家具行业的竞争动态英文版

CompetitiveRivalryandCompetitiveDynamicsMichaelA.HittR.DuaneIrelandRobertE.HoskissonChapter51©2003SouthwesternPublishingCompanyStrategyImplementationChapter13StrategicEntrepreneurshipChapter11OrganizationalStructureandControlsChapter10CorporateGovernanceChapter12StrategicLeadershipStrategyFormulationStrategicCompetitivenessAbove-AverageReturnsStrategicIntentStrategicMissionChapter2TheExternalEnvironmentChapter3TheInternalEnvironmentTheStrategicManagementProcessFeedbackStrategicInputsStrategicActionsStrategicOutcomesChapter5CompetitiveRivalryandCompetitiveDynamicsChapter4Business-LevelStrategy2DefinitionsCompetitorsfirmsoperatinginthesamemarket,offeringsimilarproductsandtargetingsimilarcustomersCompetitiverivalrytheongoingsetofcompetitiveactionsandresponsesoccurringbetweencompetitorscompetitiverivalryinfluencesanindividualfirm’sabilitytogainandsustaincompetitiveadvantages3DefinitionsCompetitivebehaviorthesetofcompetitiveactionsandcompetitiveresponsesthefirmtakestobuildordefenditscompetitiveadvantagesandtoimproveitsmarketpositionCompetitivedynamicsthetotalsetofactionsandresponsestakenbyallfirmscompetingwithinamarket4FromCompetitorstoCompetitiveDynamicsCompetitorsThroughcompetitive behaviorCompetitiveactionsCompetitiveresponsesTogainanadvantageous marketpositionCompetitiveDynamicsCompetitiveactionsandresponsestakenbyall firmscompetinginamarketCompetitiverivalryEngageinWhatresults?Whatresults?Why?How?5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6EffectofCompetitiveRivalryonaFirm’sStrategiesSuccessofastrategyisdeterminedby:thefirm’competitiveactionshowwellitanticipatescompetitors’responsestothemhowwellthefirmanticipatesandrespondstoitscompetitors’initialactionsCompetitiverivalryaffectsalltypesofstrategiesmostdominantinfluenceisonthefirm’sbusiness-levelstrategyorstrategies.

7AModelofCompetitiveRivalryCompetitiveAnalysisMarketcommonalityResourcesimilarityDriversofCompetitiveBehaviorAwarenessMotivationAbilityInterimRivalryLikelihoodofAttackFirstmoverincentivesOrganizationalsizeQualityLikelihoodofResponseTypeofcompetitiveactionReputationMarketdependenceOutcomesMarketpositionFinancialperformancefeedback8CompetitiveRivalryFirmsaremutuallyinterdependent

onefirm’scompetitiveactionshavenoticeableeffectsoncompetitorsonefirm’scompetitiveactionselicitcompetitiveresponsesfromcompetitorscompetitorsfeeleachother’sactionsandresponsesMarketplacesuccessisafunctionofbothindividualstrategiesandtheconsequencesoftheiruse9CompetitorAnalysisCompetitoranalysisatechniquefirmsusetounderstandtheircompetitiveenvironment.Alongwiththegeneralandindustryenvironments,thecompetitiveenvironmentcomprisesthefirm’sexternalenvironmentatechniqueusedtohelpthefirm

understanditscompetitorsthefirststeptobeingabletopredictcompetitors’behaviorintheformofitscompetitiveactionsandresponses10MarketCommonalityMarketCommonalityisconcernedwiththenumberofmarketswithwhichafirmandacompetitorarejointlyinvolvedthedegreeofimportanceoftheindividualmarketstoeachcompetitorMostindustries’’marketsaresomewhatrelatedintermsoftechnologiescorecompetenciesMultimarketcompetitionFirmscompetinginseveralmarkets11ResourceSimilarityResourcesimilaritytheextenttowhichthefirm’’stangibleandintangibleresourcesarecomparabletoacompetitor’’sintermsofbothtypeandamountFirmswithsimilartypesandamountsofresourcesarelikelytohavesimilarstrengthsandweaknessesusesimilarstrategiesAssessingresourcesimilaritycanbedifficultifcriticalresourcesareintangibleratherthantangible12AFrameworkofCompetitorAnalysisMarketCommonalityHighLowLowHighResourceSimilarityTheshadedarearepresentsdegreeofmarketcommonalitybetweentwofirmsResourceendowmentBResourceendowmentAKEYIIIIIIIV13DriversofCompetitiveActionsandResponses:AwarenessistheextenttowhichcompetitorsrecognizethedegreeoftheirmutualinterdependencemutualinterdependenceresultsfrommarketcommonalityresourcesimilarityAwarenessAwarenessDriversofcompetitivebehavior14MotivationDriversofCompetitiveActionsandResponses:Motivationconcernsthefirm’’sincentivetotakeactionortorespondtoacompetitor’sattackandrelatestoperceivedgainsandlossesAwarenessDriversofcompetitivebehaviorMotivation15AbilityDriversofCompetitiveActionsandResponses:Abilityrelatestoeachfirm’’sresourcestheflexibilitytheseresourcesprovideWithoutavailableresourcesthefirmlackstheabilitytoattackacompetitortorespondtothecompetitor’’sactionsAwarenessDriversofcompetitivebehaviorMotivationAbility16DriversofCompetitiveActionsandResponses:AfirmismorelikelytoattacktherivalwithwhomithaslowmarketcommonalitythantheonewithwhomitcompetesinmultiplemarketsBecauseofthehighstakesofcompetitionundertheconditionofmarketcommonality,thereisahighprobabilitythattheattackedfirmwillrespondtoitscompetitor’’sactioninanefforttoprotectitspositioninoneormoremarketsMarketcommonalityDriversofcompetitivebehaviorinfluencedbyMarketCommonality17ResourcesimilarityDriversofCompetitiveActionsandResponses:Thegreatertheresourceimbalancebetweentheactingfirmandcompetitorsorpotentialresponders,thegreaterwillbethedelayinresponsebythefirmwitharesourcedisadvantageWhenfacingcompetitorswithgreaterresourcesormoreattractivemarketpositions,firmsshouldeventuallyrespond,nomatterhowchallengingtheresponseDriversofcompetitivebehaviorinfluencedbyMarketcommonalityResourceSimilarity18CompetitiveRivalryCompetitiveactionastrategicortacticalactionthefirmtakestobuildordefenditscompetitiveadvantagesorimproveitsmarketpositionCompetitiveresponseastrategicortacticalactionthefirmtakestocountertheeffectsofacompetitor’scompetitiveaction19StrategicandTacticalActionsStrategicactionorastrategicresponseamarket-basedmovethatinvolvesasignificantcommitmentoforganizationalresourcesandisdifficulttoimplementandreverseTacticalactionoratacticalresponsemarket-basedmovethatistakentofine-tuneastrategy;itinvolvesfewerresourcesandisrelativelyeasytoimplementandreverse20FactorsAffectingLikelihoodofAttack:FirstmoversallocatefundsforproductinnovationanddevelopmentaggressiveadvertisingadvancedresearchanddevelopmentFirstmoverscangaintheloyaltyofcustomerswhomaybecomecommittedtothefirm’sgoodsorservicesmarketsharethatcanbedifficultforcompetitorstotakeduringfuturecompetitiverivalryFirstmoverincentivesFirstMoverIncentives21SecondMover跟隨第一一行動者者的競爭爭性行動動而行動動的企業業(可享享有搭便便車效果果)第二行動動者通常常是的第第一模仿仿行動者者第二行動動者掌握握部分顧顧客與顧顧客忠誠誠避免部分分第一行行動者所所面臨的的未知市市場風險險成功與否否決定於於反應的的速度(愈快與與有利)必須擁有有模仿的的必要能能力第二行動動者22SizeFactorsAffectingLikelihoodofAttack:SmallfirmsaremorelikelytolaunchcompetitiveactionstobequickerindoingsoSmallfirmsareperceivedasnimbleandflexiblecompetitorsrelyingonspeedandsurprisetodefendtheircompetitiveadvantagesordevelopnewoneswhileengagedincompetitiverivalrySmallfirmshavetheflexibilityneededtolaunchagreatervarietyofcompetitiveactionsFirstmoverincentivesSize23FactorsAffectingLikelihoodofAttack:LargefirmsarelikelytoinitiatemorecompetitiveactionsaswellasstrategicactionsduringagiventimeperiodLargeorganizationscommonlyhavetheslackresourcesrequiredtolaunchalargernumberoftotalcompetitiveactionsFirstmoverincentivesSizeSize“Thinkandactbigandwe’llgetsmaller.Thinkandactsmallandwe’llgetbigger.”