成熟期產業的竞争动态策略(ppt 48页).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,offeringsimilarproductsandtargetingsimilarcustomersCompetitiverivalrytheongoingsetofcompetitiveactionsandresponsesoccurringbetweencompetitorscompetitiverivalryinfluencesanindividualfirmsabilitytogainandsustaincompetitiveadvantages,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,EffectofCompetitiveRivalryonaFirmsStrategies,Successofastrategyisdeterminedby:thefirmcompetitiveactionshowwellitanticipatescompetitorsresponsestothemhowwellthefirmanticipatesandrespondstoitscompetitorsinitialactionsCompetitiverivalryaffectsalltypesofstrategiesmostdominantinfluenceisonthefirmsbusiness-levelstrategyorstrategies.,8,AModelofCompetitiveRivalry,feedback,9,CompetitiveRivalry,FirmsaremutuallyinterdependentonefirmscompetitiveactionshavenoticeableeffectsoncompetitorsonefirmscompetitiveactionselicitcompetitiveresponsesfromcompetitorscompetitorsfeeleachothersactionsandresponsesMarketplacesuccessisafunctionofbothindividualstrategiesandtheconsequencesoftheiruse,10,CompetitorAnalysis,Competitoranalysisatechniquefirmsusetounderstandtheircompetitiveenvironment.Alongwiththegeneralandindustryenvironments,thecompetitiveenvironmentcomprisesthefirmsexternalenvironmentatechniqueusedtohelpthefirmunderstanditscompetitorsthefirststeptobeingabletopredictcompetitorsbehaviorintheformofitscompetitiveactionsandresponses,11,MarketCommonality,MarketCommonalityisconcernedwiththenumberofmarketswithwhichafirmandacompetitorarejointlyinvolvedthedegreeofimportanceoftheindividualmarketstoeachcompetitorMostindustriesmarketsaresomewhatrelatedintermsoftechnologiescorecompetenciesMultimarketcompetitionFirmscompetinginseveralmarkets,12,ResourceSimilarity,ResourcesimilaritytheextenttowhichthefirmstangibleandintangibleresourcesarecomparabletoacompetitorsintermsofbothtypeandamountFirmswithsimilartypesandamountsofresourcesarelikelytohavesimilarstrengthsandweaknessesusesimilarstrategiesAssessingresourcesimilaritycanbedifficultifcriticalresourcesareintangibleratherthantangible,13,AFrameworkofCompetitorAnalysis,MarketCommonality,High,Low,Low,High,ResourceSimilarity,Theshadedarearepresentsdegreeofmarketcommonalitybetweentwofirms,ResourceendowmentB,ResourceendowmentA,KEY,I,II,III,IV,14,DriversofCompetitiveActionsandResponses:,Awarenessistheextenttowhichcompetitorsrecognizethedegreeoftheirmutualinterdependencemutualinterdependenceresultsfrommarketcommonalityresourcesimilarity,Awareness,Driversofcompetitivebehavior,15,DriversofCompetitiveActionsandResponses:,Motivationconcernsthefirmsincentivetotakeactionortorespondtoacompetitorsattackandrelatestoperceivedgainsandlosses,Driversofcompetitivebehavior,Motivation,16,DriversofCompetitiveActionsandResponses:,AbilityrelatestoeachfirmsresourcestheflexibilitytheseresourcesprovideWithoutavailableresourcesthefirmlackstheabilitytoattackacompetitortorespondtothecompetitorsactions,Driversofcompetitivebehavior,Ability,17,DriversofCompetitiveActionsandResponses:,AfirmismorelikelytoattacktherivalwithwhomithaslowmarketcommonalitythantheonewithwhomitcompetesinmultiplemarketsBecauseofthehighstakesofcompetitionundertheconditionofmarketcommonality,thereisahighprobabilitythattheattackedfirmwillrespondtoitscompetitorsactioninanefforttoprotectitspositioninoneormoremarkets,Driversofcompetitivebehaviorinfluencedby,MarketCommonality,18,DriversofCompetitiveActionsandResponses:,Thegreatertheresourceimbalancebetweentheactingfirmandcompetitorsorpotentialresponders,thegreaterwillbethedelayinresponsebythefirmwitharesourcedisadvantageWhenfacingcompetitorswithgreaterresourcesormoreattractivemarketpositions,firmsshouldeventuallyrespond,nomatterhowchallengingtheresponse,Driversofcompetitivebehaviorinfluencedby,ResourceSimilarity,19,CompetitiveRivalry,CompetitiveactionastrategicortacticalactionthefirmtakestobuildordefenditscompetitiveadvantagesorimproveitsmarketpositionCompetitiveresponseastrategicortacticalactionthefirmtakestocountertheeffectsofacompetitorscompetitiveaction,20,StrategicandTacticalActions,Strategicactionorastrategicresponseamarket-basedmovethatinvolvesasignificantcommitmentoforganizationalresourcesandisdifficulttoimplementandreverseTacticalactionoratacticalresponsemarket-basedmovethatistakentofine-tuneastrategy;itinvolvesfewerresourcesandisrelativelyeasytoimplementandreverse,21,FactorsAffectingLikelihoodofAttack:,FirstmoversallocatefundsforproductinnovationanddevelopmentaggressiveadvertisingadvancedresearchanddevelopmentFirstmoverscangaintheloyaltyofcustomerswhomaybecomecommittedtothefirmsgoodsorservicesmarketsharethatcanbedifficultforcompetitorstotakeduringfuturecompetitiverivalry,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:,Qualityexistswhenthefirmsgoodsorservicesmeetorexceedcustomersexpectations,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:,Qualityexistswhenthefirmsgoodsorservicesmeetorexceedcustomersexpectations,Quality,ServicequalitydimensionsincludeTimeliness及時Courtesy殷勤Consistency一致Convenience方便Completeness完整Accuracy準確,27,FactorsAffectingLikelihoodofResponse,Firmsstudythreefactorstopredicthowacompetitorislikelytorespondtocompetitiveactionstypeofcompetitiveactionreputationmarketdependence,28,FactorsAffectingLikelihoodofResponse:,StrategicactionsreceivestrategicresponsesTacticalresponsesaretakentocountertheeffectsoftacticalactionsStrategicactionselicitfewertotalcompetitiveresponsesAcompetitorlikelywillrespondquicklytoatacticalactionThetimeneededtoimplementandassessastrategicactiondelayscompetitorsresponses,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:,MarketdependenceistheextenttowhichafirmsrevenuesorprofitsarederivedfromaparticularmarketIngeneral,firmscanpredictthatcompetitorswithhighmarketdependencearelikelytorespondstronglytoattacksthreateningtheirmarketposition(比較富士軟片攻擊美國市場與台灣市場),MarketDependence,32,Competition,CompetitiveDynamicscompetitivedynamicsconcernstheongoingactionsandresponsestakingplaceamongallfirmscompetingwithinamarketforadvantageouspositionsCompetitiveRivalrybuildingandsustainingcompetitiveadvantagesareatthecoreofcompetitiverivalrycompetitiveadvantagesarethelinktoanadvantageousmarketposition,33,StrategicConductisDynamic,AfirmsstrategicconductisdynamicinnatureActionsandresponsesshapethecompetitivepositionsofeachfirmsbusinesslevelstrategy,34,StrategicConductisDynamic,ActionstakenbyonefirmelicitsresponsesfromcompetitorsCompetitiveresponsesleadtoadditionalactionsfromthefirmthatactedoriginally,35,CompetitiveDynamics:,Slow-cyclemarketsthefirmscompetitiveadvantagesareshieldedfromimitationforlongperiodsoftimeimitationiscostlyCompetitiveadvantagesaresustainableinslow-cyclemarketsAproprietary,one-of-a-kindcompetitiveadvantageleadstocompetitivesuccessinaslow-cyclemarket,Slow-CycleMarkets,36,GradualErosionofaSustainableCompetitiveAdvantage,ReturnsfromaSustainableCompetitiveAdvantage,Time(Years),Launch,Exploitation,Counterattack,37,CompetitiveDynamics:,Fast-cyclemarketsthefirmscompetitiveadvantagesarentshieldedfromimitationimitationhappensquicklyandsomewhatinexpensivelyCompetitiveadvantagesarentsustainableCompetitorsuse反攻toquicklyimitateorimproveonthefirmsproductsNon-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壞競爭者