竞争性对抗与竞争动态概论

PART2:FORMULATIONOFSTRATEGICACTIONSCHAPTER5

COMPETITIVERIVALRYANDDYNAMICSIRELAND|HOSKISSON|HITTTHEMANAGEMENTOFSTRATEGYCONCEPTSANDCASES10E

第Ⅱ篇:战略规划第5章竞争性对抗与竞争动态IRELAND|HOSKISSON|HITTTHEMANAGEMENTOFSTRATEGYCONCEPTSANDCASES10E战略管理过程

KNOWLEDGEOBJECTIVESDefinecompetitors,competitiverivalry,competitivebehavior,andcompetitivedynamics。Describemarketcommonalityandresourcesimilarityasthebuildingblocksofacompetitoranalysis.定义竞争者、竞争性对抗、竞争性行为和竞争动态;识别竞争者的方法：市场共性和资源相似性;KNOWLEDGEOBJECTIVESthecompetitivedynamicsineachofslow-cycle,fast-cycle,andstandard-cyclemarkets.慢周期市场、快周期市场和标准周期市场的竞争动态掌握两种方法：单个公司之间：竞争者分析整体市场之内：竞争动态分析OPENINGCASE开篇案例及启示OPENINGCASEP119

DISRUPTIVEINNOVATION:WINNINGRIVALRYBATTLESAGAINSTCOMPETITORSClaytonChristensen,aHarvardprofessorandauthorofTheInnovator’sDilemma,defines“disruptiveinnovation”as:“aninnovationthatmakesitsomuchsimplerandsomuchmoreaffordabletoownanduseaproductthatawholenewpopulationofpeoplecannowhaveone.《创新的困境》的作者哈佛教授克莱顿·克里斯坦森将其定义为：这种创新使产品的拥有和使用对很多人来说变得更加容易和可以承受，并且这种产品已经得到普及。破坏性创新：战胜竞争对手的法宝

EXAMPLESOFDISRUPTIVEINNOVATION1XeroxwasdisruptedbyCanonApple’siPhonehasdisruptedthecellphoneandpersonalcomputermarkets,creatingthesmartphonesegmentAstheiPadcontinuestoimproveitsgraphicspower,gameplatformhardwareandsoftwareproducersarethreatened

