成熟期產(chǎn)業(yè)的競(jìng)爭(zhēng)動(dòng)態(tài)策略課件

CompetitiveRivalryandCompetitiveDynamicsMichaelA.HittR.DuaneIrelandRobertE.HoskissonChapter51?2003SouthwesternPublishingCompanyCompetitiveRivalryandCompetStrategyImplementationChapter13StrategicEntrepreneurshipChapter11OrganizationalStructureandControlsChapter10CorporateGovernanceChapter12StrategicLeadershipStrategyFormulationStrategicCompetitivenessAbove-AverageReturnsStrategicIntentStrategicMissionChapter2TheExternalEnvironmentChapter3TheInternalEnvironmentTheStrategicManagementProcessFeedbackStrategicInputsStrategicActionsStrategicOutcomesChapter5CompetitiveRivalryandCompetitiveDynamicsChapter4Business-LevelStrategy2StrategyImplementationChapterDefinitionsCompetitorsfirmsoperatinginthesamemarket,offeringsimilarproductsandtargetingsimilarcustomersCompetitiverivalrytheongoingsetofcompetitiveactionsandresponsesoccurringbetweencompetitorscompetitiverivalryinfluencesanindividualfirm’sabilitytogainandsustaincompetitiveadvantages3DefinitionsCompetitors3DefinitionsCompetitivebehaviorthesetofcompetitiveactionsandcompetitiveresponsesthefirmtakestobuildordefenditscompetitiveadvantagesandtoimproveitsmarketpositionCompetitivedynamicsthetotalsetofactionsandresponsestakenbyallfirmscompetingwithinamarket4DefinitionsCompetitivebehavioFromCompetitorstoCompetitiveDynamicsCompetitorsThroughcompetitive behaviorCompetitiveactionsCompetitiveresponsesTogainanadvantageous marketpositionCompetitiveDynamicsCompetitiveactionsandresponsestakenbyall firmscompetinginamarketCompetitiverivalryEngageinWhatresults?Whatresults?Why?How?5FromCompetitorstoCompetitiv個(gè)案:GeneralMills早餐穀片市場(chǎng)主要競(jìng)爭(zhēng)者—家樂氏與Post(PhilipMorris旗下的Kraft)競(jìng)爭(zhēng)手法—價(jià)格/創(chuàng)新產(chǎn)品買一送一的促銷GeneralMills的問題現(xiàn)有競(jìng)爭(zhēng)者潛在競(jìng)爭(zhēng)者供應(yīng)商的貨源受污染1995年GM總裁宣佈取消價(jià)格促銷戰(zhàn)術(shù)家樂氏跟進(jìn)Post乘機(jī)爭(zhēng)奪市場(chǎng)次要競(jìng)爭(zhēng)者(私有品牌)伺機(jī)大顯身手改良產(chǎn)品提高效率和零售商建立良好關(guān)係大廠的競(jìng)爭(zhēng)反應(yīng)減價(jià)私有品牌利潤(rùn)受到壓縮而出售產(chǎn)品線6個(gè)案:GeneralMills早餐穀片市場(chǎng)1995年GM總EffectofCompetitiveRivalryonaFirm’sStrategiesSuccessofastrategyisdeterminedby:thefirm’competitiveactionshowwellitanticipatescompetitors’responsestothemhowwellthefirmanticipatesandrespondstoitscompetitors’initialactionsCompetitiverivalryaffectsalltypesofstrategiesmostdominantinfluenceisonthefirm’sbusiness-levelstrategyorstrategies.

7EffectofCompetitiveRivalryAModelofCompetitiveRivalryCompetitiveAnalysisMarketcommonalityResourcesimilarityDriversofCompetitiveBehaviorAwarenessMotivationAbilityInterimRivalryLikelihoodofAttackFirstmoverincentivesOrganizationalsizeQualityLikelihoodofResponseTypeofcompetitiveactionReputationMarketdependenceOutcomesMarketpositionFinancialperformancefeedback8AModelofCompetitiveRivalryCompetitiveRivalryFirmsaremutuallyinterdependent

onefirm’scompetitiveactionshavenoticeableeffectsoncompetitorsonefirm’scompetitiveactionselicitcompetitiveresponsesfromcompetitorscompetitorsfeeleachother’sactionsandresponsesMarketplacesuccessisafunctionofbothindividualstrategiesandtheconsequencesoftheiruse9CompetitiveRivalryFirmsaremCompetitorAnalysisCompetitoranalysisatechniquefirmsusetounderstandtheircompetitiveenvironment.Alongwiththegeneralandindustryenvironments,thecompetitiveenvironmentcomprisesthefirm’sexternalenvironmentatechniqueusedtohelpthefirm

