成熟期產業的竞争动态策略课件

CompetitiveRivalryandCompetitiveDynamicsMichaelA.HittR.DuaneIrelandRobertE.HoskissonChapter51©2003SouthwesternPublishingCompanyCompetitiveRivalryandCompetStrategyImplementationChapter13StrategicEntrepreneurshipChapter11OrganizationalStructureandControlsChapter10CorporateGovernanceChapter12StrategicLeadershipStrategyFormulationStrategicCompetitivenessAbove-AverageReturnsStrategicIntentStrategicMissionChapter2TheExternalEnvironmentChapter3TheInternalEnvironmentTheStrategicManagementProcessFeedbackStrategicInputsStrategicActionsStrategicOutcomesChapter5CompetitiveRivalryandCompetitiveDynamicsChapter4Business-LevelStrategy2StrategyImplementationChapterDefinitionsCompetitorsfirmsoperatinginthesamemarket,offeringsimilarproductsandtargetingsimilarcustomersCompetitiverivalrytheongoingsetofcompetitiveactionsandresponsesoccurringbetweencompetitorscompetitiverivalryinfluencesanindividualfirm’sabilitytogainandsustaincompetitiveadvantages3DefinitionsCompetitors3DefinitionsCompetitivebehaviorthesetofcompetitiveactionsandcompetitiveresponsesthefirmtakestobuildordefenditscompetitiveadvantagesandtoimproveitsmarketpositionCompetitivedynamicsthetotalsetofactionsandresponsestakenbyallfirmscompetingwithinamarket4DefinitionsCompetitivebehavioFromCompetitorstoCompetitiveDynamicsCompetitorsThroughcompetitive behaviorCompetitiveactionsCompetitiveresponsesTogainanadvantageous marketpositionCompetitiveDynamicsCompetitiveactionsandresponsestakenbyall firmscompetinginamarketCompetitiverivalryEngageinWhatresults?Whatresults?Why?How?5FromCompetitorstoCompetitiv個案:GeneralMills早餐穀片市場主要競爭者—家樂氏與Post(PhilipMorris旗下的Kraft)競爭手法—價格/創新產品買一送一的促銷GeneralMills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受到壓縮而出售產品線6個案:GeneralMills早餐穀片市場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仿行動者第二行動者掌握部分顧客與顧客忠誠避免部分第一行動者所面臨的未知市場風險成功與否決定於反應的速度(愈快與有利)必須擁有模仿的必要能力第二行動者22SecondMover跟隨第一行動者的競爭性行動而行動的企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構造Serviceability有用性Aesthetics美感Perceivedquality品質知覺25QualityFactorsAffectingLikelQualityFactorsAffectingLikelihoodofAttack:Qualityexistswhenthefirm’sgoodsorservicesmeetorexceedcustomers’expectationsFirstmoverincentivesSizeQualityServicequalitydimensionsincludeTimeliness及時Courtesy殷勤Consistency一致Convenience方便Completeness完整Accuracy準確26QualityFactorsAffectingLikelFactorsAffectingLikelihoodofResponseFirmsstudythreefactorstopredicthowacompetitorislikelytorespondtocompetitiveactionstypeofcompetitiveactionreputationmarketdependence27FactorsAffectingLikelihoodoFactorsAffectingLikelihoodofResponse:StrategicactionsreceivestrategicresponsesTacticalresponsesaretakentocountertheeffectsoftacticalactionsStrategicactionselicitfewertotalcompetitiveresponsesAcompetitorlikelywillrespondquicklytoatacticalactionThetimeneededtoimplementandassessastrategicactiondelayscompetitors’responsesTypeofcompetitiveactionTypeofCompetitiveAction28FactorsAffectingLikelihoodoReputationFactorsAffectingLikelihoodofResponse:AnactoristhefirmtakinganactionorresponseReputationisthepositiveornegativeattributeascribedbyonerivaltoanotherbasedonpastcompetitivebehaviorThefirmstudiesresponsesthatacompetitorhastakenpreviouslywhenattackedtopredictlikelyresponsesTypeofcompetitiveactionReputation29ReputationFactorsAffectingLi市場領袖較易被模仿高風險的企業行動較少被模仿價格掠奪者較少被模仿行動者的名聲30市場領袖較易被模仿行動者的名聲30MarketdependenceFactorsAffectingLikelihoodofResponse:Marketdependenceistheextenttowhichafirm’srevenuesorprofitsarederivedfromaparticularmarketIngeneral,firmscanpredictthatcompetitorswithhighmarketdependencearelikelytorespondstronglytoattacksthreateningtheirmarketposition(比較富士軟片攻擊美國市場與台灣市場)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掌握快速週期市場先機的策略性步驟1中斷現狀以確認新機會與改變競爭規則來中斷現有狀態，透過速度與變化達成目的2創造短暫的優勢以瞭解顧客、科技與未來為基礎，強調顧客導向與員工授權賦能3掌握主動權積極轉進新的競爭領域，努力創造新優勢或破壞競爭者原有的優勢4維持衝勁一個接一個的行動，用來掌握先機與維持衝勁，使企業持續發展優勢39掌握快速週期市場先機的策略性步驟1中斷現狀以確認新機會與改變CompetitiveDynamics:Standard-cyclemarketsthefirm’scompetitiveadvantagesmaybeshieldedfromimitationimitationismoderatelycostlyCompetitiveadvantagesarepartiallysustainableifthefirmisabletocontinuouslyupgradethequalityofitscompetitiveadvantagesFirmsseeklargemarketsharesgaincustomerloyaltythroughbrandnamescarefullycontroloperationsSlow-cyclemarketsFast-cyclemarketsStandard-cyclemarketsStandard-CycleMarkets40CompetitiveDynamics:Standard-產業生命週期的行動模式主要任務發展開放利基與

競爭的不確定性第一行動者的經營行動主要任務主要任務創業行動成長導向行動市場力量行動發展生產要素(互補性資產)鞏固市場地位企業資源與

市場優勢形成期成長期成熟期時間41產業生命週期的行動模式主要任務發展開放利基與

競爭的不確定性第一行動者的經營策略策略創新者擁有所需要的互補性資產嗎?模仿障礙很高?有能力的競爭者數量多寡?獨自發展有高少聯盟無高有限授權無低很多成功開發與取得經營優勢的資產製造設備/行銷(銷售人力/通路網)…專利權保障60%專利在四年內會遭破解新產品在決定開發後12-18個月內資訊會走漏研發技能取得互補性資產的能力42第一行動者的經營策略策略創新者擁有所需要的互補性資產嗎?模仿成熟期產業經過成長消退期,產業會出現合併風潮成熟期產業只剩下數家大型企業產業出現不同的策略性群體同一群體的企業競爭行動間有高度的相互依存關係有時群際間也會出現對立行動43成熟期產業經過成長消退期,產業會出現合併風潮43成熟產業限制進入的策略產品多樣化降價持有緩衝產能加寬產品線以限制潛在競爭者進入先佔效益吸脂策略者至成熟期時大幅降價(已有規模經濟)建立市場佔有率,同時可以防止進入以多餘的緩衝產能做為抵制進入時擴大供給之用44成熟產業限制進入的策略產品多樣化降價持有緩衝產能加寬產品線以成熟期產業的敵對競爭策略價格訊號價格領導非價格競爭產業領導者以價格訊號控制敵對態勢針對潛在競爭者聯繫現有敵對業者誰是價格領袖?價格領導的戰術性考量市場滲透產品發展市場發展產品多樣化產能控制45成熟期產業的敵對競爭策略價格訊號價格領導非價格競爭產業領導者衰退期產業的競爭程度退出障礙高度衰退速度產品一般性質固定成本高低放棄策略收割或放棄策略利基或領導策略領導或利基策略46衰退期產業的競爭程度退出障礙高度衰退速度產品一般性質固定成本衰退產業的策略選擇高產業的競爭強度低少企業經營需求口袋的優勢多放棄收割或放棄利基或領導領導或利基47衰退產業的策略選擇高產業的競爭強度收割策略市場佔有率開始收割清算現金流量048收割策略市場佔有率開始收割清算現金流量演讲完毕，谢谢观看！演讲完毕，谢谢观看！CompetitiveRivalryandCompetitiveDynamicsMichaelA.HittR.DuaneIrelandRobertE.HoskissonChapter550©2003SouthwesternPublishingCompanyCompetitiveRivalryandCompetStrategyImplementationChapter13StrategicEntrepreneurshipChapter11OrganizationalStructureandControlsChapter10CorporateGovernanceChapter12StrategicLeadershipStrategyFormulationStrategicCompetitivenessAbove-AverageReturnsStrategicIntentStrategicMissionChapter2TheExternalEnvironmentChapter3TheInternalEnvironmentTheStrategicManagementProcessFeedbackStrategicInputsStrategicActionsStrategicOutcomesChapter5CompetitiveRivalryandCompetitiveDynamicsChapter4Business-LevelStrategy51StrategyImplementationChapterDefinitionsCompetitorsfirmsoperatinginthesamemarket,offeringsimilarproductsandtargetingsimilarcustomersCompetitiverivalrytheongoingsetofcompetitiveactionsandresponsesoccurringbetweencompetitorscompetitiverivalryinfluencesanindividualfirm’sabilitytogainandsustaincompetitiveadvantages52DefinitionsCompetitors3DefinitionsCompetitivebehaviorthesetofcompetitiveactionsandcompetitiveresponsesthefirmtakestobuildordefenditscompetitiveadvantagesandtoimproveitsmarketpositionCompetitivedynamicsthetotalsetofactionsandresponsestakenbyallfirmscompetingwithinamarket53DefinitionsCompetitivebehavioFromCompetitorstoCompetitiveDynamicsCompetitorsThroughcompetitive behaviorCompetitiveactionsCompetitiveresponsesTogainanadvantageous marketpositionCompetitiveDynamicsCompetitiveactionsandresponsestakenbyall firmscompetinginamarketCompetitiverivalryEngageinWhatresults?Whatresults?Why?How?54FromCompetitorstoCompetitiv個案:GeneralMills早餐穀片市場主要競爭者—家樂氏與Post(PhilipMorris旗下的Kraft)競爭手法—價格/創新產品買一送一的促銷GeneralMills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受到壓縮而出售產品線55個案:GeneralMills早餐穀片市場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仿行動者第二行動者掌握部分顧客與顧客忠誠避免部分第一行動者所面臨的未知市場風險成功與否決定於反應的速度(愈快與有利)必須擁有模仿的必要能力第二行動者71SecondMover跟隨第一行動者的競爭性行動而行動的企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構造Serviceability有用性Aesthetics美感Perceivedquality品質知覺74QualityFactorsAffectingLikelQualityFactorsAffectingLikelihoodofAttack:Qualityexistswhenthefirm’sgoodsorservicesmeetorexceedcustomers’expectationsFirstmoverincentivesSizeQualityServicequalitydimensionsincludeTimeliness及時Courtesy殷勤Consistency一致Convenience方便Completeness完整Accuracy準確75QualityFactorsAffectingLikelFactorsAffectingLikelihoodofResponseFirmsstudythreefactorstopredicthowacompetitorislikelytorespondtocompetitiveactionstypeofcompetitiveactionreputationmarketdependence76FactorsAffectingLikelihoodoFactorsAffectingLikelihoodofResponse:StrategicactionsreceivestrategicresponsesTacticalresponsesaretakentocountertheeffectsoftacticalactionsStrategicactionselicitfewertotalcompetitiveresponsesAcompetitorlikelywillrespondquicklytoatacticalactionThetimeneededtoimplementandassessastrategicactiondelayscompetitors’responsesTypeofcompetitiveactionTypeofCompetitiveAction77FactorsAffectingLikelihoodoReputationFactorsAffectingLikelihoodofResponse:AnactoristhefirmtakinganactionorresponseReputationisthepositiveornegativeattributeascribedbyonerivaltoanotherbasedonpastcompetitivebehaviorThefirmstudiesresponsesthatacompetitorhastakenpreviouslywhenattackedtopredictlikelyresponsesTypeofcompetitiveactionReputation78ReputationFactorsAffectingLi市場領袖較易被模仿高風險的企業行動較少被模仿價格掠奪者較少被模仿行動者的名聲79市場領袖較易被模仿行動者的名聲30MarketdependenceFactorsAffectingLikelihoodofResponse:Marketdependenceistheextenttowhichafirm’srevenuesorprofitsarederivedfromaparticularmarketIngeneral,firmscanpredictthatcompetitorswithhighmarketdependencearelikelytorespondstronglytoattacksthreateningtheirmarketposition(比較富士軟片攻擊美國市場與台灣市場)TypeofcompetitiveactionReputationMarketDependence80MarketFactorsAffectingLikeliCompetitionCompetitiveDynamicscompetitivedynamicsconcernstheongoingactionsandresponsestakingplaceamongallfirmscompetingwithinamarketforadvantageous