家具行业的竞争动态(英文版)家具企业在未来的四种共存模式

CompetitiveRivalryandCompetitiveDynamicsMichaelA.HittR.DuaneIrelandRobertE.HoskissonChapter51©2023SouthwesternPublishingCompanyStrategyImplementationChapter13StrategicEntrepreneurshipChapter11OrganizationalStructureandControlsChapter10CorporateGovernanceChapter12StrategicLeadershipStrategyFormulationStrategicCompetitivenessAbove-AverageReturnsStrategicIntentStrategicMissionChapter2TheExternalEnvironmentChapter3TheInternalEnvironmentTheStrategicManagementProcessFeedbackStrategicInputsStrategicActionsStrategicOutcomesChapter5CompetitiveRivalryandCompetitiveDynamicsChapter4Business-LevelStrategy2DefinitionsCompetitorsfirmsoperatinginthesamemarket,offeringsimilarproductsandtargetingsimilarcustomersCompetitiverivalrytheongoingsetofcompetitiveactionsandresponsesoccurringbetweencompetitorscompetitiverivalryinfluencesanindividualfirm’sabilitytogainandsustaincompetitiveadvantages3DefinitionsCompetitivebehaviorthesetofcompetitiveactionsandcompetitiveresponsesthefirmtakestobuildordefenditscompetitiveadvantagesandtoimproveitsmarketpositionCompetitivedynamicsthetotalsetofactionsandresponsestakenbyallfirmscompetingwithinamarket4FromCompetitorstoCompetitiveDynamicsCompetitorsThroughcompetitive 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6EffectofCompetitiveRivalryonaFirm’sStrategiesSuccessofastrategyisdeterminedby:thefirm’competitiveactionshowwellitanticipatescompetitors’responsestothemhowwellthefirmanticipatesandrespondstoitscompetitors’initialactionsCompetitiverivalryaffectsalltypesofstrategiesmostdominantinfluenceisonthefirm’sbusiness-levelstrategyorstrategies.

7AModelofCompetitiveRivalryCompetitiveAnalysisMarketcommonalityResourcesimilarityDriversofCompetitiveBehaviorAwarenessMotivationAbilityInterimRivalryLikelihoodofAttackFirstmoverincentivesOrganizationalsizeQualityLikelihoodofResponseTypeofcompetitiveactionReputationMarketdependenceOutcomesMarketpositionFinancialperformancefeedback8CompetitiveRivalryFirmsaremutuallyinterdependent

onefirm’scompetitiveactionshavenoticeableeffectsoncompetitorsonefirm’scompetitiveactionselicitcompetitiveresponsesfromcompetitorscompetitorsfeeleachother’sactionsandresponsesMarketplacesuccessisafunctionofbothindividualstrategiesandtheconsequencesoftheiruse9CompetitorAnalysisCompetitoranalysisatechniquefirmsusetounderstandtheircompetitiveenvironment.Alongwiththegeneralandindustryenvironments,thecompetitiveenvironmentcomprisesthefirm’sexternalenvironmentatechniqueusedtohelpthefirm

understanditscompetitorsthefirststeptobeingabletopredictcompetitors’behaviorintheformofitscompetitiveactionsandresponses10MarketCommonalityMarketCommonalityisconcernedwiththenumberofmarketswithwhichafirmandacompetitorarejointlyinvolvedthedegreeofimportanceoftheindividualmarketstoeachcompetitorMostindustries’marketsaresomewhatrelatedintermsoftechnologiescorecompetenciesMultimarketcompetitionFirmscompetinginseveralmarkets11ResourceSimilarityResourcesimilaritytheextenttowhichthefirm’stangibleandintangibleresourcesarecomparabletoacompetitor’sintermsofbothtypeandamount

FirmswithsimilartypesandamountsofresourcesarelikelytohavesimilarstrengthsandweaknessesusesimilarstrategiesAssessingresourcesimilaritycanbedifficultifcriticalresourcesareintangibleratherthantangible

