競爭性對抗與競爭動態(tài)

PART2:FORMULATIONOFSTRATEGICACTIONSCHAPTER5

COMPETITIVERIVALRYANDDYNAMICSIRELAND|HOSKISSON|HITTTHEMANAGEMENTOFSTRATEGYCONCEPTSANDCASES10E1.

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

3.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;4.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)5.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6.OPENINGCASE開篇案例及啟示7.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。8.破壞性創(chuàng)新：戰(zhàn)勝競爭對手的法寶

EXAMPLESOFDISRUPTIVEINNOVATION1XeroxwasdisruptedbyCanonApple’siPhonehasdisruptedthecellphoneandpersonalcomputermarkets,creatingthesmartphonesegmentAstheiPadcontinuestoimproveitsgraphicspower,gameplatformhardwareandsoftwareproducersarethreatened

9.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破壞了整個移動和個人電腦市場，創(chuàng)造出了智能市場。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10.OPENINGCASE

DISRUPTIVEINNOVATION:WINNINGRIVALRYBATTLESAGAINSTCOMPETITORSEXAMPLESOFDISRUPTIVEINNOVATION2Inthevideo-on-demandmarket,Walmart’sVudu,anon-subscriptionvideostreamingservice,maydisruptApple’siTuneserviceClaytonChristensensuggestsdisruptiveinnovationsinclude“thepersonalcomputer,therouter,Toyota’sautomobiles,Kodak’soriginalcamera,Xerox’soriginalphotocopier,andCanon’sdesktopphotocopier.〞11.破壞性創(chuàng)新：戰(zhàn)勝競爭對手的法寶舉例在視頻需求市場，沃爾瑪憑借著Vudu提供的在線視頻效勞，破壞了蘋果的iTunes效勞。萊頓·克里斯坦森還列舉了幾種破壞性創(chuàng)新的例子，如個人電腦、路由器、豐田汽車、柯達(dá)相機(jī)、施樂復(fù)印機(jī)和佳能的臺式復(fù)印機(jī)。

引導(dǎo)案例12.一、幾個重要概念13.IMPORTANTDEFINITIONS1、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,andNintendo14.競爭者競爭者：是指在同一市場中進(jìn)行競爭的，針對相同目標(biāo)顧客群提供相似產(chǎn)品的公司舉例：■航空業(yè)中的西南航空、達(dá)美航空、聯(lián)合航空、美國大陸航空和捷藍(lán)航空■可口可樂和百事可樂■蘋果的系列產(chǎn)品〔Macs、iPads、iPods、iPhones〕與索尼、微軟和任天堂生產(chǎn)的電腦和移動游戲平臺展開的劇烈的視頻游戲市場的競爭。

重要定義15.IMPORTANTDEFINITIONS2、COMPETITIVERIVALRY:theongoingsetofcompetitiveactionsandcompetitiveresponsesthatoccuramongfirmsastheymaneuverforanadvantageousmarketposition3、COMPETITIVEBEHAVIOR:thesetofcompetitiveactionsandresponsesthefirmtakestobuildordefenditscompetitiveadvantagesandtoimproveitsmarketposition16.重要定義2、競爭性對抗：是指競爭者為了獲取有力的市場地位而采取的一系列競爭性行動，以及隨之產(chǎn)生的競爭性反響。3、競爭性行為：是指公司為了建立或保持競爭優(yōu)勢，提高市場地位而采取的競爭性行動以及競爭性反響。17.IMPORTANTDEFINITIONS4、COMPETITIVEDYNAMICS:allcompetitivebehavior,thatis,thetotalsetofactionsandresponsestakenbyallfirmscompetingwithinamarket競爭動態(tài)：所有的競爭性行為，也就是說在一個市場上競爭的所有公司采取的所有行動和反響。18.幾個概念之間的關(guān)系19.

