西交大的戰(zhàn)略管理(4)ppt課件

1、Chapter 5Competitive DynamicsDeclining emphasis on single, domestic markets and increasing emphasis on global marketsAdvances in communication technology make coordination easier across multiple marketsAdvances in technology and innovation have increased competitiveness of small and medium sized fir

2、msNational barriers are falling due to the number and scope of trade agreements (GATT/WTO, NAFTA, EEC/EU)Factors Leading to More Complex RivalryCompetitive DynamicsResults from a series of competitive actions and competitive responses among firms competing within a particular industryCompetitive Riv

3、alryExists when two or more firms jockey with one another in the pursuit of better market positionActions and responses shape the competitive positions of each firms business level strategyActions taken by one firm elicit (引起) responses from competitorsA firms strategic conduct is dynamic in natureC

4、ompetitive responses lead to additional actions from the firm that acted originallyCompetitive DynamicsRelative SizeSpeedInnovationQualityAbility for Action and ResponseOutcomesDrivers of Competitive BehaviorAwarenessMotivationCapabilityCompetitor AnalysisMarketCommonalityResourceSimilarityInterfirm

5、 Rivalry:Attack & ResponseLikelihood of AttackFirst Mover IncentivesLikelihood of ResponseType of CompetitiveActionDependence on theMarketResource AvailabilityActors ReputationCompetitiveSlow, Standardor Fast CycleMarket TypesCompetitiveSustainedOutcomesCompetitiveAdvantageTemporaryAdvantageEvolutio

6、naryOutcomesEntrepreneurialor Market-PowerGrowth-OrientedActionsFeedbackModel of Interfirm Rivalry:Likelihood of Attack and ResponseDrivers of Competitive BehaviorMotivationCapabilityAwarenessModel of Interfirm Rivalry:Likelihood of Attack and ResponseDo managers understand the key characteristics o

7、f competitors?AwarenessDoes the firm have appropriate incentives to attack or respond?Drivers of Competitive BehaviorMotivationCapabilityAwarenessModel of Interfirm Rivalry:Likelihood of Attack and ResponseDoes the firm have the necessary resources to attack or respond?Drivers of Competitive Behavio

8、rMotivationCapabilityAwarenessModel of Interfirm Rivalry:Likelihood of Attack and ResponseRelative SizeSpeedInnovationQualityAbility for Action and ResponseOutcomesDrivers of Competitive BehaviorAwarenessMotivationCapabilityCompetitor AnalysisMarketCommonalityResourceSimilarityInterfirm Rivalry:Atta

9、ck & ResponseLikelihood of AttackFirst Mover IncentivesLikelihood of ResponseType of CompetitiveActionDependence on theMarketResource AvailabilityActors ReputationCompetitiveSlow, Standardor Fast CycleMarket TypesCompetitiveSustainedOutcomesCompetitiveAdvantageTemporaryAdvantageEvolutionaryOutcomesE

10、ntrepreneurialor Market-PowerGrowth-OrientedActionsFeedbackModel of Interfirm Rivalry:Likelihood of Attack and ResponseCompetitor AnalysisResource SimilarityMarket CommonalityModel of Interfirm Rivalry:Likelihood of Attack and ResponseDo firms compete with each other in multiple markets?Market Commo

11、nalityCompetitor AnalysisResource SimilarityMarket CommonalityMultipoint competition tends to reduce competitive interactions, but increases the likelihood of response where interaction occursFor example, airlines price flights similarly but respond quickly when competitors introduce promotional pri

12、cesModel of Interfirm Rivalry:Likelihood of Attack and ResponseCompetitor AnalysisResource SimilarityDo competitors possess similar types or amounts of resources?Market CommonalityModel of Interfirm Rivalry:Likelihood of Attack and ResponseCompetitor AnalysisResource SimilarityMarket CommonalityFirm

13、s are less inclined to attack a firm that is likely to retaliateFirms with dissimilar resources are more likely to attackFirms with similar resources are more likely to be aware of each others competitive movesModel of Interfirm Rivalry:Likelihood of Attack and ResponseRelative SizeSpeedInnovationQu

14、alityAbility for Action and ResponseOutcomesDrivers of Competitive BehaviorAwarenessMotivationCapabilityCompetitor AnalysisMarketCommonalityResourceSimilarityInterfirm Rivalry:Attack & ResponseLikelihood of AttackFirst Mover IncentivesLikelihood of ResponseType of CompetitiveActionDependence on theM