12AFrameworkofCompetitorAnalysisMarketCommonalityHighLowLowHighResourceSimilarityTheshadedarearepresentsdegreeofmarketcommonalitybetweentwofirmsResourceendowmentBResourceendowmentAKEYIIIIIIIV13DriversofCompetitiveActionsandResponses:AwarenessistheextenttowhichcompetitorsrecognizethedegreeoftheirmutualinterdependencemutualinterdependenceresultsfrommarketcommonalityresourcesimilarityAwarenessAwarenessDriversofcompetitivebehavior14MotivationDriversofCompetitiveActionsandResponses:Motivationconcernsthefirm’sincentivetotakeactionortorespondtoacompetitor’sattackandrelatestoperceivedgainsandlossesAwarenessDriversofcompetitivebehaviorMotivation15AbilityDriversofCompetitiveActionsandResponses:Abilityrelatestoeachfirm’sresourcestheflexibilitytheseresourcesprovideWithoutavailableresourcesthefirmlackstheabilitytoattackacompetitortorespondtothecompetitor’sactionsAwarenessDriversofcompetitivebehaviorMotivationAbility16DriversofCompetitiveActionsandResponses:AfirmismorelikelytoattacktherivalwithwhomithaslowmarketcommonalitythantheonewithwhomitcompetesinmultiplemarketsBecauseofthehighstakesofcompetitionundertheconditionofmarketcommonality,thereisahighprobabilitythattheattackedfirmwillrespondtoitscompetitor’sactioninanefforttoprotectitspositioninoneormoremarketsMarketcommonalityDriversofcompetitivebehaviorinfluencedbyMarketCommonality17ResourcesimilarityDriversofCompetitiveActionsandResponses:Thegreatertheresourceimbalancebetweentheactingfirmandcompetitorsorpotentialresponders,thegreaterwillbethedelayinresponsebythefirmwitharesourcedisadvantageWhenfacingcompetitorswithgreaterresourcesormoreattractivemarketpositions,firmsshouldeventuallyrespond,nomatterhowchallengingtheresponseDriversofcompetitivebehaviorinfluencedbyMarketcommonalityResourceSimilarity18CompetitiveRivalryCompetitiveactionastrategicortacticalactionthefirmtakestobuildordefenditscompetitiveadvantagesorimproveitsmarketpositionCompetitiveresponseastrategicortacticalactionthefirmtakestocountertheeffectsofacompetitor’scompetitiveaction19StrategicandTacticalActionsStrategicactionorastrategicresponseamarket-basedmovethatinvolvesasignificantcommitmentoforganizationalresourcesandisdifficulttoimplementandreverseTacticalactionoratacticalresponsemarket-basedmovethatistakentofine-tuneastrategy;itinvolvesfewerresourcesandisrelativelyeasytoimplementandreverse20FactorsAffectingLikelihoodofAttack:FirstmoversallocatefundsforproductinnovationanddevelopmentaggressiveadvertisingadvancedresearchanddevelopmentFirstmoverscangaintheloyaltyofcustomerswhomaybecomecommittedtothefirm’sgoodsorservicesmarketsharethatcanbedifficultforcompetitorstotakeduringfuturecompetitiverivalryFirstmoverincentivesFirstMoverIncentives21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22SizeFactorsAffectingLikelihoodofAttack:SmallfirmsaremorelikelytolaunchcompetitiveactionstobequickerindoingsoSmallfirmsareperceivedasnimbleandflexiblecompetitorsrelyingonspeedandsurprisetodefendtheircompetitiveadvantagesordevelopnewoneswhileengagedincompetitiverivalrySmallfirmshavetheflexibilityneededtolaunchagreatervarietyofcompetitiveactionsFirstmoverincentivesSize23FactorsAffectingLikelihoodofAttack:LargefirmsarelikelytoinitiatemorecompetitiveactionsaswellasstrategicactionsduringagiventimeperiodLargeorganizationscommonlyhavetheslackresourcesrequiredtolaunchalargernumberoftotalcompetitiveactionsFirstmoverincentivesSizeSize“Thinkandactbigandwe’llgetsmaller.Thinkandactsmallandwe’llgetbigger.”-HerbKelleher,FormerCEO,SouthwestAirlines24QualityFactorsAffectingLikelihoodofAttack: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25QualityFactorsAffectingLikelihoodofAttack:Qualityexistswhenthefirm’sgoodsorservicesmeetorexceedcustomers’expectationsFirstmoverincentivesSizeQualityServicequalitydimensionsincludeTimeliness及時Courtesy殷勤Consistency一致Convenience方便Completeness完整Accuracy準確26FactorsAffectingLikelihoodofResponseFirmsstudythreefactorstopredicthowacompetitorislikelytorespondtocompetitiveactionstypeofcompetitiveactionreputationmarketdependence27FactorsAffectingLikelihoodofResponse:StrategicactionsreceivestrategicresponsesTacticalresponsesaretakentocountertheeffectsoftacticalactionsStrategicactionselicitfewertotalcompetitiveresponsesAcompetitorlikelywillrespondquicklytoatacticalactionThetimeneededtoimplementandassessastrategicactiondelayscompetitors’responsesTypeofcompetitiveactionTypeofCompetitiveAction28ReputationFactorsAffectingLikelihoodofResponse:AnactoristhefirmtakinganactionorresponseReputationisthepositiveornegativeattributeascribedbyonerivaltoanotherbasedonpastcompetitivebehaviorThefirmstudiesresponsesthatacompetitorhastakenpreviouslywhenattackedtopredictlikelyresponsesTypeofcompetitiveactionReputation29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30MarketdependenceFactorsAffectingLikelihoodofResponse:Marketdependenceistheextenttowhichafirm’srevenuesorprofitsarederivedfromaparticularmarketIngeneral,firmscanpredictthatcompetitorswithhighmarketdependencearelikelytorespondstronglytoattacksthreateningtheirmarketposition(比較富士軟片攻擊美國市場與台灣市場)TypeofcompetitiveactionReputationMarketDependence31CompetitionCompetitiveDynamicscompetitivedynamicsconcernstheongoingactionsandresponsestakingplaceamongallfirmscompetingwithinamarketforadvantageouspositionsCompetitiveRivalrybuildingandsustainingcompetitiveadvantagesareatthecoreofcompetitiverivalrycompetitiveadvantagesarethelinktoanadvantageousmarketposition32StrategicConductisDynamicAfirm’sstrategicconductisdynamicinnatureActionsandresponsesshapethecompetitivepositionsofeachfirm’sbusinesslevelstrategyFirmBFirmA33FirmBFirmAStrategicConductisDynamicActionstakenbyonefirmelicitsresponsesfromcompetitorsCompetitiveresponsesleadtoadditionalactionsfromthefirmthatactedoriginallyActionsResponseNewActionsNewResponse34CompetitiveDynamics:Slow-cyclemarketsthefirm’scompetitiveadvantagesareshieldedfromimitationforlongperiodsoftimeimitationiscostlyCompetitiveadvantagesaresustainableinslow-cyclemarketsAproprietary,one-of-a-kindcompetitiveadvantageleadstocompetitivesuccessinaslow-cyclemarketSlow-cyclemarketsSlow-CycleMarkets35GradualErosionofaSustainableCompetitiveAdvantageReturnsfromaSustainableCompetitiveAdvantageTime(Years)0510LaunchExploitationCounterattack36Fast-cyclemarketsCompetitiveDynamics:Fast-cyclemarketsthefirm’scompetitiveadvantagesaren’tshieldedfromimitation