從競爭者到競爭動態(tài)圖5.1

從競爭者到競爭動態(tài)20.二、競爭者分析WHYWHATHOW21.COMPETITORANALYSIS1、WHY——競爭者分析意義：Competitoranalysisisusedtohelpafirmunderstanditscompetitors.Withtheanalysis,afirmisbetterabletopredictcompetitors’behaviorswhenformingitscompetitiveactionsandresponses.競爭者分析可以幫助公司了解競爭對手；通過競爭者分析，公司在采取競爭者行動和反響時能夠更好地預(yù)測競爭對手的行動。22.COMPETITORANALYSIS2、WHAT——識別競爭者的方法：1〕、Generalcompetitors〔一般競爭者〕：所有競爭相同目標(biāo)顧客的一切企業(yè)。2〕、Formcompetitors〔形式競爭者〕：滿足顧客同一種需要的產(chǎn)品生產(chǎn)企業(yè)。3〕、Industrycompetitors〔行業(yè)競爭者〕：在同一個行業(yè)中提供類似或容易相互替代產(chǎn)品的生產(chǎn)企業(yè)。4〕、Brandcompetitors〔品牌競爭者〕：產(chǎn)品的品種、規(guī)格等都相同，只有品牌不同的產(chǎn)品生產(chǎn)企業(yè)。23.柯達(dá)膠卷的競爭者柯達(dá)100富士100所有膠卷數(shù)碼產(chǎn)品所有企業(yè)

HOW——競爭者分析框架：矩陣方法PAGE：127圖5.3

一個競爭者分析框架CompetitorAnalysisMarketCommonality

Eachindustrycomposedofvariousmarketswhichcanbesubdividedinto(segments)I.e.,FinancialindustryExamplesfromtext(p.123)IndustryMarketMarketSegmentProductSegmentGeographicMarketFinancialInsuranceCommercial,ConsumerHealth,lifeEast,westBrokeragesvcs

Banks

TransportationCommercialairtravelGroundtransportation

MARKETCOMMONALITYMarketcommonalityisconcernedwith:Thenumberofmarketswithwhichafirmandacompetitorarejointlyinvolved。Thedegreeofimportanceoftheindividualmarketstoeachcompetitor。公司與競爭者共同參與競爭的市場個數(shù)每一個單獨市場對彼此的重要程度28.CompetitorAnalysisResourceSimilarityExtenttowhichfirm’stangible/intangibleresourcesarecomparabletocompetitor’sintypeandamountI.e.,FedExandUPS–bothhaveefficientoperationsandfocusoncostreduction資源相似性是指與競爭對手相比，公司的有形資源和無形資源在類型和數(shù)量上的相似程度。結(jié)論Combinationofmarketcommonality&resourcesimilarityindicateafirm’sdirectcompetitors.

HOW——競爭者分析框架：矩陣方法PAGE：127圖5.3

一個競爭者分析框架31.戰(zhàn)略聚焦：案例：PAGE：124全球汽車制造業(yè)中的市場共性與資源相似性32.Competitivedynamicsinslow,fastandstandard-cyclemarkets三、競爭動態(tài)與不同周期市場33.COMPETITIVEDYNAMICS

Competitivedynamicsdifferinslow-cycle,fast-cycle,andstandard-cyclemarkets.在慢周期市場、快周期市場和標(biāo)準(zhǔn)周期市場中，競爭動態(tài)各不相同。34.CompetitiveDynamics:3MarketCycles1.Slow-CycleMarketsMarketsinwhichthefirm'scompetitiveadvantagesareshieldedfromimitationforlongperiodsoftime,andinwhichimitationiscostlyBuildaone-of-a-kindcompetitiveadvantagewhichcreatessustainability(I.e.,proprietaryanddifficultforcompetitorstounderstand)Organizationalstructureshouldbeusedtoeffectivelysupportstrategicefforts35.

GradualErosionofaSustainedCompetitiveAdvantage

36.

Slow-CycleMarkets競爭動態(tài)圖5.4

可持續(xù)性競爭優(yōu)勢的逐漸侵蝕37.

