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Chapter6CraftingBusinessStrategyforDynamicContextsOBJECTIVESIdentifythechallengestosustainablecompetitiveadvantageindynamiccontexts1Understandthefundamentaldynamicsofcompetition2Evaluatetheadvantagesanddisadvantagesofchoosingafirst-moverstrategy3Analyzeanddevelopstrategiesformanagingindustryevolution4Analyzeanddevelopstrategiesfortechnologicaldiscontinuities5Analyzeanddevelopstrategiesforhigh-speedenvironmentalchange6Explaintheimplicationsofadynamicstrategyforthestrategydiamondandstrategyimplementation71THETALEOFNAPSTERSold
toSoftwareBusinesssoldBusinessmodeloptionsRoxioSoftwareandmusicSoftwareMusicSoftwareSonicsolutionsNapsterMusicBank-ruptSubscription
Unlimiteddownloads
for$9.99/monthStreamingReal-network'sRhap-sodyletsmusicloverslistenasmuchastheywantforonemonthlyfeeAlacarteRoxioandiTunessellsinglesongs2THREECAUSESOFDYNAMICCONTEXTSExamplesCompetitive
InteractionWhenincumbentsand,
especially,newentrantsuseanewbusinessmodeltheydrive
dynamisminmarketMini-millsenteredwithanewbusinessmodelandincumbentsteelcompaniesdidnotrespondAsindustriesevolveandcompetitionshiftsfromdifferentiationtoprice/low-cost,advantagesshiftbetweenrivalsArmandHammeralmostlostitsleadpositionwhenbakingsodabecamecommoditizedIndustry
evolutionWhentechnologicalchangeisdiscontinuous,itdoesnotsustainexistingleadersadvantagesTheshifttodigitalphotographyfavorsthestrengthsofSonynotphotographyincumbentlikeKodakTechnological
change3PHASESOFCOMPETITIVEINTERACTIONPhase1
Discovery
andcompetitivenewactionPhase2
CustomerreactionPhase3
CompetitorreactionPhase4
EvaluationofactionandreactioneffectivenessSource: AdaptedfromK.G.Smith,W.J.Ferrier,andC.M.Grimm,“KingoftheHill:DethroningtheIndustryLeader,”AcademyofManagementExecutive15:2(2001),59-704THESPECTRUMOFCOMPETITIVERESPONSESSTRATEGIESEasewiththreatcan
becontrolledGreatDifficultContainment/Neutralization/Shaping/Absorption/AnnulmentScopeofresponseLimitedExtensive5CONTAINMENTContainmentNeutralizationShapingAbsorptionAnnulmentLimittheextenttowhichthenewentrant’sinnovationimpactsyourbusinessForexample:
AmericanAirlinescanpartiallycontainSouthwestbyusingitsbargainingpowertosecuremoreexclusiveairportgates6NEUTRALIZATIONContainmentNeutralizationShapingAbsorptionAnnulmentTrytoshort-circuitthemovesofinnovatorsornewentrantsbeforetheymakethemForexample:
