競爭性對抗與競爭動態(tài)概論

PART2:FORMULATIONOFSTRATEGICACTIONSCHAPTER5

COMPETITIVERIVALRYANDDYNAMICSIRELAND|HOSKISSON|HITTTHEMANAGEMENTOFSTRATEGYCONCEPTSANDCASES10E

第Ⅱ篇:戰(zhàn)略規(guī)劃第5章競爭性對抗與競爭動態(tài)IRELAND|HOSKISSON|HITTTHEMANAGEMENTOFSTRATEGYCONCEPTSANDCASES10E戰(zhàn)略管理過程

KNOWLEDGEOBJECTIVESDefinecompetitors,competitiverivalry,competitivebehavior,andcompetitivedynamics。Describemarketcommonalityandresourcesimilarityasthebuildingblocksofacompetitoranalysis.定義競爭者、競爭性對抗、競爭性行為和競爭動態(tài);識別競爭者的方法：市場共性和資源相似性;KNOWLEDGEOBJECTIVESthecompetitivedynamicsineachofslow-cycle,fast-cycle,andstandard-cyclemarkets.慢周期市場、快周期市場和標(biāo)準(zhǔn)周期市場的競爭動態(tài)掌握兩種方法：單個公司之間：競爭者分析整體市場之內(nèi)：競爭動態(tài)分析OPENINGCASE開篇案例及啟示OPENINGCASEP119

DISRUPTIVEINNOVATION:WINNINGRIVALRYBATTLESAGAINSTCOMPETITORSClaytonChristensen,aHarvardprofessorandauthorofTheInnovator’sDilemma,defines“disruptiveinnovation”as:“aninnovationthatmakesitsomuchsimplerandsomuchmoreaffordabletoownanduseaproductthatawholenewpopulationofpeoplecannowhaveone.《創(chuàng)新的困境》的作者哈佛教授克萊頓·克里斯坦森將其定義為：這種創(chuàng)新使產(chǎn)品的擁有和使用對很多人來說變得更加容易和可以承受，并且這種產(chǎn)品已經(jīng)得到普及。破壞性創(chuàng)新：戰(zhàn)勝競爭對手的法寶

EXAMPLESOFDISRUPTIVEINNOVATION1XeroxwasdisruptedbyCanonApple’siPhonehasdisruptedthecellphoneandpersonalcomputermarkets,creatingthesmartphonesegmentAstheiPadcontinuestoimproveitsgraphicspower,gameplatformhardwareandsoftwareproducersarethreatened