understanditscompetitorsthefirststeptobeingabletopredictcompetitors’behaviorintheformofitscompetitiveactionsandresponses10CompetitorAnalysisCompetitorMarketCommonalityMarketCommonalityisconcernedwiththenumberofmarketswithwhichafirmandacompetitorarejointlyinvolvedthedegreeofimportanceoftheindividualmarketstoeachcompetitorMostindustries’marketsaresomewhatrelatedintermsoftechnologiescorecompetenciesMultimarketcompetitionFirmscompetinginseveralmarkets11MarketCommonalityMarketCommoResourceSimilarityResourcesimilaritytheextenttowhichthefirm’stangibleandintangibleresourcesarecomparabletoacompetitor’sintermsofbothtypeandamount

FirmswithsimilartypesandamountsofresourcesarelikelytohavesimilarstrengthsandweaknessesusesimilarstrategiesAssessingresourcesimilaritycanbedifficultifcriticalresourcesareintangibleratherthantangible

12ResourceSimilarityResourcesiAFrameworkofCompetitorAnalysisMarketCommonalityHighLowLowHighResourceSimilarityTheshadedarearepresentsdegreeofmarketcommonalitybetweentwofirmsResourceendowmentBResourceendowmentAKEYIIIIIIIV13AFrameworkofCompetitorAnalDriversofCompetitiveActionsandResponses:AwarenessistheextenttowhichcompetitorsrecognizethedegreeoftheirmutualinterdependencemutualinterdependenceresultsfrommarketcommonalityresourcesimilarityAwarenessAwarenessDriversofcompetitivebehavior14DriversofCompetitiveActionsMotivationDriversofCompetitiveActionsandResponses:Motivationconcernsthefirm’sincentivetotakeactionortorespondtoacompetitor’sattackandrelatestoperceivedgainsandlossesAwarenessDriversofcompetitivebehaviorMotivation15MotivationDriversofCompetitiAbilityDriversofCompetitiveActionsandResponses:Abilityrelatestoeachfirm’sresourcestheflexibilitytheseresourcesprovideWithoutavailableresourcesthefirmlackstheabilitytoattackacompetitortorespondtothecompetitor’sactionsAwarenessDriversofcompetitivebehaviorMotivationAbility16AbilityDriversofCompetitiveDriversofCompetitiveActionsandResponses:AfirmismorelikelytoattacktherivalwithwhomithaslowmarketcommonalitythantheonewithwhomitcompetesinmultiplemarketsBecauseofthehighstakesofcompetitionundertheconditionofmarketcommonality,thereisahighprobabilitythattheattackedfirmwillrespondtoitscompetitor’sactioninanefforttoprotectitspositioninoneormoremarketsMarketcommonalityDriversofcompetitivebehaviorinfluencedbyMarketCommonality17DriversofCompetitiveActionsResourcesimilarityDriversofCompetitiveActionsandResponses:Thegreatertheresourceimbalancebetweentheactingfirmandcompetitorsorpotentialresponders,thegreaterwillbethedelayinresponsebythefirmwitharesourcedisadvantageWhenfacingcompetitorswithgreaterresourcesormoreattractivemarketpositions,firmsshouldeventuallyrespond,nomatterhowchallengingtheresponseDriversofcompetitivebehaviorinfluencedbyMarketcommonalityResourceSimilarity18ResourceDriversofCompetitiveCompetitiveRivalryCompetitiveactionastrategicortacticalactionthefirmtakestobuildordefenditscompetitiveadvantagesorimproveitsmarketpositionCompetitiveresponseastrategicortacticalactionthefirmtakestocountertheeffectsofacompetitor’scompetitiveaction19CompetitiveRivalryCompetitiveStrategicandTacticalActionsStrategicactionorastrategicresponseamarket-basedmovethatinvolvesasignificantcommitmentoforganizationalresourcesandisdifficulttoimplementandreverseTacticalactionoratacticalresponsemarket-basedmovethatistakentofine-tuneastrategy;itinvolvesfewerresourcesandisrelativelyeasytoimplementandreverse20StrategicandTacticalActionsFactorsAffectingLikelihoodofAttack:FirstmoversallocatefundsforproductinnovationanddevelopmentaggressiveadvertisingadvancedresearchanddevelopmentFirstmoverscangaintheloyaltyofcustomerswhomaybecomecommittedtothefirm’sgoodsorservicesmarketsharethatcanbedifficultforcompetitorstotakeduringfuturecompetitiverivalryFirstmoverincentivesFirstMoverIncentives21FactorsAffectingLikelihoodoSecondMover跟隨第一行動(dòng)者的競(jìng)爭(zhēng)性行動(dòng)而行動(dòng)的企業(yè)(可享有搭便車效果)第二行動(dòng)者通常是的第一模仿行動(dòng)者第二行動(dòng)者掌握部分顧客與顧客忠誠(chéng)避免部分第一行動(dòng)者所面臨的未知市場(chǎng)風(fēng)險(xiǎn)成功與否決定於反應(yīng)的速度(愈快與有利)必須擁有模仿的必要能力第二行動(dòng)者22SecondMover跟隨第一行動(dòng)者的競(jìng)爭(zhēng)性行動(dòng)而行動(dòng)的企SizeFactorsAffectingLikelihoodofAttack:SmallfirmsaremorelikelytolaunchcompetitiveactionstobequickerindoingsoSmallfirmsareperceivedasnimbleandflexiblecompetitorsrelyingonspeedandsurprisetodefendtheircompetitiveadvantagesordevelopnewoneswhileengagedincompetitiverivalrySmallfirmshavetheflexibilityneededtolaunchagreatervarietyofcompetitiveactionsFirstmoverincentivesSize23SizeFactorsAffectingLikelihoFactorsAffectingLikelihoodofAttack:LargefirmsarelikelytoinitiatemorecompetitiveactionsaswellasstrategicactionsduringagiventimeperiodLargeorganizationscommonlyhavetheslackresourcesrequiredtolaunchalargernumberoftotalcompetitiveactionsFirstmoverincentivesSizeSize“Thinkandactbigandwe’llgetsmaller.Thinkandactsmallandwe’llgetbigger.”-HerbKelleher,FormerCEO,SouthwestAirlines24FactorsAffectingLikelihoodoQualityFactorsAffectingLikelihoodofAttack:Qualityexistswhenthefirm’sgoodsorservicesmeetorexceedcustomers’expectationsFirstmoverincentivesSizeQualityProductqualitydimensionsincludePerformance性能Features特徵Flexibility彈性Durability耐久性Conformance構(gòu)造Serviceability有用性Aesthetics美感Perceivedquality品質(zhì)知覺25QualityFactorsAffectingLikelQualityFactorsAffectingLikelihoodofAttack:Qualityexistswhenthefirm’sgoodsorservicesmeetorexceedcustomers’expectationsFirstmoverincentivesSizeQualityServicequalitydimensionsincludeTimeliness及時(shí)Courtesy殷勤Consistency一致Convenience方便Completeness完整Accuracy準(zhǔn)確26QualityFactorsAffectingLikelFactorsAffectingLikelihoodofResponseFirmsstudythreefactorstopredicthowacompetitorislikelytorespondtocompetitiveactionstypeofcompetitiveactionreputationmarketdependence27FactorsAffectingLikelihoodoFactorsAffectingLikelihoodofResponse:StrategicactionsreceivestrategicresponsesTacticalresponsesaretakentocountertheeffectsoftacticalactionsStrategicactionselicitfewertotalcompetitiveresponsesAcompetitorlikelywillrespondquicklytoatacticalactionThetimeneededtoimplementandassessastrategicactiondelayscompetitors’responsesTypeofcompetitiveactionTypeofCompetitiveAction28FactorsAffectingLikelihoodoReputationFactorsAffectingLikelihoodofResponse:AnactoristhefirmtakinganactionorresponseReputationisthepositiveornegativeattributeascribedbyonerivaltoanotherbasedonpastcompetitivebehaviorThefirmstudiesresponsesthatacompetitorhastakenpreviouslywhenattackedtopredictlikelyresponsesTypeofcompetitiveactionReputation29ReputationFactorsAffectingLi市場(chǎng)領(lǐng)袖較易被模仿高風(fēng)險(xiǎn)的企業(yè)行動(dòng)較少被模仿價(jià)格掠奪者較少被模仿行動(dòng)者的名聲30市場(chǎng)領(lǐng)袖較易被模仿行動(dòng)者的名聲30MarketdependenceFactorsAffectingLikelihoodofResponse:Marketdependenceistheextenttowhichafirm’srevenuesorprofitsarederivedfromaparticularmarketIngeneral,firmscanpredictthatcompetitorswithhighmarketdependencearelikelytorespondstronglytoattacksthreateningtheirmarketposition(比較富士軟片攻擊美國(guó)市場(chǎng)與臺(tái)灣市場(chǎng))TypeofcompetitiveactionReputationMarketDependence31MarketFactorsAffectingLikeliCompetitionCompetitiveDynamicscompetitivedynamicsconcernstheongoingactionsandresponsestakingplaceamongallfirmscompetingwithinamarketforadvantageouspositionsCompetitiveRivalrybuildingandsustainingcompetitiveadvantagesareatthecoreofcompetitiverivalrycompetitiveadvantagesarethelinktoanadvantageousmarketposition32CompetitionCompetitiveDynamicStrategicConductisDynamicAfirm’sstrategicconductisdynamicinnatureActionsandresponsesshapethecompetitivepositionsofeachfirm’sbusinesslevelstrategyFirmBFirmA33StrategicConductisDynamicAFirmBFirmAStrategicConductisDynamicActionstakenbyonefirmelicitsresponsesfromcompetitorsCompetitiveresponsesleadtoadditionalactionsfromthefirmthatactedoriginallyActionsResponseNewActionsNewResponse34FirmBFirmAStrategicConductCompetitiveDynamics:Slow-cyclemarketsthefirm’scompetitiveadvantagesareshieldedfromimitationforlongperiodsoftimeimitationiscostlyCompetitiveadvantagesaresustainableinslow-cyclemarketsAproprietary,one-of-a-kindcompetitiveadvantageleadstocompetitivesuccessinaslow-cyclemarketSlow-cyclemarketsSlow-CycleMarkets35CompetitiveDynamics:Slow-cyclGradualErosionofaSustainableCompetitiveAdvantageReturnsfromaSustainableCompetitiveAdvantageTime(Years)0510LaunchExploitationCounterattack36GradualErosionofaSustainabFast-cyclemarketsCompetitiveDynamics:Fast-cyclemarketsthefirm’scompetitiveadvantagesaren’tshieldedfromimitation

