5竞争动态ppt课件

1、Competitive Rivalry and Competitive DynamicsMichael A. HittR. Duane IrelandRobert E. HoskissonChapter 5Strategy ImplementationChapter 13StrategicEntrepreneurshipChapter 11OrganizationalStructure and ControlsChapter 10CorporateGovernanceChapter 12StrategicLeadershipStrategy FormulationStrategicCompet

2、itivenessAbove-AverageReturnsStrategic IntentStrategic MissionChapter 2The ExternalEnvironmentChapter 3The InternalEnvironmentThe Strategic Management ProcessFeedbackStrategic InputsStrategic ActionsStrategic OutcomesChapter 5Competitive Rivalryand CompetitiveDynamics Chapter 4Business-LevelStrategy

3、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

4、etitive advantagesDefinitionsCompetitive 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 ma

5、rketFrom 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 re

6、sults?Why?How?個案:General Mills早餐穀片市場主要競爭者家樂氏與Post (Philip Morris旗下的Kraft)競爭手法價格/創新產品買一送一的促銷General Mills 的問題現有競爭者潛在競爭者供應商的貨源受污染1995年GM總裁宣佈取消價格促銷戰術家樂氏跟進Post乘機爭奪市場次要競爭者(私有品牌)伺機大顯身手改良產品提高效率和零售商建立良好關係大廠的競爭反應減價私有品牌利潤遭到壓縮而出卖產品線Effect of Competitive Rivalry on a Firms Strategies Success of a strategy is de

7、termined by:the firmcompetitive actions how well it anticipates competitors responses to them how well the firm anticipates and responds to its competitors initial actions Competitive rivalryaffects all types of strategies most dominant influence is on the firms business-level strategy or strategies

8、. A Model of Competitive RivalryCompetitive AnalysisMarket commonalityResource similarityDrivers of CompetitiveBehaviorAwarenessMotivationAbilityInterim RivalryLikelihood of AttackFirst mover incentivesOrganizational sizeQualityLikelihood of ResponseType of competitive actionReputationMarket depende

9、nceOutcomesMarket positionFinancial performancefeedbackCompetitive RivalryFirms are mutually interdependent one firms competitive actions have noticeable effects on competitorsone firms competitive actions elicit competitive responses from competitorscompetitors feel each others actions and response

10、sMarketplace success is a function of both individual strategies and the consequences of their useCompetitor AnalysisCompetitor analysisa technique firms use to understand their competitive environment. Along with the general and industry environments, the competitive environment comprises the firms

11、 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 responsesMarket CommonalityMarket Commonality is concerned withthe number of markets with which a firm and a compet

12、itor are jointly involvedthe degree of importance of the individual markets to each competitorMost industries markets are somewhat related in terms oftechnologiescore competenciesMultimarket competitionFirms competing in several marketsResource SimilarityResource similaritythe extent to which the fi

13、rms 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 and weaknessesuse similar strategiesAssessing resource similarity can be difficult if critical resources are in

14、tangible rather than tangible A Framework of Competitor AnalysisMarketCommonalityHighLowLowHighResourceSimilarityThe shaded area represents degree of market commonality between two firmsResource endowment BResource endowment AKEYIIIIIIIVDrivers of Competitive Actions and Responses:Awareness is the e

15、xtent to which competitors recognize the degree of their mutual interdependencemutual interdependence results frommarket commonalityresource similarityAwarenessAwarenessDrivers of competitive behaviorMotivationDrivers of Competitive Actions and Responses:Motivation concerns the firms incentiveto tak

16、e actionor to respond to a competitors attackand relates to perceived gains and lossesAwarenessDrivers of competitive behaviorMotivationAbilityDrivers of Competitive Actions and Responses:Ability relatesto each firms resourcesthe flexibility these resources provideWithout available resources the fir

17、m lacks the abilityto attack a competitor to respond to the competitors actionsAwarenessDrivers of competitive behaviorMotivationAbilityDrivers 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

18、 multiple marketsBecause of the high stakes of competition under the condition 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

19、influenced byMarket CommonalityResourcesimilarityDrivers of Competitive 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

20、with greater resources or more attractive market positions, firms should eventually respond, no matter how challenging the responseDrivers of competitive behavior influenced byMarketcommonalityResource SimilarityCompetitive RivalryCompetitive actiona strategic or tactical action the firm takes to bu

