竞争动态.ppt

2003SouthwesternPublishingCompany 1 CompetitiveRivalryandCompetitiveDynamics MichaelA HittR DuaneIrelandRobertE Hoskisson Chapter5 2 StrategyImplementation Chapter13StrategicEntrepreneurship Chapter11OrganizationalStructureandControls Chapter10CorporateGovernance Chapter12StrategicLeadership StrategyFormulation StrategicCompetitivenessAbove AverageReturns StrategicIntentStrategicMission Chapter2TheExternalEnvironment Chapter3TheInternalEnvironment TheStrategicManagementProcess Feedback StrategicInputs StrategicActions StrategicOutcomes Chapter5CompetitiveRivalryandCompetitiveDynamics Chapter4Business LevelStrategy 3 Definitions Competitorsfirmsoperatinginthesamemarket offeringsimilarproductsandtargetingsimilarcustomersCompetitiverivalrytheongoingsetofcompetitiveactionsandresponsesoccurringbetweencompetitorscompetitiverivalryinfluencesanindividualfirm sabilitytogainandsustaincompetitiveadvantages 4 Definitions CompetitivebehaviorthesetofcompetitiveactionsandcompetitiveresponsesthefirmtakestobuildordefenditscompetitiveadvantagesandtoimproveitsmarketpositionCompetitivedynamicsthetotalsetofactionsandresponsestakenbyallfirmscompetingwithinamarket 5 FromCompetitorstoCompetitiveDynamics Engagein Why How 6 個案 GeneralMills 早餐穀片市場主要競爭者 家樂氏與Post PhilipMorris旗下的Kraft 競爭手法 價格 創新產品買一送一的促銷GeneralMills的問題現有競爭者潛在競爭者供應商的貨源受污染 1995年GM總裁宣佈取消價格促銷戰術家樂氏跟進Post乘機爭奪市場次要競爭者 私有品牌 伺機大顯身手改良產品提高效率和零售商建立良好關係大廠的競爭反應減價私有品牌利潤受到壓縮而出售產品線 7 EffectofCompetitiveRivalryonaFirm sStrategies Successofastrategyisdeterminedby thefirm competitiveactionshowwellitanticipatescompetitors responsestothemhowwellthefirmanticipatesandrespondstoitscompetitors initialactionsCompetitiverivalryaffectsalltypesofstrategiesmostdominantinfluenceisonthefirm sbusiness levelstrategyorstrategies 8 AModelofCompetitiveRivalry feedback 9 CompetitiveRivalry Firmsaremutuallyinterdependentonefirm scompetitiveactionshavenoticeableeffectsoncompetitorsonefirm scompetitiveactionselicitcompetitiveresponsesfromcompetitorscompetitorsfeeleachother sactionsandresponsesMarketplacesuccessisafunctionofbothindividualstrategiesandtheconsequencesoftheiruse 10 CompetitorAnalysis Competitoranalysisatechniquefirmsusetounderstandtheircompetitiveenvironment Alongwiththegeneralandindustryenvironments thecompetitiveenvironmentcomprisesthefirm sexternalenvironmentatechniqueusedtohelpthefirmunderstanditscompetitorsthefirststeptobeingabletopredictcompetitors behaviorintheformofitscompetitiveactionsandresponses 11 MarketCommonality MarketCommonalityisconcernedwiththenumberofmarketswithwhichafirmandacompetitorarejointlyinvolvedthedegreeofimportanceoftheindividualmarketstoeachcompetitorMostindustries marketsaresomewhatrelatedintermsoftechnologiescorecompetenciesMultimarketcompetitionFirmscompetinginseveralmarkets 12 ResourceSimilarity Resourcesimilaritytheextenttowhichthefirm stangibleandintangibleresourcesarecomparabletoacompetitor sintermsofbothtypeandamountFirmswithsimilartypesandamountsofresourcesarelikelytohavesimilarstrengthsandweaknessesusesimilarstrategiesAssessingresourcesimilaritycanbedifficultifcriticalresourcesareintangibleratherthantangible 13 AFrameworkofCompetitorAnalysis MarketCommonality High Low Low High ResourceSimilarity Theshadedarearepresentsdegreeofmarketcommonalitybetweentwofirms