imitationhappensquicklyandsomewhatinexpensivelyCompetitiveadvantagesaren’tsustainableCompetitorsuse反攻

toquicklyimitateorimproveonthefirm’sproductsNon-proprietarytechnologyisdiffusedrapidlySlow-cyclemarketsFast-CycleMarkets37Fast-cycleCompetitiveDynamicsObtainingTemporaryAdvantagestoCreateSustainedAdvantageReturnsfromaSeriesofReplicableActionsTime(Years)051015LaunchExploitationCounterattackFirmhasalreadymovedtonextadvantage38ObtainingTemporaryAdvantages掌握快速週期市場(chǎng)先機(jī)的策略性步驟1中斷現(xiàn)狀以確認(rèn)新機(jī)會(huì)與改變競(jìng)爭(zhēng)規(guī)則來中斷現(xiàn)有狀態(tài)，透過速度與變化達(dá)成目的2創(chuàng)造短暫的優(yōu)勢(shì)以瞭解顧客、科技與未來為基礎(chǔ)，強(qiáng)調(diào)顧客導(dǎo)向與員工授權(quán)賦能3掌握主動(dòng)權(quán)積極轉(zhuǎn)進(jìn)新的競(jìng)爭(zhēng)領(lǐng)域，努力創(chuàng)造新優(yōu)勢(shì)或破壞競(jìng)爭(zhēng)者原有的優(yōu)勢(shì)4維持衝勁一個(gè)接一個(gè)的行動(dòng)，用來掌握先機(jī)與維持衝勁，使企業(yè)持續(xù)發(fā)展優(yōu)勢(shì)39掌握快速週期市場(chǎng)先機(jī)的策略性步驟1中斷現(xiàn)狀以確認(rèn)新機(jī)會(huì)與改變CompetitiveDynamics:Standard-cyclemarketsthefirm’scompetitiveadvantagesmaybeshieldedfromimitationimitationismoderatelycostlyCompetitiveadvantagesarepartiallysustainableifthefirmisabletocontinuouslyupgradethequalityofitscompetitiveadvantagesFirmsseeklargemarketsharesgaincustomerloyaltythroughbrandnamescarefullycontroloperationsSlow-cyclemarketsFast-cyclemarketsStandard-cyclemarketsStandard-CycleMarkets40CompetitiveDynamics:Standard-產(chǎn)業(yè)生命週期的行動(dòng)模式主要任務(wù)發(fā)展開放利基與

競(jìng)爭(zhēng)的不確定性第一行動(dòng)者的經(jīng)營(yíng)行動(dòng)主要任務(wù)主要任務(wù)創(chuàng)業(yè)行動(dòng)成長(zhǎng)導(dǎo)向行動(dòng)市場(chǎng)力量行動(dòng)發(fā)展生產(chǎn)要素(互補(bǔ)性資產(chǎn))鞏固市場(chǎng)地位企業(yè)資源與

市場(chǎng)優(yōu)勢(shì)形成期成長(zhǎng)期成熟期時(shí)間41產(chǎn)業(yè)生命週期的行動(dòng)模式主要任務(wù)發(fā)展開放利基與