15、arketResource AvailabilityActors ReputationCompetitiveSlow, Standardor Fast CycleMarket TypesCompetitiveSustainedOutcomesCompetitiveAdvantageTemporaryAdvantageEvolutionaryOutcomesEntrepreneurialor Market-PowerGrowth-OrientedActionsFeedbackModel of Interfirm Rivalry:Likelihood of Attack and ResponseI

16、nterfirm Rivalry:Attack & ResponseLikelihood of AttackFirst Mover IncentivesLikelihood of ResponseType of CompetitiveActionDependence on theMarketResource AvailabilityActors ReputationModel of Interfirm Rivalry:Likelihood of Attack and ResponseLikelihood of AttackFirst Mover IncentivesFirst Mover ad

17、vantage can be substantialFirst MoverFirms that take an initial competitive actionGenerally possess the resources and capabilities that enable them to be pioneers in new products, new markets or new technologiesCan earn above average profits until competitors respondGain customer loyalty, helping to

18、 create a barrier to entry by competitorsAdvantage depends upon difficulty of imitationSecond MoverFirms that respond to a First Movers actionsSecond Movers frequently imitate First MoversSpeed of response often dictates successShould evaluate customers response before moving“Fast Second Movers can

19、capture some of initial customers and develop some brand loyaltyAvoid some of the risks associated with First MoveMust possess necessary capabilities to imitateInterfirm Rivalry:Attack & ResponseLikelihood of AttackFirst Mover IncentivesLikelihood of ResponseType of CompetitiveActionDependence on th

20、eMarketResource AvailabilityActors ReputationWhether a competitor is likely to respond depends on several key factorsModel of Interfirm Rivalry:Likelihood of Attack and ResponseTacticalActionsMajor AcquisitionExampleTypes of Competitive ActionsStrategic ActionsPrice cutExampleSignificant commitments

21、 of specific and distinctive organizational resourcesDifficult to implementDifficult to reverseRelatively easy to implementRelatively easy to reverseUndertaken to “fine tune strategyGauging the Likelihood of ResponseActors ReputationMarket leaders are more likely to be copied“Risk taking firms are l

22、ess likely to be copied“Price Predators(價錢掠奪者) are less likely to be copied Type of Competitive Action -Tactical or StrategicEasier to respond toRequire fewer resources to mount a responseMarket DependenceCompetitor ResourcesSmaller firms are more likely to respond to tactical actionsLimited resourc

23、es may lead to alternatives such as Strategic AlliancesGauging the Likelihood of ResponseFirms that are more dependent on a single industry are more likely to respond than are diversified firmsIndustry dependent firms will likely respond to either strategic or tactical actionsRelative SizeSpeedInnov

24、ationQualityAbility for Action and ResponseOutcomesDrivers of Competitive BehaviorAwarenessMotivationCapabilityCompetitor AnalysisMarketCommonalityResourceSimilarityInterfirm Rivalry:Attack & ResponseLikelihood of AttackFirst Mover IncentivesLikelihood of ResponseType of CompetitiveActionDependence

25、on theMarketResource AvailabilityActors ReputationCompetitiveSlow, Standardor Fast CycleMarket TypesCompetitiveSustainedOutcomesCompetitiveAdvantageTemporaryAdvantageEvolutionaryOutcomesEntrepreneurialor Market-PowerGrowth-OrientedActionsFeedbackModel of Interfirm Rivalry:Likelihood of Attack and Re

26、sponseRelative SizeQualityInnovationSpeedAbility for Action and ResponseModel of Interfirm Rivalry:Likelihood of Attack and ResponseRelative SizeFirm size can have opposing effects on competitive dynamicsQualitySpeedLarge firms may exert market power over rivals and erect barriers to entry against s

27、maller competitorsHowever, smaller competitors may be more nimble(矯捷) and innovativeAbility for Action and ResponseRelative SizeInnovationModel of Interfirm Rivalry:Likelihood of Attack and Response“Think and act big and well get smaller. Think and act small and well get bigger.- Herb Kelleher, CEO,

28、 Southwest AirlinesRelative SizeQualityInnovationSpeedQuick response is crucial to both the first mover and the fast second moverAbility for Action and ResponseModel of Interfirm Rivalry:Likelihood of Attack and ResponseConsistent innovation is required for market leadership in many dynamic industri

29、es Ability for Action and ResponseRelative SizeQualityInnovationSpeedModel of Interfirm Rivalry:Likelihood of Attack and ResponseExceeding customer expectations is a necessity to compete in the 21st centuryAbility for Action and ResponseRelative SizeQualityInnovationSpeedModel of Interfirm Rivalry:L