ResourceendowmentB ResourceendowmentA KEY I II III IV 14 DriversofCompetitiveActionsandResponses Awarenessistheextenttowhichcompetitorsrecognizethedegreeoftheirmutualinterdependencemutualinterdependenceresultsfrommarketcommonalityresourcesimilarity Awareness Driversofcompetitivebehavior 15 DriversofCompetitiveActionsandResponses Motivationconcernsthefirm sincentivetotakeactionortorespondtoacompetitor sattackandrelatestoperceivedgainsandlosses Driversofcompetitivebehavior Motivation 16 DriversofCompetitiveActionsandResponses Abilityrelatestoeachfirm sresourcestheflexibilitytheseresourcesprovideWithoutavailableresourcesthefirmlackstheabilitytoattackacompetitortorespondtothecompetitor sactions Driversofcompetitivebehavior Ability 17 DriversofCompetitiveActionsandResponses AfirmismorelikelytoattacktherivalwithwhomithaslowmarketcommonalitythantheonewithwhomitcompetesinmultiplemarketsBecauseofthehighstakesofcompetitionundertheconditionofmarketcommonality thereisahighprobabilitythattheattackedfirmwillrespondtoitscompetitor sactioninanefforttoprotectitspositioninoneormoremarkets Driversofcompetitivebehaviorinfluencedby MarketCommonality 18 DriversofCompetitiveActionsandResponses Thegreatertheresourceimbalancebetweentheactingfirmandcompetitorsorpotentialresponders thegreaterwillbethedelayinresponsebythefirmwitharesourcedisadvantageWhenfacingcompetitorswithgreaterresourcesormoreattractivemarketpositions firmsshouldeventuallyrespond nomatterhowchallengingtheresponse Driversofcompetitivebehaviorinfluencedby ResourceSimilarity 19 CompetitiveRivalry CompetitiveactionastrategicortacticalactionthefirmtakestobuildordefenditscompetitiveadvantagesorimproveitsmarketpositionCompetitiveresponseastrategicortacticalactionthefirmtakestocountertheeffectsofacompetitor scompetitiveaction 20 StrategicandTacticalActions Strategicactionorastrategicresponseamarket basedmovethatinvolvesasignificantcommitmentoforganizationalresourcesandisdifficulttoimplementandreverseTacticalactionoratacticalresponsemarket basedmovethatistakentofine tuneastrategy itinvolvesfewerresourcesandisrelativelyeasytoimplementandreverse 21 FactorsAffectingLikelihoodofAttack FirstmoversallocatefundsforproductinnovationanddevelopmentaggressiveadvertisingadvancedresearchanddevelopmentFirstmoverscangaintheloyaltyofcustomerswhomaybecomecommittedtothefirm sgoodsorservicesmarketsharethatcanbedifficultforcompetitorstotakeduringfuturecompetitiverivalry FirstMoverIncentives 22 SecondMover 跟隨第一行動者的競爭性行動而行動的企業 可享有搭便車效果 第二行動者通常是的第一模仿行動者 第二行動者掌握部分顧客與顧客忠誠 避免部分第一行動者所面臨的未知市場風險 成功與否決定於反應的速度 愈快與有利 必須擁有模仿的必要能力 第二行動者 23 FactorsAffectingLikelihoodofAttack SmallfirmsaremorelikelytolaunchcompetitiveactionstobequickerindoingsoSmallfirmsareperceivedasnimbleandflexiblecompetitorsrelyingonspeedandsurprisetodefendtheircompetitiveadvantagesordevelopnewoneswhileengagedincompetitiverivalrySmallfirmshavetheflexibilityneededtolaunchagreatervarietyofcompetitiveactions Size 24 FactorsAffectingLikelihoodofAttack LargefirmsarelikelytoinitiatemorecompetitiveactionsaswellasstrategicactionsduringagiventimeperiodLargeorganizationscommonlyhavetheslackresourcesrequiredtolaunchalargernumberoftotalcompetitiveactions Size 25 FactorsAffectingLikelihoodofAttack