競(jìng)爭(zhēng)的不確定性第一行動(dòng)者的經(jīng)營(yíng)策略策略創(chuàng)新者擁有所需要的互補(bǔ)性資產(chǎn)嗎?模仿障礙很高?有能力的競(jìng)爭(zhēng)者數(shù)量多寡?獨(dú)自發(fā)展有高少聯(lián)盟無高有限授權(quán)無低很多成功開發(fā)與取得經(jīng)營(yíng)優(yōu)勢(shì)的資產(chǎn)製造設(shè)備/行銷(銷售人力/通路網(wǎng))…專利權(quán)保障60%專利在四年內(nèi)會(huì)遭破解新產(chǎn)品在決定開發(fā)後12-18個(gè)月內(nèi)資訊會(huì)走漏研發(fā)技能取得互補(bǔ)性資產(chǎn)的能力42第一行動(dòng)者的經(jīng)營(yíng)策略策略創(chuàng)新者擁有所需要的互補(bǔ)性資產(chǎn)嗎?模仿成熟期產(chǎn)業(yè)經(jīng)過成長(zhǎng)消退期,產(chǎn)業(yè)會(huì)出現(xiàn)合併風(fēng)潮成熟期產(chǎn)業(yè)只剩下數(shù)家大型企業(yè)產(chǎn)業(yè)出現(xiàn)不同的策略性群體同一群體的企業(yè)競(jìng)爭(zhēng)行動(dòng)間有高度的相互依存關(guān)係有時(shí)群際間也會(huì)出現(xiàn)對(duì)立行動(dòng)43成熟期產(chǎn)業(yè)經(jīng)過成長(zhǎng)消退期,產(chǎn)業(yè)會(huì)出現(xiàn)合併風(fēng)潮43成熟產(chǎn)業(yè)限制進(jìn)入的策略產(chǎn)品多樣化降價(jià)持有緩衝產(chǎn)能加寬產(chǎn)品線以限制潛在競(jìng)爭(zhēng)者進(jìn)入先佔(zhàn)效益吸脂策略者至成熟期時(shí)大幅降價(jià)(已有規(guī)模經(jīng)濟(jì))建立市場(chǎng)佔(zhàn)有率,同時(shí)可以防止進(jìn)入以多餘的緩衝產(chǎn)能做為抵制進(jìn)入時(shí)擴(kuò)大供給之用44成熟產(chǎn)業(yè)限制進(jìn)入的策略產(chǎn)品多樣化降價(jià)持有緩衝產(chǎn)能加寬產(chǎn)品線以成熟期產(chǎn)業(yè)的敵對(duì)競(jìng)爭(zhēng)策略價(jià)格訊號(hào)價(jià)格領(lǐng)導(dǎo)非價(jià)格競(jìng)爭(zhēng)產(chǎn)業(yè)領(lǐng)導(dǎo)者以價(jià)格訊號(hào)控制敵對(duì)態(tài)勢(shì)針對(duì)潛在競(jìng)爭(zhēng)者聯(lián)繫現(xiàn)有敵對(duì)業(yè)者誰(shuí)是價(jià)格領(lǐng)袖?價(jià)格領(lǐng)導(dǎo)的戰(zhàn)術(shù)性考量市場(chǎng)滲透產(chǎn)品發(fā)展市場(chǎng)發(fā)展產(chǎn)品多樣化產(chǎn)能控制45成熟期產(chǎn)業(yè)的敵對(duì)競(jìng)爭(zhēng)策略價(jià)格訊號(hào)價(jià)格領(lǐng)導(dǎo)非價(jià)格競(jìng)爭(zhēng)產(chǎn)業(yè)領(lǐng)導(dǎo)者衰退期產(chǎn)業(yè)的競(jìng)爭(zhēng)程度退出障礙高度衰退速度產(chǎn)品一般性質(zhì)固定成本高低放棄策略收割或放棄策略利基或領(lǐng)導(dǎo)策略領(lǐng)導(dǎo)或利基策略46衰退期產(chǎn)業(yè)的競(jìng)爭(zhēng)程度退出障礙高度衰退速度產(chǎn)品一般性質(zhì)固定成本衰退產(chǎn)業(yè)的策略選擇高產(chǎn)業(yè)的競(jìng)爭(zhēng)強(qiáng)度低少企業(yè)經(jīng)營(yíng)需求口袋的優(yōu)勢(shì)多放棄收割或放棄利基或領(lǐng)導(dǎo)領(lǐng)導(dǎo)或利基47衰退產(chǎn)業(yè)的策略選擇高產(chǎn)業(yè)的競(jìng)爭(zhēng)強(qiáng)度收割策略市場(chǎng)佔(zhàn)有率開始收割清算現(xiàn)金流量048收割策略市場(chǎng)佔(zhàn)有率開始收割清算現(xiàn)金流量演講完畢，謝謝觀看！演講完畢，謝謝觀看！