競爭動態(tài)慢周期市場公司的競爭優(yōu)勢難以被模仿，因為模仿需要較長的時間和高昂的本錢。競爭優(yōu)勢維持的時間可以更長一些。建立一種獨特而專有的能力可以幫助公司獲得競爭優(yōu)勢并維持競爭優(yōu)勢〔例如：競爭對手難以模仿的和專有的優(yōu)勢〕。一旦獲得了專有的競爭優(yōu)勢，公司的競爭性行為將以保護(hù)、維持和擴(kuò)大競爭優(yōu)勢為主。組織結(jié)構(gòu)應(yīng)該有效地支持公司的戰(zhàn)略。38.CompetitiveDynamics:3MarketCycles(Cont’d)2.Fast-CycleMarketsMarketsinwhichthefirm'scapabilitiesthatcontributetocompetitiveadvantagesarenotshieldedfromimitationandwhereimitationisoftenrapidandinexpensiveFocus:learninghowtorapidlyandcontinuouslydevelopnewcompetitiveadvantagesthataresuperiortothosetheyreplace(creatinginnovation)Avoidloyaltytoanyoneproduct,possiblycannibalizingtheirowncurrentproductstolaunchnewonesbeforecompetitorslearnhowtodosothroughsuccessfulimitation39.

競爭動態(tài)快周期市場公司獲得的競爭優(yōu)勢不能免于被模仿。技術(shù)不是專有的模仿是快速和低本錢的競爭優(yōu)勢難以維持市場是多變的聚焦：學(xué)習(xí)如何快速和持續(xù)地開展新的、優(yōu)于以往的競爭優(yōu)勢〔持續(xù)創(chuàng)新〕40.

競爭動態(tài)快周期市場不再“忠誠〞于任何一種產(chǎn)品，而是要在競爭對手成功模仿之前就實現(xiàn)產(chǎn)品的更新?lián)Q代.在競爭對手對第一種產(chǎn)品作出反響之前，不斷地嘗試開發(fā)另一種暫時的競爭優(yōu)勢.41.DevelopingTemporaryAdvantagestoCreateSustainedAdvantage

開展暫時性優(yōu)勢來創(chuàng)造可持續(xù)性優(yōu)勢42.CompetitiveDynamics:3MarketCycles(Cont’d)3.Standard-CycleMarketsMarketswherefirm’scompetitiveadvantagesaremoderatelyshieldedfromimitationandwhereimitationismoderatelycostlyCompetitiveadvantagespartiallysustainedasqualityiscontinuouslyupgradedSeektoservemanycustomersandgainalargemarketshareGainbrandloyaltythroughbrandnamesCarefuloperationalcontrol/manageaconsistentexperienceforthecustomer43.

競爭動態(tài)標(biāo)準(zhǔn)周期市場公司的競爭優(yōu)勢受到適當(dāng)?shù)谋Ｗo(hù)以防止被模仿。競爭者進(jìn)行模仿只需要付出適當(dāng)?shù)谋惧X。只要公司能夠不斷提升能力，領(lǐng)先于競爭者，就可以維持局部競爭優(yōu)勢。公司尋求更大的市場份額；大量的市場開展規(guī)模經(jīng)濟(jì)；通過品牌名稱贏得顧客的忠誠；仔細(xì)控制公司的經(jīng)營運(yùn)作。44.COMPETITIVEDYNAMICSVERSUSRIVALRYCOMPETITIVERIVALRY (Individualfirms)Marketcommonalityandresourcesimilarity

COMPETITIVEDYNAMICS

(Allfirms)Marketspeed(slow-cycle,fast-cycle,andstandard-cycle45.競爭性對抗與競爭動態(tài)競爭性對抗 〔單個公司〕市場共性與資源相似性競爭動態(tài) 〔所有公司〕市場速度〔慢周期市場、快周期市場和標(biāo)準(zhǔn)周期市場〕46.戰(zhàn)略聚焦：PAGE：139銷售云計算資源的競爭47.?2021CengageLearning.

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