30、ikelihood of Attack and ResponseQuality Dimensions of Goods & ServicesProduct Quality Dimensions:Perceived quality Subjective assessment of characteristics (product image)Performance Operating characteristicsFeatures Important special characteristicsFlexibility Meeting operating specifications over

31、timeDurability Amount of use before performance deterioratesConformance Match with pre-established standardsServiceability Ease and speed of repair or normal serviceAesthetics (美學) How a product looks and feelsQuality Dimensions of Goods & ServicesService Quality Dimensions:Timeliness Performed in p

32、romised period of timeCourtesy Performed cheerfullyConsistency Giving all customers similar experiencesConvenience Accessibility to customersCompleteness Fully serviced, as requiredAccuracy Performed correctly each timeRelative SizeSpeedInnovationQualityAbility for Action and ResponseOutcomesDrivers

33、 of Competitive BehaviorAwarenessMotivationCapabilityCompetitor AnalysisMarketCommonalityResourceSimilarityInterfirm Rivalry:Attack & ResponseLikelihood of AttackFirst Mover IncentivesLikelihood of ResponseType of CompetitiveActionDependence on theMarketResource AvailabilityActors ReputationCompetit

34、iveSlow, Standardor Fast CycleMarket TypesCompetitiveSustainedOutcomesCompetitiveAdvantageTemporaryAdvantageEvolutionaryOutcomesEntrepreneurialor Market-PowerGrowth-OrientedActionsFeedbackModel of Interfirm Rivalry:Likelihood of Attack and ResponseOutcomesEvolutionary ActionsGrowth-Oriented Actions

35、Market-Power ActionsEvolutionary OutcomesSustained CompetitiveCompetitive Market TypesSlow, Standard or Fast CycleCompetitive OutcomesAdvantageTemporary AdvantageModel of Interfirm Rivalry:Likelihood of Attack and ResponseSlow cycle markets are frequently shielded by monopoly power or very strong br

36、and loyalties (e.g., ChinaTelecom & SONY Video Cameras)This market outcome and lack of interfirm rivalry may lead to sustained competitive advantageSustained CompetitiveCompetitive Market TypesSlow, Standard or Fast CycleCompetitive OutcomesAdvantageTemporary AdvantageOutcomesEvolutionary ActionsGro

37、wth-Oriented Actions Market-Power ActionsEvolutionary OutcomesSustained competitive advantage is a possible outcome in this instanceStandard cycle markets often lead to highly competitive pressures despite world class productsFirms with multimarket competition may dampen rivalry somewhatSustained Co

38、mpetitiveCompetitive Market TypesSlow, Standard or Fast CycleCompetitive OutcomesAdvantageTemporary AdvantageModel of Interfirm Rivalry:Likelihood of Attack and ResponseSustained CompetitiveOutcomesCompetitive Market TypesSlow, Standard or Fast CycleCompetitive OutcomesAdvantageTemporary AdvantageEv

39、olutionary ActionsGrowth-Oriented Actions Market-Power ActionsFast cycle markets are intensely dynamic and a first mover advantage is often unsustainableEvolutionary OutcomesFirms may cannibalize (up-grading) older generation products while intro-ducing new innovative premium products (diff)Sustaina

40、ble competitive advantage is unilkelyModel of Interfirm Rivalry:Likelihood of Attack and ResponseTime (years)10LaunchExploitationCounterattackGradual Erosion of a Sustained Competitive Advantage Returns from a Sustained Competitive AdvantageSome Firms Maintain Competitive Advantage in Fast-Cycle Mar

41、kets by Seizing the InitiativeDisrupting the Status Quo Identify new opportunities to serve the customer by shifting the rules of competition through speed and varietyCreating Temporary AdvantageUse superior knowledge of the customer, technology and the future to enhance customer orientation and emp

42、ower workersSeizing the InitiativeMove aggressively into new areas of competition to create new advantage and undermine a competitors old advantage1234Sustaining the Momentum(動力)Take several actions in a row in order to seize the initiative and create momentum to develop new advantagesTime (years)10

43、LaunchExploitationCounterattackReturns from a Sustained Competitive AdvantageObtaining Temporary Advantages to Create Sustained Advantage515Time (years)10LaunchExploitationCounterattackReturns from a Sustained Competitive Advantage515Firm has already moved on to Advantage No. 2Obtaining Temporary Ad

44、vantages to Create Sustained AdvantageTime (years)10LaunchExploitationCounterattackReturns from a Sustained Competitive Advantage515Firm continues to move on to the next AdvantageObtaining Temporary Advantages to Create Sustained AdvantageStrategies may be deter-mined by the life cycle of the industryYounger firms and emerging industrie