竞争性谈判采购文件 Title29

1、DefinitionsCompetitorsfirms operating in the same market, offering similar products and targeting similar customersCompetitive rivalrythe ongoing set of competitive actions and responses occurring between competitors competitive rivalry influences an individual firms ability to gain and sustain comp

2、etitive advantages1DefinitionsCompetitive behaviorthe set of competitive actions and competitive responses the firm takes to build or defend its competitive advantages and to improve its market positionCompetitive dynamicsthe total set of actions and responses taken by all firms competing within a m

3、arket2From Competitors to Competitive DynamicsCompetitorsThrough competitivebehaviorCompetitive actionsCompetitive responsesTo gain an advantageousmarket positionCompetitive DynamicsCompetitive actions and responses taken by allfirms competing in a marketCompetitiverivalryEngage inWhat results?What

4、results?Why?How?3Effect of Competitive Rivalry on a Firms Strategies Success of a strategy is determined by:the firms initial competitive actions how well it anticipates competitors responses to them how well the firm anticipates and responds to its competitors initial actions Competitive rivalryaff

5、ects all types of strategies most dominant influence is on the firms business-level strategy or strategies. 4A Model of Competitive RivalryCompetitive AnalysisMarket commonalityResource similarityDrivers of CompetitiveBehaviorAwarenessMotivationAbilityInterim RivalryLikelihood of AttackFirst mover i

6、ncentivesOrganizational sizeQualityLikelihood of ResponseType of competitive actionReputationMarket dependenceOutcomesMarket positionFinancial performancefeedback5Competitive RivalryFirms are mutually interdependent one firms competitive actions have noticeable effects on competitorsone firms compet

7、itive actions elicit competitive responses from competitorscompetitors feel each others actions and responsesMarketplace success is a function of both individual strategies and the consequences of their use6Competitor AnalysisCompetitor analysisa technique firms use to understand their competitive e

8、nvironment. Along with the general and industry environments, the competitive environment comprises the firms external environmenta technique used to help the firm understand its competitorsthe first step to being able to predict competitors behavior in the form of its competitive actions and respon

9、ses7Market CommonalityMarket Commonality is concerned withthe number of markets with which a firm and a competitor are jointly involvedthe degree of importance of the individual markets to each competitorMost industries markets are somewhat related in terms oftechnologiescore competenciesMultimarket

10、 competitionFirms competing in several markets8Resource SimilarityResource similaritythe extent to which the firms tangible and intangible resources are comparable to a competitors in terms of both type and amount Firms with similar types and amounts of resources are likely tohave similar strengths

11、and weaknessesuse similar strategiesAssessing resource similarity can be difficult if critical resources are intangible rather than tangible 9A Framework of Competitor AnalysisMarketCommonalityHighLowLowHighResourceSimilarityThe shaded area represents degree of market commonality between two firmsRe

12、source endowment BResource endowment AKEYIIIIIIIV10Source: J. McGill 2005 Tech Knowledge & Alliances Among Competitors, Intl Journal of Technology Management11Drivers of Competitive Actions and Responses:Awareness is the extent to which competitors recognize the degree of their mutual interdependenc

13、emutual interdependence results frommarket commonalityresource similarityAwarenessAwarenessDrivers of competitive behavior12MotivationDrivers of Competitive Actions and Responses:Motivation concerns the firms incentiveto take actionor to respond to a competitors attackand relates to perceived gains

14、and lossesAwarenessDrivers of competitive behaviorMotivation13AbilityDrivers of Competitive Actions and Responses:Ability relatesto each firms resourcesthe flexibility these resources provideWithout available resources the firm lacks the abilityto attack a competitor to respond to the competitors ac

15、tionsAwarenessDrivers of competitive behaviorMotivationAbility14Drivers of Competitive Actions and Responses:A firm is more likely to attack the rival with whom it has low market commonality than the one with whom it competes in multiple marketsBecause of the high stakes of competition under the con

16、dition of market commonality, there is a high probability that the attacked firm will respond to its competitors action in an effort to protect its position in one or more marketsMarketcommonalityDrivers of competitive behavior influenced byMarket Commonality15ResourcesimilarityDrivers of Competitiv

17、e Actions and Responses:The greater the resource imbalance between the acting firm and competitors or potential responders, the greater will be the delay in response by the firm with a resource disadvantageWhen facing competitors with greater resources or more attractive market positions, firms shou

18、ld eventually respond, no matter how challenging the responseDrivers of competitive behavior influenced byMarketcommonalityResource Similarity16Competitive RivalryCompetitive actiona strategic or tactical action the firm takes to build or defend its competitive advantages or improve its market posit

19、ionCompetitive responsea strategic or tactical action the firm takes to counter the effects of a competitors competitive action17Strategic and Tactical ActionsStrategic action or a strategic responsea market-based move that involves a significant commitment of organizational resources and is difficu