CompetitiveRivalryandCompetitiveDynamicsMichaelA.HittR.DuaneIrelandRobertE.HoskissonChapter550?2003SouthwesternPublishingCompanyCompetitiveRivalryandCompetStrategyImplementationChapter13StrategicEntrepreneurshipChapter11OrganizationalStructureandControlsChapter10CorporateGovernanceChapter12StrategicLeadershipStrategyFormulationStrategicCompetitivenessAbove-AverageReturnsStrategicIntentStrategicMissionChapter2TheExternalEnvironmentChapter3TheInternalEnvironmentTheStrategicManagementProcessFeedbackStrategicInputsStrategicActionsStrategicOutcomesChapter5CompetitiveRivalryandCompetitiveDynamicsChapter4Business-LevelStrategy51StrategyImplementationChapterDefinitionsCompetitorsfirmsoperatinginthesamemarket,offeringsimilarproductsandtargetingsimilarcustomersCompetitiverivalrytheongoingsetofcompetitiveactionsandresponsesoccurringbetweencompetitorscompetitiverivalryinfluencesanindividualfirm’sabilitytogainandsustaincompetitiveadvantages52DefinitionsCompetitors3DefinitionsCompetitivebehaviorthesetofcompetitiveactionsandcompetitiveresponsesthefirmtakestobuildordefenditscompetitiveadvantagesandtoimproveitsmarketpositionCompetitivedynamicsthetotalsetofactionsandresponsestakenbyallfirmscompetingwithinamarket53DefinitionsCompetitivebehavioFromCompetitorstoCompetitiveDynamicsCompetitorsThroughcompetitive behaviorCompetitiveactionsCompetitiveresponsesTogainanadvantageous marketpositionCompetitiveDynamicsCompetitiveactionsandresponsestakenbyall firmscompetinginamarketCompetitiverivalryEngageinWhatresults?Whatresults?Why?How?54FromCompetitorstoCompetitiv個(gè)案:GeneralMills早餐穀片市場(chǎng)主要競(jìng)爭(zhēng)者—家樂氏與Post(PhilipMorris旗下的Kraft)競(jìng)爭(zhēng)手法—價(jià)格/創(chuàng)新產(chǎn)品買一送一的促銷GeneralMills的問題現(xiàn)有競(jìng)爭(zhēng)者潛在競(jìng)爭(zhēng)者供應(yīng)商的貨源受污染1995年GM總裁宣佈取消價(jià)格促銷戰(zhàn)術(shù)家樂氏跟進(jìn)Post乘機(jī)爭(zhēng)奪市場(chǎng)次要競(jìng)爭(zhēng)者(私有品牌)伺機(jī)大顯身手改良產(chǎn)品提高效率和零售商建立良好關(guān)係大廠的競(jìng)爭(zhēng)反應(yīng)減價(jià)私有品牌利潤(rùn)受到壓縮而出售產(chǎn)品線55個(gè)案:GeneralMills早餐穀片市場(chǎng)1995年GM總EffectofCompetitiveRivalryonaFirm’sStrategiesSuccessofastrategyisdeterminedby:thefirm’competitiveactionshowwellitanticipatescompetitors’responsestothemhowwellthefirmanticipatesandrespondstoitscompetitors’initialactionsCompetitiverivalryaffectsalltypesofstrategiesmostdominantinfluenceisonthefirm’sbusiness-levelstrategyorstrategies.