Qualityexistswhenthefirm sgoodsorservicesmeetorexceedcustomers expectations Quality ProductqualitydimensionsincludePerformance性能Features特徵Flexibility彈性Durability耐久性Conformance構造Serviceability有用性Aesthetics美感Perceivedquality品質知覺 26 FactorsAffectingLikelihoodofAttack Qualityexistswhenthefirm sgoodsorservicesmeetorexceedcustomers expectations Quality ServicequalitydimensionsincludeTimeliness及時Courtesy殷勤Consistency一致Convenience方便Completeness完整Accuracy準確 27 FactorsAffectingLikelihoodofResponse Firmsstudythreefactorstopredicthowacompetitorislikelytorespondtocompetitiveactionstypeofcompetitiveactionreputationmarketdependence 28 FactorsAffectingLikelihoodofResponse StrategicactionsreceivestrategicresponsesTacticalresponsesaretakentocountertheeffectsoftacticalactionsStrategicactionselicitfewertotalcompetitiveresponsesAcompetitorlikelywillrespondquicklytoatacticalactionThetimeneededtoimplementandassessastrategicactiondelayscompetitors responses TypeofCompetitiveAction 29 FactorsAffectingLikelihoodofResponse AnactoristhefirmtakinganactionorresponseReputationisthepositiveornegativeattributeascribedbyonerivaltoanotherbasedonpastcompetitivebehaviorThefirmstudiesresponsesthatacompetitorhastakenpreviouslywhenattackedtopredictlikelyresponses Reputation 30 市場領袖較易被模仿高風險的企業行動較少被模仿價格掠奪者較少被模仿 行動者的名聲 31 FactorsAffectingLikelihoodofResponse Marketdependenceistheextenttowhichafirm srevenuesorprofitsarederivedfromaparticularmarketIngeneral firmscanpredictthatcompetitorswithhighmarketdependencearelikelytorespondstronglytoattacksthreateningtheirmarketposition 比較富士軟片攻擊美國市場與台灣市場 MarketDependence 32 Competition CompetitiveDynamicscompetitivedynamicsconcernstheongoingactionsandresponsestakingplaceamongallfirmscompetingwithinamarketforadvantageouspositionsCompetitiveRivalrybuildingandsustainingcompetitiveadvantagesareatthecoreofcompetitiverivalrycompetitiveadvantagesarethelinktoanadvantageousmarketposition 33 StrategicConductisDynamic Afirm sstrategicconductisdynamicinnatureActionsandresponsesshapethecompetitivepositionsofeachfirm sbusinesslevelstrategy 34 StrategicConductisDynamic ActionstakenbyonefirmelicitsresponsesfromcompetitorsCompetitiveresponsesleadtoadditionalactionsfromthefirmthatactedoriginally 35 CompetitiveDynamics Slow cyclemarketsthefirm scompetitiveadvantagesareshieldedfromimitationforlongperiodsoftimeimitationiscostlyCompetitiveadvantagesaresustainableinslow cyclemarketsAproprietary one of a kindcompetitiveadvantageleadstocompetitivesuccessinaslow cyclemarket Slow CycleMarkets 36 GradualErosionofaSustainableCompetitiveAdvantage ReturnsfromaSustainableCompetitiveAdvantage Time Years Launch Exploitation Counterattack 37 CompetitiveDynamics Fast cyclemarketsthefirm scompetitiveadvantagesaren tshieldedfromimitationimitationhappensquicklyandsomewhatinexpensivelyCompetitiveadvantagesaren tsustainableCompetitorsuse反攻toquicklyimitateorimproveonthefirm sproductsNon proprietarytechnologyisdiffusedrapidly Fast CycleMarkets 38 ObtainingTemporaryAdvantagestoCreateSustainedAdvantage ReturnsfromaSeriesofReplicableActions Time Years Launch Exploitation Counterattack Firmhasalreadymovedtonextadvantage 39 掌握快速週期市場先機的策略性步驟 1 中斷現狀 以確認新機會與改變競爭規則來中斷現有狀態 透過速度與變化達成目的 2 創造短暫的優勢 以瞭解顧客 科技與未來為基礎 強調顧客導向與員工授權賦能 3 掌握主動權 積極轉進新的競爭領域 努力創造新優勢或破