TheRecordingIndustryAssociationofAmericalaunchedsuchafiercelegalattackonNapsterthatitforcedevensmallerNapster-likefirmstostayoutofthefray7SHAPINGContainmentNeutralizationShapingAbsorptionAnnulmentShapetheinnovationsoitbecomessomethingtheincumbentcanlivewithorevenbenefitfromForexample:
ForyearstheAmericanMedicalAssociationusedregulatorstoattackchiropractors;nowtheyshapechiropracticmedicinetobecomeacomplementtotraditionalmedicine8AB蜘SO糧RP決TI骨ONCo河nt團(tuán)ai鍛nm棵en忍tNe廁ut職ra提li亦za耽ti樸onSh直ap刺in習(xí)gAb準(zhǔn)so遵rp斬ti燙onAn誕nu讓lm夕en到tMi患ni抄mi逐ze演t衫he靜r兔is郊ks泳e改nt晃ai見le灰d浩by吼b的ei床ng今e情it節(jié)he輝r愁a潔fi淋rs屋t夠mo敏ve討r杏or精a拔n邁im勇it其at旁orFo蝦r備ex閣am瘡pl韻e:In舌t宮he烈l洪at汗e慢19哈80芽s止Mi敲cr靜os染of冶t宏pu記rc截ha診se談d搭I(lǐng)n腸tu膊it淋,銳th這e擺ma諷ke斜r閉of茫Q豬ui晝ck奴en計(jì)a娛nd旱Q婦ui辭ck蓄Bo枕ok壺s;憐b揀ec遠(yuǎn)au偷se快i襯t津id膠en泰ti賠fi飛ed林m趕on亭ey漆-m泳an湊ag武em通en翻t搶so張ft擱wa阿re乳a喊s咽a賄hi鳳gh縫-g友ro珍wt直h安op搖po秩rt洲un仙it燥y.9AN末NU柿LM佛EN倘TCo孩nt跌ai媽nm犧en篇tNe匆ut殊ra遼li巨za中ti墨onSh晝ap控in椒gAb赴so堤rp會(huì)ti浙onAn焰nu改lm祝en殿tIm身pr微ov格e港in鹿cu婆mb維en正t酸pr訓(xùn)od肉uc噴ts罪a瓦nd伴s廉er殘vi粘ce隆s貿(mào)to吩a孕nn童ul假a悟n質(zhì)in挺no抽va陷ti限on招o祖r揪ne截w陣en雞tr鑼an禽t’犯s娃of森fe竄ri油ngFo或r繭ex摧am六pl據(jù)e:Ko仙da嫩k直ha博s幣im侄pr盡ov貞ed徐t確he唱q翻ua鐮li殿ty蹤蝶o兔f影it晴s翠fi粗lm宋-b在as動(dòng)ed禁p晉ri執(zhí)nt死s咬so脖t閉ha圓t閉th核ey瘦a烘re阻s千up堵er督io球r重to互m將an枯y覺di倉gi或ta知l-慰ba趁se弄d益al老te菊rn承at踩iv魯es10PR備OS紡A醬ND侵C窄ON陽S哲OF兇F兩IR纖ST某M轉(zhuǎn)OV非ER抹SRa高pi賭d丈te蛾ch居no糠lo希gy功a好dv墳an蓬ce榮s撞al伐lo謝w鋸a胃fa漫st歐-f超ol趨lo塔we擴(kuò)r尺to岡l源ea炭pf兆ro戰(zhàn)g番th孩e扁fi勇rs卡t交mo負(fù)ve恥rIt例a揉ch菠ie動(dòng)ve牲s由ab縱so適lu臟te趙c賓os費(fèi)t交ad威va延nt消ag篇eTh情e印fi商rs青t聽mo平ve豈r’筑s密of徑fe床ri柱ng惡s榴tr破ik辯es暮a喊c陵ho租rd威b穿ut遍i腐s引fl更aw壘edIt糊s粥re柜pu扣ta輕ti鋒on株a荷nd浪i維ma民ge錘a穴dv放an炎ta柴ge京s逗a暖re識(shí)h墾ar譯d恰to縮慧c堤op源yTh裝e懶fi涉rs獸t刊mo艦ve晶r扭la剩ck逐s緞a泡ke霸y貸co璃mp面le純me隊(duì)nt叼(雁e.印g.嫁,狐c(diǎn)h貞an殊ne油l只ac鋤ce劍ss灶)透th尋at稱t潮he薪f浮ol閉lo卸we脾r書po責(zé)ss核es手se秘sIt獅s準(zhǔn)cu明st卻om乘er遷s茅ar蜘e闖lo犯ck曠ed改i阿n勿(i箏.e肺.,逝s愈wi劃tc揪hi詢ng呀c菠os獵ts瞎e睡xi顯st迅)Fi粗rs豈t-宰mo控ve預(yù)r稱co卻st盜s傻ou簡tw兇ei嚇gh逃t氏he詢a習(xí)dv點(diǎn)an撞ta苦ge笨s棚of鞏b監(jiān)ei軍ng匆t收he團(tuán)f由ir定st匪-m漁ov刊eSc悄al冰e園of胸t鮮he棉f蹄ir嬸st匪m極ov梅e果ma嬌ke申s性im靜it拘at渴io悠n彩un代li觀ke廢lyA查fi董rs元t-欄fo河ll購ow黨er陵i匆s怪of喘te窮n清be謎tt哭er障o茅ff貢t切ha尼n稈a局fi鐘rs致t級(jí)mo漫ve跡r反wh益en據(jù):A捎fi籮rs喝t-霸mo蛇ve斥r拆is竿o糟ft裁en總b匆et佳te武r圣of還f資th累an擁a曬f唯as望t姨fo凍ll情ow貴er砌w天he盲n:11A玻GA濾LL墾ER爬Y霸O(shè)F護(hù)F民IR嚴(yán)ST怒-M侮OV掘ER魔S電AN撥D村FA掃ST館F奪OL較LO忌WE泰RSPr遠(yuǎn)od待uc檢tPi侄on橫ee鮮r(隨s)Im母it泰at彈or館s/膜fa羞st雕f但ol遞lo忽we曉rsCo層mm鄙en核tsAutomatedtellermachines(ATMs)DeLaRue(1967)Docutel(1969)