20、lt to implement and reverseTactical action or a tactical responsemarket-based move that is taken to fine-tune a strategy; it involves fewer resources and is relatively easy to implement and reverse18Factors Affecting Likelihood of Attack:First movers allocate funds forproduct innovation and developm

21、entaggressive advertisingadvanced research and developmentFirst movers can gain the loyalty of customers who may become committed to the firms goods or servicesmarket share that can be difficult for competitors to take during future competitive rivalryFirst moverincentivesFirst Mover Incentives19Siz

22、eFactors Affecting Likelihood of Attack:Small firms are more likelyto launch competitive actions to be quicker in doing soSmall firms are perceived asnimble and flexible competitors relying on speed and surprise to defend their competitive advantages or develop new ones while engaged in competitive

23、rivalrySmall firms have the flexibility needed to launch a greater variety of competitive actionsFirst moverincentivesSize20Factors Affecting Likelihood of Attack:Large firms are likely to initiate more competitive actions as well as strategic actions during a given time periodLarge organizations co

24、mmonly have the slack resources required to launch a larger number of total competitive actionsFirst moverincentivesSizeSize“Think and act big and well get smaller. Think and act small and well get bigger.”- Herb Kelleher, Former CEO, Southwest Airlines21QualityFactors Affecting Likelihood of Attack

25、:Quality exists when the firms goods or services meet or exceed customers expectationsFirst moverincentivesSizeQualityProduct quality dimensions includePerformanceFeaturesFlexibilityDurabilityConformanceServiceabilityAestheticsPerceived quality22QualityFactors Affecting Likelihood of Attack:Quality

26、exists when the firms goods or services meet or exceed customers expectationsFirst moverincentivesSizeQualityService quality dimensions includeTimelinessCourtesyConsistencyConvenienceCompletenessAccuracy23Factors Affecting Likelihood of ResponseFirms study three factors to predict how a competitor i

27、s likely to respond to competitive actionstype of competitive actionreputationmarket dependence24Factors Affecting Likelihood of Response:Strategic actions receive strategic responsesTactical responses are taken to counter the effects of tactical actionsStrategic actions elicit fewer total competiti

28、ve responsesA competitor likely will respond quickly to a tactical actionThe time needed to implement and assess a strategic action delays competitors responsesType ofcompetitiveactionType of Competitive Action25ReputationFactors Affecting Likelihood of Response:An actor is the firm taking an action

29、 or responseReputation is the positive or negative attribute ascribed by one rival to another based on past competitive behaviorThe firm studies responses that a competitor has taken previously when attacked to predict likely responsesType ofcompetitiveactionReputation26MarketdependenceFactors Affec

30、ting Likelihood of Response:Market dependence isthe extent to which a firms revenues or profits are derived from a particular marketIn general, firms can predict that competitors with high market dependence are likely to respond strongly to attacks threatening their market positionType ofcompetitive

31、actionReputationMarket Dependence27CompetitionCompetitive Dynamicscompetitive dynamics concerns the ongoing actions and responses taking place among all firms competing within a market for advantageous positionsCompetitive Rivalrybuilding and sustaining competitive advantages are at the core of comp

32、etitive rivalrycompetitive advantages are the link to an advantageous market position28Strategic Conduct is DynamicA firms strategic conduct is dynamic in natureActions and responses shape the competitive positions of each firms business level strategyFirm BFirm A29Firm BFirm AStrategic Conduct is D

33、ynamicActions taken by one firm elicits responses from competitorsCompetitive responses lead to additional actions from the firm that acted originallyActionsResponseNew ActionsNew Response30Competitive Dynamics:Slow-cycle marketsthe firms competitive advantages are shielded from imitation for long p

34、eriods of timeimitation is costlyCompetitive advantages are sustainable in slow-cycle marketsA proprietary, one-of-a-kind competitive advantage leads to competitive success in a slow-cycle marketSlow-cyclemarketsSlow-Cycle Markets31Gradual Erosion of a Sustainable Competitive AdvantageReturns from a

35、 Sustainable Competitive AdvantageTime (Years)0510LaunchExploitationCounterattack32Fast-cyclemarketsCompetitive Dynamics:Fast-cycle marketsthe firms competitive advantages arent shielded from imitation imitation happens quickly and somewhat inexpensivelyCompetitive advantages arent sustainableCompet

36、itors use reverse engineering to quickly imitate or improve on the firms productsNon-proprietary technology is diffused rapidlySlow-cyclemarketsFast-Cycle Markets33Obtaining Temporary Advantages to Create Sustained AdvantageReturns from a Series of Replicable ActionsTime (Years)051015LaunchExploitat

37、ionCounterattackFirm has already moved to next advantage34Competitive Dynamics:Standard-cycle markets the firms competitive advantages may be shielded from imitationimitation is moderately costlyCompetitive advantages are partially sustainable if the firm is able to continuously upgrade the quality

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