破坏性创新：战胜竞争对手的法宝举例：施乐受到了来自佳能的破坏性创新。苹果的iPhone破坏了整个移动电话和个人电脑市场，创造出了智能手机市场。随着iPad不断改进它的图像功能，游戏平台硬件制造商和软件制造商开始感受到了威胁。引导案例OPENINGCASEDISRUPTIVEINNOVATION:WINNINGRIVALRYBATTLESAGAINSTCOMPETITORSEXAMPLESOFDISRUPTIVEINNOVATION2Inthevideo-on-demandmarket,Walmart’sVudu,anon-subscriptionvideostreamingservice,maydisruptApple’siTuneserviceClaytonChristensensuggestsdisruptiveinnovationsinclude““thepersonalcomputer,therouter,Toyota’sautomobiles,Kodak’soriginalcamera,Xerox’soriginalphotocopier,andCanon’sdesktopphotocopier.””破坏性创新：：战胜竞争对对手的法宝举例在视频需求市市场，沃尔玛玛凭借着Vudu提供的在线视视频服务，破破坏了苹果的的iTunes服务。莱顿·克里斯坦森还还列举了几种种破坏性创新新的例子，如如个人电脑、、路由器、丰丰田汽车、柯柯达相机、施施乐复印机和和佳能的台式式复印机。引导案例一、几个重要要概念IMPORTANTDEFINITIONS1、COMPETITORS:firmsoperatinginthesamemarket,offeringsimilarproducts,andtargetingsimilarcustomersEXAMPLES:航空业：Southwest,Delta,United,Continental,andJetBlue软饮：PepsiCoandCoca-ColaCompany电子产品：Apple’’sfamilyofproducts(Macs,iPads,iPods,andiPhones)competeinthevideogamemarketwithstandaloneandmobilegameplatformsfromSony,Microsoft,andNintendo竞争者竞争者：是指在同一市市场中进行竞竞争的，针对对相同目标顾顾客群提供相相似产品的公公司举例：■航空业中的西西南航空、达达美航空、联联合航空、美美国大陆航空空和捷蓝航空空■可口可乐和百百事可乐■苹果的系列产产品（Macs、iPads、iPods、iPhones）与索尼、微微软和任天堂堂生产的电脑脑和移动游戏戏平台展开的的激烈的视频频游戏市场的的竞争。重要定义IMPORTANTDEFINITIONS2、COMPETITIVERIVALRY:theongoingsetofcompetitiveactionsandcompetitiveresponsesthatoccuramongfirmsastheymaneuverforanadvantageousmarketposition3、COMPETITIVEBEHAVIOR:thesetofcompetitiveactionsandresponsesthefirmtakestobuildordefenditscompetitiveadvantagesandtoimproveitsmarketposition重要定义2、竞争性对抗：：是指竞争者者为了获取有有力的市场地地位而采取的的一系列竞争争性行动，以以及随之产生生的竞争性反反应。3、竞争性行为：：是指公司为为了建立或保保持竞争优势势，提高市场场地位而采取取的竞争性行行动以及竞争争性反应。IMPORTANTDEFINITIONS4、COMPETITIVEDYNAMICS:allcompetitivebehavior,thatis,thetotalsetofactionsandresponsestakenbyallfirmscompetingwithinamarket竞争动态：所所有的竞争性性行为，也就就是说在一个个市场上竞争争的所有公司司采取的所有有行动和反应应。几个概念之间间的关系从竞争者到竞竞争动态图5.1从竞争者到竞竞争动态二、竞争者分分析WHYWHATHOWCOMPETITORANALYSIS1、WHY———竞争者分析意义：Competitoranalysisisusedtohelpafirmunderstanditscompetitors.Withtheanalysis,afirmisbetterabletopredictcompetitors’behaviorswhenformingitscompetitiveactionsandresponses.竞争者分析可可以帮助公司司了解竞争对对手；通过竞争者分分析，公司在在采取竞争者者行动和反应应时能够更好好地预测竞争争对手的行动动。COMPETITORANALYSIS2、WHAT——识别竞竞争者的方法法：1）、Generalcompetitors（一般竞争者）：所有竞争相相同目标顾客客的一切企业业。2）、Formcompetitors（形式竞争者）：满足顾客同一一种需要的产产品生产企业业。3）、Industrycompetitors（行业竞争者）：在同一个行行业中提供类类似或容易相相互替代产品品的生产企业业。4）、Brandcompetitors（品牌竞争者）：产品的品种种、规格等都都相同，只有有品牌不同的的产品生产企企业。柯达胶卷的竞竞争者柯达100富士100所有胶卷数码产品所有企业HOW——竞竞争者分析框框架：矩阵方方法PAGE：127图5.3一个竞争者分分析框架CompetitorAnalysisMarketCommonalityEachindustrycomposedofvariousmarketswhichcanbesubdividedinto(segments)I.e.,FinancialindustryExamplesfromtext(p.123)IndustryMarketMarketSegmentProductSegmentGeographicMarketFinancialInsuranceCommercial,ConsumerHealth,lifeEast,westBrokeragesvcs