Diebold(1971)IBM(1973)NCR(1974)Thefirstmoversweresmallentrepreneurialupstartsthatfacedtwotypesofcompetitors:(1)largerfirmswithexperiencesellingtobanksand(2)thecomputergiants.ThefirstmoversdidnotsurviveBallpointpensReynolds(1945)Eversharp(1946)Parker(1954)Bic(1960)Thepioneersdisappearedwhenthefadfirstendedinthelate1940s.Parkerentered8yearslater.BicenteredlastandsoldpensascheapdisposablesCommercialjetsDeHaviland(1952)Boeing(1958)Douglas(1958)Thepioneersrushedtomarketwithajetthatcrashedfrequently.BoeingandDouglas(laterknownasMcDonnell-Douglas)followedwithsafer,larger,andmorepowerfuljetsunsulliedbytragiccrashesCreditcardsDinersclub(1950)Visa/Master-Card(1966)AmericanExpress(1968)Thefirstmoverwasundercapitalizedinabusinessinwhichmoneyisthekeyresource.AmericanExpressenteredlastwithfundsandnamerecognitionfromitstraveler’scheckbusinessDietsodaKirsch’sNo-Cal
(1952)RoyalCrown’sDietRiteCola(1962)Pepsi’sPatioCola(1963)Coke’sTab(1964)DietPepsi(1964)DietCoke(1982)ThefirstmovercouldnotmatchthedistributionadvantagesofCokeandPepsi.Nordidithavethemoneyormarketingexpertiseneededformassivepromotionalcampaigns12A噴GA修LL茶ER宗Y轟OF攜F騙IR低ST悉-M苗OV改ER券S廉AN梢D合FA傷ST畜F寬OL煮LO熊WE開RS腔(黨CO上NT淺.)Pr京od恒uc轉(zhuǎn)tPi遍on辜ee認(rèn)r(要s)Im蛾it社at堂or境s/密fa械st疑f費(fèi)ol獸lo俯we腔rsCo勉mm觀en末tsLightbeerRheingold’sand
Gablinger’s(1968)MeisterBrauLite
(1967)MillerLite(1975)Naturallight(1977)Coorslight(1978)Budlight(1982)Thefirstmoversentered9yearsbeforeMillerand16yearsbeforeBudweiser,butfinancialproblemsdrovebothoutofbusiness.Marketinganddistributiondeterminedtheoutcome.Costlylegalbattles,againrequiringaccesstocapital,werecommonplacePCoperatingsystemsCP/M(1974)MicrosoftDOS(1981)MicrosoftWindows(1985)ThefirstmoversettheearlyindustrystandardbutdidnotupgradefortheIBMPC.Microsoftboughtanimitativeupgradeandbecamethenewstandard.Windowsenteredlaterandborrowedheavilyfrompredecessors(andcompetitorApple),thenemergedastheleadinginterfaceVideogamesMagnavox’s
Odyssey(1972)Atan’sPong(1972)Nintendo(1985)Sega(1989)Microsoft(1998)Themarketwentfromboomtobusttoboom.Thebustoccurredwhenhomecomputersseemedlikelytomakevideogamesobsolete.Kidslostinterestwhengameslackedchallenge.Pricecompetitionruled.Nintendorekindledinterestwithbettergamesandrestoredmarketorderwithmanagedcompetition.MicrosoftenteredwithitsXboxwhenperceivedgamingtobeapossiblecomponentofitswiredworldSo逮ur雞ce赴:贏A廢da蝕pt哨ed屬f宰ro封m亦S.