21、ild or defend its competitive advantages or improve its market positionCompetitive responsea strategic or tactical action the firm takes to counter the effects of a competitors competitive actionStrategic and Tactical ActionsStrategic action or a strategic responsea market-based move that involves a

22、 significant commitment of organizational resources and is difficult 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 reverseFactors Affecting Likelihood of Attac

23、k:First movers allocate funds forproduct innovation and developmentaggressive 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 com

24、petitive rivalryFirst moverincentivesFirst Mover IncentivesSecond Mover跟隨第一行動者的競爭性行動而行動的企業(可享有搭便車效果)第二行動者通常是的第一模拟行動者第二行動者掌握部分顧客與顧客忠誠防止部分第一行動者所面臨的未知市場風險胜利與否決定於反應的速度(愈快與有利)必須擁有模拟的必要才干第二行動者SizeFactors Affecting Likelihood of Attack:Small firms are more likelyto launch competitive actions to be quicker

25、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 rivalrySmall firms have the flexibility needed to launch a greater variety of competitive actionsFirst moverinc

26、entivesSizeFactors Affecting Likelihood of Attack:Large firms are likely to initiate more competitive actions as well as strategic actions during a given time periodLarge organizations commonly have the slack resources required to launch a larger number of total competitive actionsFirst moverincenti

27、vesSizeSize“Think and act big and well get smaller. Think and act small and well get bigger.- Herb Kelleher, Former CEO, Southwest AirlinesQualityFactors Affecting Likelihood of Attack:Quality exists when the firms goods or services meet or exceed customers expectationsFirst moverincentivesSizeQuali

28、tyProduct quality dimensions includePerformance性能Features特徵Flexibility彈性Durability耐久性Conformance構造Serviceability有用性Aesthetics美感Perceived quality品質知覺QualityFactors Affecting Likelihood of Attack:Quality exists when the firms goods or services meet or exceed customers expectationsFirst moverincentives

29、SizeQualityService quality dimensions includeTimeliness及時Courtesy殷勤Consistency一致Convenience方便Completeness完好Accuracy準確Factors Affecting Likelihood of ResponseFirms study three factors to predict how a competitor is likely to respond to competitive actionstype of competitive actionreputationmarket dep

30、endenceFactors Affecting Likelihood of Response:Strategic actions receive strategic responsesTactical responses are taken to counter the effects of tactical actionsStrategic actions elicit fewer total competitive responsesA competitor likely will respond quickly to a tactical actionThe time needed t

31、o implement and assess a strategic action delays competitors responsesType ofcompetitiveactionType of Competitive ActionReputationFactors Affecting Likelihood of Response:An actor is the firm taking an action or responseReputation is the positive or negative attribute ascribed by one rival to anothe

32、r based on past competitive behaviorThe firm studies responses that a competitor has taken previously when attacked to predict likely responsesType ofcompetitiveactionReputation市場領袖較易被模拟高風險的企業行動較少被模拟價格掠奪者較少被模拟行動者的名聲MarketdependenceFactors Affecting Likelihood of Response:Market dependence isthe exte

33、nt 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 position(比較富士軟片攻擊美國市場與台灣市場)Type ofcompetitiveactionReputationMarket DependenceComp

34、etitionCompetitive 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 competitive rivalrycompetitive advantages a

35、re the link to an advantageous market positionStrategic Conduct is DynamicA firms strategic conduct is dynamic in natureActions and responses shape the competitive positions of each firms business level strategyFirm BFirm AFirm BFirm AStrategic Conduct is DynamicActions taken by one firm elicits res

36、ponses from competitorsCompetitive responses lead to additional actions from the firm that acted originallyActionsResponseNew ActionsNew ResponseCompetitive Dynamics:Slow-cycle marketsthe firms competitive advantages are shielded from imitation for long periods of timeimitation is costlyCompetitive

37、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 MarketsGradual Erosion of a Sustainable Competitive AdvantageReturns from a Sustainable Competitive AdvantageTime (Years)0

38、510LaunchExploitationCounterattackFast-cyclemarketsCompetitive Dynamics:Fast-cycle marketsthe firms competitive advantages arent shielded from imitation imitation happens quickly and somewhat inexpensivelyCompetitive advantages arent sustainableCompetitors use 反攻 to quickly imitate or improve on the firms productsNon-proprietary technology is diffused rapidlySlow-cyclemarketsFast-Cycle MarketsObtaining Temporary Advantages to Create Sustained AdvantageReturns from a Series of Replicable ActionsTime (Years)051015LaunchExploitationCounterattackFirm has alre