Banks

TransportationCommercialairtravelGroundtransportation

MARKETCOMMONALITYMarketcommonalityisconcernedwith:Thenumberofmarketswithwhichafirmandacompetitorarejointlyinvolved。Thedegreeofimportanceoftheindividualmarketstoeachcompetitor。公司与竞争者者共同参与竞竞争的市场个个数每一个单独市市场对彼此的的重要程度CompetitorAnalysisResourceSimilarityExtenttowhichfirm’’stangible/intangibleresourcesarecomparabletocompetitor’sintypeandamountI.e.,FedExandUPS––bothhaveefficientoperationsandfocusoncostreduction资源相似性是是指与竞争对对手相比，公公司的有形资资源和无形资资源在类型和和数量上的相相似程度。结论Combinationofmarketcommonality&resourcesimilarityindicateafirm’sdirectcompetitors.HOW———竞争争者分分析框框架：：矩阵阵方法法PAGE：：127图5.3一个竞竞争者者分析析框架架战略聚聚焦：：案例：：PAGE：：124全球汽汽车制制造业业中的的市场场共性性与资资源相相似性性Competitivedynamicsinslow,fastandstandard-cyclemarkets三、竞竞争动动态与与不同同周期期市场场COMPETITIVEDYNAMICSCompetitivedynamicsdifferinslow-cycle,fast-cycle,andstandard-cyclemarkets.在慢周周期市市场、、快周周期市市场和和标准准周期期市场场中，，竞争争动态态各不不相同同。CompetitiveDynamics:3MarketCycles1.Slow-CycleMarketsMarketsinwhichthefirm'scompetitiveadvantagesareshieldedfromimitationforlongperiodsoftime,andinwhichimitationiscostlyBuildaone-of-a-kindcompetitiveadvantagewhichcreatessustainability(I.e.,proprietaryanddifficultforcompetitorstounderstand)OrganizationalstructureshouldbeusedtoeffectivelysupportstrategiceffortsGradualErosionofaSustainedCompetitiveAdvantageSlow-CycleMarkets竞争动动态图5.4可持续续性竞竞争优优势的的逐渐渐侵蚀蚀竞争动动态慢周期市场公司的的竞争争优势势难以以被模模仿，，因为为模仿仿需要要较长长的时时间和和高昂昂的成成本。。竞争优优势维维持的的时间间可以以更长长一些些。建立一一种独独特而而专有有的能能力可可以帮帮助公公司获获得竞竞争优优势并并维持持竞争争优势势（（例如如：竞竞争对对手难难以模模仿的的和专专有的的优势势）。。一旦获获得了了专有有的竞竞争优优势，，公司司的竞竞争性性行为为将以以保护护、维维持和和扩大大竞争争优势势为主主。组织结结构应应该有有效地地支持持公司司的战战略。。CompetitiveDynamics:3MarketCycles(Cont’d)2.Fast-CycleMarketsMarketsinwhichthefirm'scapabilitiesthatcontributetocompetitiveadvantagesarenotshieldedfromimitationandwhereimitationisoftenrapidandinexpensiveFocus:learninghowtorapidlyandcontinuouslydevelopnewcompetitiveadvantagesthataresuperiortothosetheyreplace(creatinginnovation)Avoidloyaltytoanyoneproduct,possiblycannibalizingtheirowncurrentproductstolaunchnewonesbeforecompetitorslearnhowtodosothroughsuccessfulimitation竞争动动态快周期市场公司获获得的的竞争争优势势不能能免于于被模模仿。。技术不不是专专有的的模仿是是快速速和低低成本本的竞争优优势难难以维维持市场是是多变变的聚焦：：学习习如何何快速速和持持续地地发展展新的的、优优于以以往的的竞争争优势势（持持续创创新））竞争动动态快周期市场不再““忠诚诚”于于任何何一种种产品品，而而是要要在竞竞争对对手成成功模模仿之之前就就实现现产品品的更更新换换代.在竞争争对手手对第第一种种产品品作出出反应应之前前，不不断地地尝试试开发发另一一种暂暂时的的竞争争优势势.DevelopingTemporaryAdvantagestoCreateSustainedAdvantage发展暂暂时性性优势势来创创造可可持续续性优优势CompetitiveDynamics:3MarketCycles(Cont’d)3.Standard-CycleMarketsMarketswherefirm’’scompetitiveadvantagesaremoderatelyshieldedfromimitationandwhereimitationismoderatelycostlyCompetitiveadvantagespartiallysustainedasqualityiscontinuouslyupgradedSeektoservemanycustomersandgainalargemarketshareGainbrandloyaltythroughbrandnamesCarefuloperationalcontrol/manageaconsistentexperienceforthecustomer竞争动态态标准周期市场公司的竞竞争优势势受到适适当的保保护以防防止被模模仿。竞争者进进行模仿仿只需要要付出适适当的成成本。只要公司司能够不不断提升升能力，，领先于于竞争者者，就可可以维持持部分竞竞争优势势。公司寻求更大大的市场场份额；；大量的的市场发展规模模经济；；通过品牌牌名称赢赢得顾客客的忠诚诚；仔细控制制公司的的经营运运作。COMPETITIVEDYNAMICSVERSUSRIVALRYCOMPETITIVERIVALRY(Individualfirms)MarketcommonalityandresourcesimilarityCOMPETITIVEDYNAMICS(Allfirms)Marketspeed(slow-cycle,fast-cycle,andstandard-cycle竞争性对抗与与竞争动态竞争性对抗（单个公司））市场共性与资资源相似性竞争动态（所有公司））市场速度（慢慢周期市场、、快周期市场场和标准周期期市场）战略聚焦：PAGE：139销售云