破壞性創(chuàng)新：戰(zhàn)勝競爭對手的法寶舉例：施樂受到了來自佳能的破壞性創(chuàng)新。蘋果的iPhone破壞了整個移動電話和個人電腦市場，創(chuàng)造出了智能手機(jī)市場。隨著iPad不斷改進(jìn)它的圖像功能，游戲平臺硬件制造商和軟件制造商開始感受到了威脅。引導(dǎo)案例OPENINGCASEDISRUPTIVEINNOVATION:WINNINGRIVALRYBATTLESAGAINSTCOMPETITORSEXAMPLESOFDISRUPTIVEINNOVATION2Inthevideo-on-demandmarket,Walmart’sVudu,anon-subscriptionvideostreamingservice,maydisruptApple’siTuneserviceClaytonChristensensuggestsdisruptiveinnovationsinclude““thepersonalcomputer,therouter,Toyota’sautomobiles,Kodak’soriginalcamera,Xerox’soriginalphotocopier,andCanon’sdesktopphotocopier.””破壞性創(chuàng)新：：戰(zhàn)勝競爭對對手的法寶舉例在視頻需求市市場，沃爾瑪瑪憑借著Vudu提供的在線視視頻服務(wù)，破破壞了蘋果的的iTunes服務(wù)。萊頓·克里斯坦森還還列舉了幾種種破壞性創(chuàng)新新的例子，如如個人電腦、、路由器、豐豐田汽車、柯柯達(dá)相機(jī)、施施樂復(fù)印機(jī)和和佳能的臺式式復(fù)印機(jī)。引導(dǎo)案例一、幾個重要要概念I(lǐng)MPORTANTDEFINITIONS1、COMPETITORS:firmsoperatinginthesamemarket,offeringsimilarproducts,andtargetingsimilarcustomersEXAMPLES:航空業(yè)：Southwest,Delta,United,Continental,andJetBlue軟飲：PepsiCoandCoca-ColaCompany電子產(chǎn)品：Apple’’sfamilyofproducts(Macs,iPads,iPods,andiPhones)competeinthevideogamemarketwithstandaloneandmobilegameplatformsfromSony,Microsoft,andNintendo競爭者競爭者：是指在同一市市場中進(jìn)行競競爭的，針對對相同目標(biāo)顧顧客群提供相相似產(chǎn)品的公公司舉例：■航空業(yè)中的西西南航空、達(dá)達(dá)美航空、聯(lián)聯(lián)合航空、美美國大陸航空空和捷藍(lán)航空空■可口可樂和百百事可樂■蘋果的系列產(chǎn)產(chǎn)品（Macs、iPads、iPods、iPhones）與索尼、微微軟和任天堂堂生產(chǎn)的電腦腦和移動游戲戲平臺展開的的激烈的視頻頻游戲市場的的競爭。重要定義IMPORTANTDEFINITIONS2、COMPETITIVERIVALRY:theongoingsetofcompetitiveactionsandcompetitiveresponsesthatoccuramongfirmsastheymaneuverforanadvantageousmarketposition3、COMPETITIVEBEHAVIOR:thesetofcompetitiveactionsandresponsesthefirmtakestobuildordefenditscompetitiveadvantagesandtoimproveitsmarketposition重要定義2、競爭性對抗：：是指競爭者者為了獲取有有力的市場地地位而采取的的一系列競爭爭性行動，以以及隨之產(chǎn)生生的競爭性反反應(yīng)。3、競爭性行為：：是指公司為為了建立或保保持競爭優(yōu)勢勢，提高市場場地位而采取取的競爭性行行動以及競爭爭性反應(yīng)。IMPORTANTDEFINITIONS4、COMPETITIVEDYNAMICS:allcompetitivebehavior,thatis,thetotalsetofactionsandresponsestakenbyallfirmscompetingwithinamarket競爭動態(tài)：所所有的競爭性性行為，也就就是說在一個個市場上競爭爭的所有公司司采取的所有有行動和反應(yīng)應(yīng)。幾個概念之間間的關(guān)系從競爭者到競競爭動態(tài)圖5.1從競爭者到競競爭動態(tài)二、競爭者分分析WHYWHATHOWCOMPETITORANALYSIS1、WHY———競爭者分析意義：Competitoranalysisisusedtohelpafirmunderstanditscompetitors.Withtheanalysis,afirmisbetterabletopredictcompetitors’behaviorswhenformingitscompetitiveactionsandresponses.競爭者分析可可以幫助公司司了解競爭對對手；通過競爭者分分析，公司在在采取競爭者者行動和反應(yīng)應(yīng)時能夠更好好地預(yù)測競爭爭對手的行動動。COMPETITORANALYSIS2、WHAT——識別競競爭者的方法法：1）、Generalcompetitors（一般競爭者）：所有競爭相相同目標(biāo)顧客客的一切企業(yè)業(yè)。2）、Formcompetitors（形式競爭者）：滿足顧客同一一種需要的產(chǎn)產(chǎn)品生產(chǎn)企業(yè)業(yè)。3）、Industrycompetitors（行業(yè)競爭者）：在同一個行行業(yè)中提供類類似或容易相相互替代產(chǎn)品品的生產(chǎn)企業(yè)業(yè)。4）、Brandcompetitors（品牌競爭者）：產(chǎn)品的品種種、規(guī)格等都都相同，只有有品牌不同的的產(chǎn)品生產(chǎn)企企業(yè)?？逻_(dá)膠卷的競競爭者柯達(dá)100富士100所有膠卷數(shù)碼產(chǎn)品所有企業(yè)HOW——競競爭者分析框框架：矩陣方方法PAGE：127圖5.3一個競爭者分分析框架CompetitorAnalysisMarketCommonalityEachindustrycomposedofvariousmarketswhichcanbesubdividedinto(segments)I.e.,FinancialindustryExamplesfromtext(p.123)IndustryMarketMarketSegmentProductSegmentGeographicMarketFinancialInsuranceCommercial,ConsumerHealth,lifeEast,westBrokeragesvcs