56EffectofCompetitiveRivalryAModelofCompetitiveRivalryCompetitiveAnalysisMarketcommonalityResourcesimilarityDriversofCompetitiveBehaviorAwarenessMotivationAbilityInterimRivalryLikelihoodofAttackFirstmoverincentivesOrganizationalsizeQualityLikelihoodofResponseTypeofcompetitiveactionReputationMarketdependenceOutcomesMarketpositionFinancialperformancefeedback57AModelofCompetitiveRivalryCompetitiveRivalryFirmsaremutuallyinterdependent

onefirm’scompetitiveactionshavenoticeableeffectsoncompetitorsonefirm’scompetitiveactionselicitcompetitiveresponsesfromcompetitorscompetitorsfeeleachother’sactionsandresponsesMarketplacesuccessisafunctionofbothindividualstrategiesandtheconsequencesoftheiruse58CompetitiveRivalryFirmsaremCompetitorAnalysisCompetitoranalysisatechniquefirmsusetounderstandtheircompetitiveenvironment.Alongwiththegeneralandindustryenvironments,thecompetitiveenvironmentcomprisesthefirm’sexternalenvironmentatechniqueusedtohelpthefirm

understanditscompetitorsthefirststeptobeingabletopredictcompetitors’behaviorintheformofitscompetitiveactionsandresponses59CompetitorAnalysisCompetitorMarketCommonalityMarketCommonalityisconcernedwiththenumberofmarketswithwhichafirmandacompetitorarejointlyinvolvedthedegreeofimportanceoftheindividualmarketstoeachcompetitorMostindustries’marketsaresomewhatrelatedintermsoftechnologiescorecompetenciesMultimarketcompetitionFirmscompetinginseveralmarkets60MarketCommonalityMarketCommoResourceSimilarityResourcesimilaritytheextenttowhichthefirm’stangibleandintangibleresourcesarecomparabletoacompetitor’sintermsofbothtypeandamount

FirmswithsimilartypesandamountsofresourcesarelikelytohavesimilarstrengthsandweaknessesusesimilarstrategiesAssessingresourcesimilaritycanbedifficultifcriticalresourcesareintangibleratherthantangible

