunity to counter the host C pharmacy after half a month of careful planning, ready to take advantage of the store day - that is, five days later to carry out a very strong low-priced promotional activities, and issued a DM sheet. This information was intercepted by Pharmacy D, which is located all the way across the street from Pharmacy C. Pharmacy D immediately took action and set up a promotion with the same content the day before Pharmacy C's promotion, which turned out to be a big success. When the next day, Pharmacy C promotional activities to start, did not achieve the expected results, customer traffic and turnover is far less than before. Comment: To win in the fierce peer competition, you can not ignore the dynamic monitoring of competitors. The so-called "dynamic monitoring", refers to the store should be the main competitors of the basic business situation to give continuous attention, such as competitors of the store date, commonly used promotional tools, member treatment, radiation capacity, product advantages, personnel status, as well as suppliers and channels at all levels, and so on. At the same time constantly adjust the response measures, Sun Tzu's Art of War: "Trample the ink with the enemy to determine the battle." Combat command should be based on changes in enemy conditions, at any time to adjust their own combat plan, to do the enemy change I change, in order to win because of the enemy and systematic victory. Peer competition, too. For the pharmaceutical retail industry, today is not "big fish eat small fish" era, but "fast fish eat slow fish" era. The reason why Pharmacy D in the case was able to seize the first opportunity to play a beautiful time-saving promotional war, lies in its ability to have a rapid market response and implementation of the ability to implement dynamic monitoring of competitors, the anti-client as the master. This does not encourage the stores to explore the price behavior, but suggests that through the daily business activities, as well as a variety of competitors to pay attention to publicity channels, to grasp its dynamics, to assist their own scientific decision-making, to take the appropriate response to avoid the threat of access to opportunities.