Banks

TransportationCommercialairtravelGroundtransportation

MARKETCOMMONALITYMarketcommonalityisconcernedwith:Thenumberofmarketswithwhichafirmandacompetitorarejointlyinvolved。Thedegreeofimportanceoftheindividualmarketstoeachcompetitor。公司與競爭者者共同參與競競爭的市場個個數(shù)每一個單獨市市場對彼此的的重要程度CompetitorAnalysisResourceSimilarityExtenttowhichfirm’’stangible/intangibleresourcesarecomparabletocompetitor’sintypeandamountI.e.,FedExandUPS––bothhaveefficientoperationsandfocusoncostreduction資源相似性是是指與競爭對對手相比，公公司的有形資資源和無形資資源在類型和和數(shù)量上的相相似程度。結(jié)論Combinationofmarketcommonality&resourcesimilarityindicateafirm’sdirectcompetitors.HOW———競爭爭者分分析框框架：：矩陣陣方法法PAGE：：127圖5.3一個競競爭者者分析析框架架戰(zhàn)略聚聚焦：：案例：：PAGE：：124全球汽汽車制制造業(yè)業(yè)中的的市場場共性性與資資源相相似性性Competitivedynamicsinslow,fastandstandard-cyclemarkets三、競競爭動動態(tài)與與不同同周期期市場場COMPETITIVEDYNAMICSCompetitivedynamicsdifferinslow-cycle,fast-cycle,andstandard-cyclemarkets.在慢周周期市市場、、快周周期市市場和和標(biāo)準(zhǔn)準(zhǔn)周期期市場場中，，競爭爭動態(tài)態(tài)各不不相同同。CompetitiveDynamics:3MarketCycles1.Slow-CycleMarketsMarketsinwhichthefirm'scompetitiveadvantagesareshieldedfromimitationforlongperiodsoftime,andinwhichimitationiscostlyBuildaone-of-a-kindcompetitiveadvantagewhichcreatessustainability(I.e.,proprietaryanddifficultforcompetitorstounderstand)OrganizationalstructureshouldbeusedtoeffectivelysupportstrategiceffortsGradualErosionofaSustainedCompetitiveAdvantageSlow-CycleMarkets競爭動動態(tài)圖5.4可持續(xù)續(xù)性競競爭優(yōu)優(yōu)勢的的逐漸漸侵蝕蝕競爭動動態(tài)慢周期市場公司的的競爭爭優(yōu)勢勢難以以被模模仿，，因為為模仿仿需要要較長長的時時間和和高昂昂的成成本。。競爭優(yōu)優(yōu)勢維維持的的時間間可以以更長長一些些。建立一一種獨獨特而而專有有的能能力可可以幫幫助公公司獲獲得競競爭優(yōu)優(yōu)勢并并維持持競爭爭優(yōu)勢勢（（例如如：競競爭對對手難難以模模仿的的和專專有的的優(yōu)勢勢）。。一旦獲獲得了了專有有的競競爭優(yōu)優(yōu)勢，，公司司的競競爭性性行為為將以以保護(hù)護(hù)、維維持和和擴(kuò)大大競爭爭優(yōu)勢勢為主主。組織結(jié)結(jié)構(gòu)應(yīng)應(yīng)該有有效地地支持持公司司的戰(zhàn)戰(zhàn)略。。