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Market Share
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What is Market Share?

Market share measures the portion of total sales a company captures within its industry, making it a foundational concept in business education. It appears prominently in marketing, strategic management, and economics courses, where students are expected to connect a firm's competitive position to its broader operational decisions. The topic is academically compelling because it bridges quantitative analysis—how much of a market a company controls—with qualitative strategy, including how businesses attract customers, price their products, and respond to rivals. Understanding market share also helps explain why companies succeed or struggle even within growing industries.

The papers archived on this topic approach market share from several directions. Many use case studies of specific companies and industries, including Macquarie Bank, Ford Motor Group, Anheuser-Busch, and Australian telecommunications providers, to examine how real businesses compete for customers and revenue. Others apply structured analytical frameworks such as SWOT, PESTEL, and Porter's Five Forces to assess competitive positioning. Some papers take a strategic lens, evaluating pricing, product mix, and customer loyalty programs as tools for protecting or growing market share, while others are organized around business planning and management reporting.

A strong essay on market share grounds its thesis in a specific company, industry, or strategic question rather than treating the concept in the abstract. Evidence drawn from industry data, competitor comparisons, and consumer behavior carries the most weight. Effective papers connect market share figures to concrete business decisions—pricing, product development, or customer retention strategies. A common pitfall is simply reporting a company's market share without explaining the factors that drive it or the strategic implications for the business going forward.

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Research Paper Undergraduate
The balanced scorecard and strategic decision-making frameworks in business
A balanced scorecard is balanced precisely because it considers three major areas of performance: 1) The relationship between the company and the customer; 2) the key internal processes of the company; and 3) the…
~1 min read
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Essay Doctorate
Value-added support strategies for nursing home safety and care
Examples of three value-added support strategies for a safe and caring environment
~1 min read
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Paper Undergraduate
Bank of America's post-recession strategy and financial position analysis
This paper is a strategy paper on Bank of America. The paper is framed around a case and some questions from the instructor. The latter are not really related to the former, and ask for a high level of fiction in the response. It's a garbage in, garbage out case.
~1 min read
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IT Impact on Service Industry Performance
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Arborite's strategies for increasing profits and market share
The need to increase profits and revenues has forced many establishments to evaluate and redefine the way they carry out strategies within the organization and the manner in which they deal with external factors…
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Customer relationship management in automobile sales performance
The world of business has come a long way since the only maxim was "The customer is always right." One of the most important new versions of that age-old wisdom is the model of "customer relationship management" or CRM.
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The U.S. economy from 1999 to 2002 and airline industry analysis
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Strategic plan for Sweet Reads using balanced scorecard analysis
Successful companies always have strategic plans detailing how operations are carried out for the realization of the set goals and objectives. This study formulates a strategy for Sweet Reads which operates largely in the fast food industry. The formulation of a responsive strategy is possible when the market conditions are well understood. This study uses the SWOT and balanced score-card models to achieve this.
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External analysis of the European tourism industry
The tourism industry requires high capital investment. In addition to that, more than 70 percent of the European tourism market is controlled by top ten players, therefore, price retaliation is low and the degree of brand recognition is very high and it acts as barrier for new entrants. It can, therefore, be concluded that the tourism industry has a low threat of new entrants.(The European Commission, 2004, pp. 1-77) Substitutes TV, games and social activities can act as the substitutes for tourism but the degree of threat which these factors pose is very low. In addition to that, a low of product differentiation exists in the European tourism industry; therefore, the threat of substitutes is also low in this industry.(Gangadharan, 2011, pp. 1-6) The tourism industry requires high capital investment. In addition to that, more than 70 percent of the European tourism market is controlled by top ten players, therefore, price retaliation is low and the degree of brand recognition is very high and it acts as barrier for new entrants. It can, therefore, be concluded that the tourism industry has a low threat of new entrants.(The European Commission, 2004, pp. 1-77) Substitutes TV, games and social activities can act as the substitutes for tourism but the degree of threat which these factors pose is very low. In addition to that, a low of product differentiation exists in the European tourism industry; therefore, the threat of substitutes is also low in this industry.(Gangadharan, 2011, pp. 1-6)
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