類S歌ch標(biāo)na淋ar栗s,兇M爪an儲(chǔ)ag攏in敵g嚴(yán)Im范it夕at束io宿n卸St鏟ra暫te剃gi產(chǎn)es屬(棕Ne余w竊Yo畜rk溜F將re際e沈Pr殿es昌s,鬧1庭99感4)柜,看37戀-4奔313St疤at跌us戰(zhàn)o靈f熄co歷mp須le塑me細(xì)nt抄ar博y央as龜se飽tsEV稼AL監(jiān)UA栽TI茄NG脾A筐F高IR耗M’店S煙FI條RS殿T-貞MO鈴VE娘R眉DE櫻PE長ND京EN飼CI列ES篩O耐N辯IN拋DU桃ST蜻RY不C概OM帽PL交EM痰EN胡TSFr物ee彩ly唐a麥va慌il怖ab支le蝕o狠r界un共im殖po態(tài)rt務(wù)an掙tTi蠻gh樓tl匆y興he發(fā)ld頃a栗nd永i序mp捏or棵ta袍ntBa野se旱s綁of撲f錘ir膚st小m鍋ov堡er餅a紙dv打an鑒ta頓ge悄sSt裕ro悶ng土p用ro漢te道ct鴨io立n澤fr曲om鬧i羨mi幅ta糞ti妄onWe微ak尊p發(fā)ro檢te放ct屈io錄n陪fr笛om投i眼mi然ta店ti皂onItisdifficultforanyonetomakemoney:IndustryincumbentmaysimplygivenewproductorserviceawayaspartofitslargerbundleofofferingsValue-creationopportunitiesfavortheholderofcomplementaryassets,whowillprobablypursueafast-followerstrategyFirstmovercandowelldependingontheexecutionofitsstrategyValuewillgoeithertofirstmoverortopartywiththemostbargainingpower14ST割RA丈TE睛GI憤ES森F蘭OR姨M獸AN仆AG懲IN糧G擦CO唯MM卸OD完IT聲IZ枯AT兩IO鎮(zhèn)NMa換na卵gi顆ng障c稍om鋼mo汗di謙ti季za探ti聚onAn鳳ti臭ci圣pa閉ti妄ngRe祝sp擇on促di甚ngVa推lu自e-酷in溪-u宣se哥a油pp挑ro椒ac袋hPr扛oc釀es縮慧s誤in唯no扮va煙ti鳳onap緩pr對(duì)oa邁chMa臥rk糠et腫f牛oc地usSe幕rv半ic獄ein國no當(dāng)va桂ti輛onTimkenbundlescommodityproductwithkeycomponentsDellsellsdirectlyto
consumersK-martandKBToysbothreducednumberofcustomerswhentheyrestructuredHotelsmaychargeextrafor
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industryhastakenfor
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bilitiesthatsupportcompetitiveretaliationEmphasizesproductorservicevalueandofferingswithinindustrydefinitionDi久me王ns浩io準(zhǔn)ns襪of灑c融om蒜pe醋ti世ti僑onHe蓬ad凡-t凡o-因He牌ad騰c庸om訓(xùn)pe壁ti億ti趁onNe奴w-嘴ma鐵rk蝕et農(nóng)c狼re刑at翁io侮nLooksacrossgroupsandsegmentsEmphasizessubstitutesacrossindustriesEmphasizesredefinitionofthebuyerandbuyer’spreferencesEmphasizesrethinkingoftheindustrybusinessmodelEmphasizesstrategicintent-seekingtoshapetheexternalenvironmentovertimeEmphasizescomplementaryproductsandserviceswithinandacrossindustriesandsegments20SO賭ME朱W飯EL尾L-漁KN斥OW舟N吵DI約SR巖UP太TI訓(xùn)ON桃SCompaqgrewfromzerorevenuesto$1billion
in5yearsMicrosofttook15yearstogrowfromboutiquesoftwarefirmtoGoliathAtarigrewfrom$50millionto$1.6billionover5years,doublingeveryyear21CR群EA騰TI梅NG哭O犯PT據(jù)IO柿NS壩F祖OR愛F屆UT呼UR悟E已CO袍MP嫌ET陶IT即IV據(jù)E代AD肢VA渠NT鵲AG宅E澤AN靠D則PR抄OF粥IT際AB奶IL歡IT鈔YHorizon3SeedoptionsforfuturegrowthbusinessHorizon2DrivesgrowthinemergingnewbusinessHorizon1DefendandextendcurrentbusinessProfitTimeTactical
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