CompetitiveDynamics:3MarketCycles(Cont’d)2.Fast-CycleMarketsMarketsinwhichthefirm'scapabilitiesthatcontributetocompetitiveadvantagesarenotshieldedfromimitationandwhereimitationisoftenrapidandinexpensiveFocus:learninghowtorapidlyandcontinuouslydevelopnewcompetitiveadvantagesthataresuperiortothosetheyreplace(creatinginnovation)Avoidloyaltytoanyoneproduct,possiblycannibalizingtheirowncurrentproductstolaunchnewonesbeforecompetitorslearnhowtodosothroughsuccessfulimitation競爭動動態(tài)快周期市場公司獲獲得的的競爭爭優(yōu)勢勢不能能免于于被模模仿。。技術(shù)不不是專專有的的模仿是是快速速和低低成本本的競爭優(yōu)優(yōu)勢難難以維維持市場是是多變變的聚焦：：學(xué)習(xí)習(xí)如何何快速速和持持續(xù)地地發(fā)展展新的的、優(yōu)優(yōu)于以以往的的競爭爭優(yōu)勢勢（持持續(xù)創(chuàng)創(chuàng)新））競爭動動態(tài)快周期市場不再““忠誠誠”于于任何何一種種產(chǎn)品品，而而是要要在競競爭對對手成成功模模仿之之前就就實現(xiàn)現(xiàn)產(chǎn)品品的更更新?lián)Q換代.在競爭爭對手手對第第一種種產(chǎn)品品作出出反應(yīng)應(yīng)之前前，不不斷地地嘗試試開發(fā)發(fā)另一一種暫暫時的的競爭爭優(yōu)勢勢.DevelopingTemporaryAdvantagestoCreateSustainedAdvantage發(fā)展暫暫時性性優(yōu)勢勢來創(chuàng)創(chuàng)造可可持續(xù)續(xù)性優(yōu)優(yōu)勢CompetitiveDynamics:3MarketCycles(Cont’d)3.Standard-CycleMarketsMarketswherefirm’’scompetitiveadvantagesaremoderatelyshieldedfromimitationandwhereimitationismoderatelycostlyCompetitiveadvantagespartiallysustainedasqualityiscontinuouslyupgradedSeektoservemanycustomersandgainalargemarketshareGainbrandloyaltythroughbrandnamesCarefuloperationalcontrol/manageaconsistentexperienceforthecustomer競爭動態(tài)態(tài)標(biāo)準(zhǔn)周期市場公司的競競爭優(yōu)勢勢受到適適當(dāng)?shù)谋１Ｗo(hù)以防防止被模模仿。競爭者進(jìn)進(jìn)行模仿仿只需要要付出適適當(dāng)?shù)某沙杀?。只要公司司能夠不不斷提升升能力，，領(lǐng)先于于競爭者者，就可可以維持持部分競競爭優(yōu)勢勢。公司尋求更大大的市場場份額；；大量的的市場發(fā)展規(guī)模模經(jīng)濟(jì)；；通過品牌牌名稱贏贏得顧客客的忠誠誠；仔細(xì)控制制公司的的經(jīng)營運運作。COMPETITIVEDYNAMICSVERSUSRIVALRYCOMPETITIVERIVALRY(Individualfirms)MarketcommonalityandresourcesimilarityCOMPETITIVEDYNAMICS(Allfirms)Marketspeed(slow-cycle,fast-cycle,andstandard-cycle競爭性對抗與與競爭動態(tài)競爭性對抗（單個公司））市場共性與資資源相似性競爭動態(tài)（所有公司））市場速度（慢慢周期市場、、快周期市場場和標(biāo)準(zhǔn)周期期市場）戰(zhàn)略聚焦：PAGE：139銷售云