61ResourceSimilarityResourcesiAFrameworkofCompetitorAnalysisMarketCommonalityHighLowLowHighResourceSimilarityTheshadedarearepresentsdegreeofmarketcommonalitybetweentwofirmsResourceendowmentBResourceendowmentAKEYIIIIIIIV62AFrameworkofCompetitorAnalDriversofCompetitiveActionsandResponses:AwarenessistheextenttowhichcompetitorsrecognizethedegreeoftheirmutualinterdependencemutualinterdependenceresultsfrommarketcommonalityresourcesimilarityAwarenessAwarenessDriversofcompetitivebehavior63DriversofCompetitiveActionsMotivationDriversofCompetitiveActionsandResponses:Motivationconcernsthefirm’sincentivetotakeactionortorespondtoacompetitor’sattackandrelatestoperceivedgainsandlossesAwarenessDriversofcompetitivebehaviorMotivation64MotivationDriversofCompetitiAbilityDriversofCompetitiveActionsandResponses:Abilityrelatestoeachfirm’sresourcestheflexibilitytheseresourcesprovideWithoutavailableresourcesthefirmlackstheabilitytoattackacompetitortorespondtothecompetitor’sactionsAwarenessDriversofcompetitivebehaviorMotivationAbility65AbilityDriversofCompetitiveDriversofCompetitiveActionsandResponses:AfirmismorelikelytoattacktherivalwithwhomithaslowmarketcommonalitythantheonewithwhomitcompetesinmultiplemarketsBecauseofthehighstakesofcompetitionundertheconditionofmarketcommonality,thereisahighprobabilitythattheattackedfirmwillrespondtoitscompetitor’sactioninanefforttoprotectitspositioninoneormoremarketsMarketcommonalityDriversofcompetitivebehaviorinfluencedbyMarketCommonality66DriversofCompetitiveActionsResourcesimilarityDriversofCompetitiveActionsandResponses:Thegreatertheresourceimbalancebetweentheactingfirmandcompetitorsorpotentialresponders,thegreaterwillbethedelayinresponsebythefirmwitharesourcedisadvantageWhenfacingcompetitorswithgreaterresourcesormoreattractivemarketpositions,firmsshouldeventuallyrespond,nomatterhowchallengingtheresponseDriversofcompetitivebehaviorinfluencedbyMarketcommonalityResourceSimilarity67ResourceDriversofCompetitiveCompetitiveRivalryCompetitiveactionastrategicortacticalactionthefirmtakestobuildordefenditscompetitiveadvantagesorimproveitsmarketpositionCompetitiveresponseastrategicortacticalactionthefirmtakestocountertheeffectsofacompetitor’scompetitiveaction68CompetitiveRivalryCompetitiveStrategicandTacticalActionsStrategicactionorastrategicresponseamarket-basedmovethatinvolvesasignificantcommitmentoforganizationalresourcesandisdifficulttoimplementandreverseTacticalactionoratacticalresponsemarket-basedmovethatistakentofine-tuneastrategy;itinvolvesfewerresourcesandisrelativelyeasytoimplementandreverse69StrategicandTacticalActionsFactorsAffectingLikelihoodofAttack:FirstmoversallocatefundsforproductinnovationanddevelopmentaggressiveadvertisingadvancedresearchanddevelopmentFirstmoverscangaintheloyaltyofcustomerswhomaybecomecommittedtothefirm’sgoodsorservicesmarketsharethatcanbedifficultforcompetitorstotakeduringfuturecompetitiverivalryFirstmoverincentivesFirstMoverIncentives70FactorsAffectingLikelihoodoSecondMover跟隨第一行動(dòng)者的競(jìng)爭(zhēng)性行動(dòng)而行動(dòng)的企業(yè)(可享有搭便車效果)第二行動(dòng)者通常是的第一模仿行動(dòng)者第二行動(dòng)者掌握部分顧客與顧客忠誠(chéng)避免部分第一行動(dòng)者所面臨的未知市場(chǎng)風(fēng)險(xiǎn)成功與否決定於反應(yīng)的速度(愈快與有利)必須擁有模仿的必要能力第二行動(dòng)者71SecondMover跟隨第一行動(dòng)者的競(jìng)爭(zhēng)性行動(dòng)而行動(dòng)的企SizeFactorsAffectingLikelihoodofAttack:SmallfirmsaremorelikelytolaunchcompetitiveactionstobequickerindoingsoSmallfirmsareperceivedasnimbleandflexiblecompetitorsrelyingonspeedandsurprisetodefendtheircompetitiveadvantagesordevelopnewoneswhileengagedincompetitiverivalrySmallfirmshavetheflexibilityneededtolaunchagreatervarietyofcompetitiveactionsFirstmoverincentivesSize72SizeFactorsAffectingLikelihoFactorsAffectingLikelihoodofAttack:LargefirmsarelikelytoinitiatemorecompetitiveactionsaswellasstrategicactionsduringagiventimeperiodLargeorganizationscommonlyhavetheslackresourcesrequiredtolaunchalargernumberoftotalcompetitiveactionsFirstmoverincentivesSizeSize“Thinkandactbigandwe’llgetsmaller.Thinkandactsmallandwe’llgetbigger.”-HerbKelleher,FormerCEO,SouthwestAirlines73FactorsAffectingLikelihoodoQualityFactorsAffectingLikelihoodofAttack:Qualityexistswhenthefirm’sgoodsorservicesmeetorexceedcustomers’expectationsFirstmoverincentivesSizeQualityProductqualitydimensionsincludePerformance性能Features特徵Flexibility彈性Durability耐久性Conformance構(gòu)造Serviceability有用性Aesthetics美感Perceivedquality品質(zhì)知覺74QualityFactorsAffectingLikelQualityFactorsAffectingLikelihoodofAttack:Qualityexistswhenthefirm’sgoodsorservicesmeetorexceedcustomers’expectationsFirstmoverincentivesSizeQualityServicequalitydimensionsincludeTimeliness及時(shí)Courtesy殷勤Consistency一致Convenience方便Completeness完整Accuracy準(zhǔn)確75QualityFactorsAffectingLikelFactorsAffectingLikelihoodofResponseFirmsstudythreefactorstopredicthowacompetitorislikelytorespondtocompetitiveactionstypeofcompetitiveactionreputationmarketdependence76FactorsAffectingLikelihoodoFactorsAffectingLikelihoodofResponse:StrategicactionsreceivestrategicresponsesTacticalresponsesaretakentocountertheeffectsoftacticalactionsStrategicactionselicitfewertotalcompetitiveresponsesAcompetitorlikelywillrespondquicklytoatacticalactionThetimeneededtoimplementandassessastrategicactiondelayscompetitors’responsesTypeofcompetitiveactionTypeofCompetitiveAction77FactorsAffectingLikelihoodoReputationFactorsAffectingLikelihoodofResponse:AnactoristhefirmtakinganactionorresponseReputationisthepositiveornegativeattributeascribedbyonerivaltoanotherbasedonpastcompetitivebehaviorThefirmstudiesresponsesthatacompetitorhastakenpreviouslywhenattackedtopredictlikelyresponsesTypeofcompetitiveactionReputation78ReputationFactorsAffectingLi市場(chǎng)領(lǐng)袖較易被模仿高風(fēng)險(xiǎn)的企業(yè)行動(dòng)較少被模仿價(jià)格掠奪者較少被模仿行動(dòng)者的名聲79市場(chǎng)領(lǐng)袖較易被模仿行動(dòng)者的名聲30MarketdependenceFactorsAffectingLikelihoodofResponse:Marketdependenceistheextenttowhichafirm’srevenuesorprofitsarederivedfromaparticularmarketIngeneral,firmscanpredictthatcompetitorswithhighmarketdependencearelikelytorespondstronglytoattacksthreateningtheirmarketposition(比較富士軟片攻擊美國(guó)市場(chǎng)與臺(tái)灣市場(chǎng))TypeofcompetitiveactionReputationMarketDependence80MarketFactorsAffectingLikeliCompetitionCompetitiveDynamicscompetitivedynamicsconcernstheongoingactionsandresponsestakingplaceamongallfirmscompetingwithinamarketforadvantageous