Competitive Strategies（英文版）(ppt 22页).ppt

StrategicManagementinAction 6 CompetitiveStrategies LearningObjectives 1 Explaintheimportanceofcompetitiveadvantage 2 Definecompetition 3 Describehowanorganization scompetitorscanbedetermined 4 Explainwhatastrategicgroupis 5 Discusshowresources capabilities andcorecompetenciesleadtocompetitiveadvantage 6 Explaintherelationshipbetweencompetitiveadvantageandcompetitivestrategies 7 DescribeMilesandSnow sadaptivestrategies continuedonnextslide LearningObjectives 8 DescribeAbell sbusinessdefinitionframework 9 DiscussPorter sgenericcompetitivestrategies 10 Explainwhatitmeanstobe stuckinthemiddle 11 Describeanintegratedlow costdifferentiationstrategy 12 ExplainMintzberg sgenericcompetitivestrategies 13 Describehowanorganization scompetitivestrategiesareimplemented evaluated andchanged 14 Explainwhatrolefunctionalstrategiesplayinanorganization scompetitivestrategies 15 Discussthevariouscompetitiveposturesandactionsanorganizationcantake WHATISCOMPETITIVEADVANTAGEANDHOWDOWEGETIT CompetitiveAdvantage KeyconceptofstrategicmanagementSetsanorganizationapartWhatcompetitivestrategiesaredesignedtoexploitImpliesothercompetitorsCanbeerodedeasilyandquicklybycompetitors UnderstandingtheCompetitiveEnvironment WhatIsCompetition Whenorganizationsbattleforsomedesiredobject outcomeWhoAreOurCompetitors Industryperspective Marketperspective Strategicgroupsperspective WhoAreOurCompetitors IndustryandMarketApproachestoDefiningCompetitorsFigure6 2 Industry SameProduct Service NumberofSellersDegreeofDifferentiation OneLow PureMonopoly FewLow PureOligopoly FewMedium DifferentiatedOligopoly ManyHigh MonopolisticCompetition ManyNone PureCompetition Market CustomerNeeds WhoAreOurCompetitors Table6 1PossibleStrategicDimensionsforIdentifyingStrategicGroups Price Quality Levelofverticalintegration Geographicscope Productlinebreadth depth Levelofdiversification R Dexpenditures Marketshare Profits Productcharacteristics Anyotherrelevantstrategicfactor WhoAreOurCompetitors StrategicGroups CosmeticsIndustryFigure6 3 DistributionStrategy SelectiveDepartmentStoreMass Discount PriceStrategy LowMediumHigh GroupAMaybellineCoverGirlAlmaySallyHansenBonneBellWet nWild GroupBRevlonUltimaPrescriptivesMaxFactorCoty GroupCEst eLauderClinqueColorMeBeautifulZhenChantelL Oreal GroupDAdrianArpelCharlesoftheRitzLanc me GroupEAvonMaryKayOriginsTheBodyShop GroupFElizabethArdenChanelChristianDior TheRoleofResources DistinctiveCapabilities CoreCompetenciesinGainingCompetitiveAdvantage Everyorganizationhasresourcesandworkprocesses systemstodowhateverit sinbusinesstodo Someorganizations cando others can tdo CompetitiveadvantageimpliesgainingtheedgeonothersOrganizationsstriveforsustainablecompetitiveadvantageandsetthestageforcompetition intense moderate ormild FromCompetitiveAdvantagetoCompetitiveStrategy CompetitiveStrategy ExploitscompetitiveadvantageByfindingwaystouseresources distinctivecapabilities andcorecompetenciesWhichsettheorganizationapartfromitscompetitors WHATARETHECOMPETITIVESTRATEGIES Contrarytoexpectationsthenumberofwaystodefinecompetitivestrategyarelimited TraditionalapproachesNewperspectives TraditionalApproachestoDefiningCompetitiveStrategy Table6 2CharacteristicsofMilesandSnow sAdaptive Competitive Strategies StrategyCharacteristics Prospector Defender OrganizationseeksinnovationDemonstratedabilitytosurveydynamicenvironmentanddevelopnewproducts servicestofitthechangingenvironmentFrequentlyandcontinuallyinnovating developing andtestingnewproducts servicesCompetitorsareuncertainaboutprospector sfuturestrategicdecisionsandactionsSearchesformarketstabilityProducesonlyalimitedproductlineforanarrowsegmentoftotalpotentialmarketSeekstoprotect defend itswell establishedbusinessDoeswhateverisnecessarytoaggressivelypreventcompetitorsfromenteringtheirturfCancarveoutandmaintainnicheswithinitsindustrythatcompetitorsfinddifficulttopenetrate TraditionalApproachestoDefiningCompetitiveStrategy Table6 2CharacteristicsofMilesandSnow sAdaptive Competitive Strategies StrategyCharacteristics continued Analyzer Reactor StrategyofanalysisandimitationThoroughlyanalyzesnewbusinessideas products services markets beforedecidingtojumpinWatchesforandcopiesthepromisingandsuccessfulideasofprospectorsLackscoherentstrategicplanSimplyreactstoenvironmentalchangesMakesstrategicadjustmentsonlywhenfinallyforcedtodosoUnabletorespondquicklytoenvironmentalchangesbecauseresources capabilitiesarelackingorarenotdevelopedorexploitedproperly TraditionalApproachestoDefiningCompetitiveStrategy Abell sBusinessDefinitionFramework Abusinesscanbedefinedusingthreedimensions Customergroups whowe regoingtoserveCustomerneeds whatcustomerneedwe reattemptingtomeetTechnologyordistinctivecompetencies howneedismet TraditionalApproachestoDefiningCompetitiveStrategy Abell sCompetitiveStrategiesFigure6 4 CompetitiveMarketScope BroadNarrow LevelofMarketSegmentDifferentiation HighNone Differentiated Undifferentiated Focus TraditionalApproachestoDefiningCompetitiveStrategy Porter sGenericCompetitiveStrategies Competitiveadvantagecomesfromonly1of2sources HavingthelowestcostsintheindustryPossessingsignificantanddesirabledifferencesfromcompetitorsAnotherimportantfactoristhescopeofproduct marketMixofthesefactorsprovidesthebasisfor Costleadershipstrategy orlow coststrategy DifferentiationstrategyFocusstrategy TraditionalApproachestoDefiningCompetitiveStrategy Porter sGenericCompetitiveStrategiesFigure6 5 CompetitiveMarketScope BroadNarrow CompetitiveAdvantage LowCostsProduct ServiceDifferences CostLeadership Differentiation Focus Cost Focus Differentiation NewPerspectivesonCompetitiveStrategy Newerperspectivesprovideanexpanded andperhapsmorerealistic descriptionofwhatcompetitivestrategiesorganizationsareusing Integratedlowcost differentiationstrategyMintzberg sgenericcompetitivestrategies NewPerspectivesonCompetitiveStrategy Mintzberg sGenericCompetitiveStrategiesFigure6 7 Differentiation Undifferentiated ByPrice ByMarketingImage ByProductDesign ByPr