-HerbKelleher,FormerCEO,SouthwestAirlines24QualityFactorsAffectingLikelihoodofAttack:Qualityexistswhenthefirm’sgoodsorservicesmeetorexceedcustomers’’expectationsFirstmoverincentivesSizeQualityProductqualitydimensionsincludePerformance性能Features特徵Flexibility彈性Durability耐久性Conformance構造Serviceability有用性Aesthetics美感Perceivedquality品質知覺覺25QualityFactorsAffectingLikelihoodofAttack:Qualityexistswhenthefirm’sgoodsorservicesmeetorexceedcustomers’expectationsFirstmoverincentivesSizeQualityServicequalitydimensionsincludeTimeliness及時Courtesy殷勤Consistency一致Convenience方便Completeness完整Accuracy準確26FactorsAffectingLikelihoodofResponseFirmsstudythreefactorstopredicthowacompetitorislikelytorespondtocompetitiveactionstypeofcompetitiveactionreputationmarketdependence27FactorsAffectingLikelihoodofResponse:StrategicactionsreceivestrategicresponsesTacticalresponsesaretakentocountertheeffectsoftacticalactionsStrategicactionselicitfewertotalcompetitiveresponsesAcompetitorlikelywillrespondquicklytoatacticalactionThetimeneededtoimplementandassessastrategicactiondelayscompetitors’responsesTypeofcompetitiveactionTypeofCompetitiveAction28ReputationFactorsAffectingLikelihoodofResponse:AnactoristhefirmtakinganactionorresponseReputationisthepositiveornegativeattributeascribedbyonerivaltoanotherbasedonpastcompetitivebehaviorThefirmstudiesresponsesthatacompetitorhastakenpreviouslywhenattackedtopredictlikelyresponsesTypeofcompetitiveactionReputation29市場場領領袖袖較較易易被被模模仿仿高風風險險的的企企業業行行動動較較少少被被模模仿仿價格格掠掠奪奪者者較較少少被被模模仿仿行動動者者的的名名聲聲30MarketdependenceFactorsAffectingLikelihoodofResponse:Marketdependenceistheextenttowhichafirm’’srevenuesorprofitsarederivedfromaparticularmarketIngeneral,firmscanpredictthatcompetitorswithhighmarketdependencearelikelytorespondstronglytoattacksthreateningtheirmarketposition(比較較富富士士軟軟片片攻攻擊擊美美國國市市場場與與台台灣灣市市場場)TypeofcompetitiveactionReputationMarketDependence31CompetitionCompetitiveDynamicscompetitivedynamicsconcernstheongoingactionsandresponsestakingplaceamongallfirmscompetingwithinamarketforadvantageouspositionsCompetitiveRivalrybuildingandsustainingcompetitiveadvantagesareatthecoreofcompetitiverivalrycompetitiveadvantagesarethelinktoanadvantageousmarketposition32StrategicConductisDynamicAfirm’’sstrategicconductisdynamicinnatureActionsandresponsesshapethecompetitivepositionsofeachfirm’’sbusinesslevelstrategyFirmBFirmA33FirmBFirmAStrategicConductisDynamicActionstakenbyonefirmelicitsresponsesfromcompetitorsCompetitiveresponsesleadtoadditionalactionsfromthefirmthatactedoriginallyActionsResponseNewActionsNewResponse34CompetitiveDynamics:Slow-cyclemarketsthefirm’’scompetitiveadvantagesareshieldedfromimitationforlongperiodsoftimeimitationiscostlyCompetitiveadvantagesaresustainableinslow-cyclemarketsAproprietary,one-of-a-kindcompetitiveadvantageleadstocompetitivesuccessinaslow-cyclemarketSlow-cyclemarketsSlow-CycleMarkets35GradualErosionofaSustainableCompetitiveAdvantageReturnsfromaSustainableCompetitiveAdvantageTime(Years)0510LaunchExploitationCounterattack36Fast-cyclemarketsCompetitiveDynamics:Fast-cyclemarketsthefirm’’scompetitiveadvantagesaren’’tshieldedfromimitationimitationhappensquicklyandsomewhatinexpensivelyCompetitiveadvantagesaren’’tsustainableCompetitorsuse反攻攻toquicklyimitateorimproveonthefirm’’sproductsNon-proprietarytechnologyisdiffusedrapidlySlow-cyclemarketsFast-CycleMarkets37ObtainingTemporaryAdvantagestoCreateSustainedAdvantageReturnsfromaSeriesofReplicableActionsTime(Years)051015LaunchExploitationCounterattackFirmhasalreadymovedtonextadvantage38掌握快速速週期市市場先機機的策略略性步驟驟1中斷現狀狀以確認新新機會與與改變競競爭規則則來中斷斷現有狀狀態，透透過速度度與變化化達成目目的2創造短暫暫的優勢勢以瞭解顧顧客、科科技與未未來為基基礎，強強調顧客客導向與與員工授授權賦能能3掌握主動動權積極轉進進新的競競爭領域域，努力力創造新新優勢或或破壞競競爭者原原有的優優勢4維持衝勁勁一個接一一個的行行動，用用來掌握握先機與與維持衝衝勁，使使企業持持續發展展優勢39CompetitiveDynamics:Standard-cyclemarketsthefirm’scompetitiveadvantagesmaybeshieldedfromimitationimitationismoderatelycostlyCompetitiveadvantagesarepartiallysustainableifthefirmisabletocontinuouslyupgradethequalityofitscompetitiveadvantagesFirmsseeklargemarketsharesgaincustomerloyaltythroughbrandnamescarefullycontroloperationsSlow-cyclemarketsFast-cyclemarketsStandard-cyclemarketsS