imitationhappensquicklyandsomewhatinexpensivelyCompetitiveadvantagesaren’tsustainableCompetitorsuse反攻

toquicklyimitateorimproveonthefirm’sproductsNon-proprietarytechnologyisdiffusedrapidlySlow-cyclemarketsFast-CycleMarkets37ObtainingTemporaryAdvantagestoCreateSustainedAdvantageReturnsfromaSeriesofReplicableActionsTime(Years)051015LaunchExploitationCounterattackFirmhasalreadymovedtonextadvantage38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原有的優勢4維持衝勁一個接一個的行動，用來掌握先機與維持衝勁，使企業持續發展優勢39CompetitiveDynamics:Standard-cyclemarketsthefirm’scompetitiveadvantagesmaybeshieldedfromimitationimitationismoderatelycostlyCompetitiveadvantagesarepartiallysustainableifthefirmisabletocontinuouslyupgradethequalityofitscompetitiveadvantagesFirmsseeklargemarketsharesgaincustomerloyaltythroughbrandnamescarefullycontroloperationsSlow-cyclemarketsFast-cyclemarketsStandard-cyclemarketsStandard-CycleMarkets40產業生命週期的行動模式主要任務發展開放利基與

競爭的不確定性第一行動者的經營行動主要任務主要任務創業行動成長導向行動市場力量行動發展生產要素(互補性資產)鞏固市場地位企業資源與

市場優勢形成期成長期成熟期時間41第一行動者的經營策略策略創新者擁有所需要的互補性資產嗎?模仿障礙很高?有能力的競爭者數量多寡?獨自發展有高少聯盟無高有限授權無低很多成功開發與取得經營優勢的資產製造設備/行銷(銷售人力/通路網)…專利權保障60%專利在四年內會遭破解新產品在決定開發後12-18個月內資訊會走漏研發技能取得互補性資產的能力42成熟期產業經過成長消退期,產業會出現合併風潮成熟期產業只剩下數家大型企業產業出現不同的策略性群體同一群體的企業競爭行動間有高度的相互依存關係有時群際間也會出現對立行動43成熟產業限制進入的策略產品多樣化降價持有緩衝產能加寬產品線以限制潛在競爭者進入先佔效益吸脂策略者至成熟期時大幅降價(已有規模經濟)建立市場佔有率,同時可以防止進入以多餘的緩衝產能做為抵制進入時擴大供給之用44成熟期產業的敵對競爭策略價格訊號價格領導非價格競爭產業領導者以價格訊號控制敵對態勢針對潛在競爭者聯繫現有敵對業者誰是價格領袖?價格領導的戰術性考量市場滲透產品發展市場發展產品多樣化產能控制45衰退期產業的競爭程度退出障礙高度衰退速度產品一般性質固定成本高低放棄策略收割或放棄策略利基或領導策略領導或利基策略46衰退產業的策略選擇高產業的競爭強度低少企業經營需求口袋的優勢多放棄收割或放棄利基或領導領導或利基47收割策略市場佔有率開始收割清算現金流量048家具企业在未来的四种共存模式。现在的家具市场是一个庞大的市场，很多的家具生产和出口都一直牢牢的占据着消费市场的地位。但是在近两年，家具的销售日益下滑，家具市场开始蒙上了一层灰色的色彩。下面就跟随的一起来了解一下吧！为何，这些家具企业一步步走向倒闭?是否，家具的市场份额在激烈的行业竞争中一点点被上下游产业蚕食?未来，这些家具企业该何去何从?带着这些疑问，记者采访了深圳家具研究开发院院长许柏鸣及副院长关永康。01不可阻挡的市场分流之势纵观家具行业产业链，从上游房地产商到下游的陈设饰品，是怎样一步步实现销售拦截和市场抢占的呢?众所周知，以往消费者从购房到购置家具经历的顺序是这样的：首先购买毛坯房，选择设计方和施工方，其次是选择建材，最后才是选择家具和衬托家装风格的软装陈设。如今精装房的兴起，全屋定制流行，市场也在逐渐分流。定制家具分流传统家具市场关永康从房地产商销售精装房经历的四个时期说起市场分流的步骤。第一代精装房包含“天地墙”，抢占了建材、施工和设计份额;第二代在第一代的基础上，包含厨卫，抢占了橱柜、卫浴等企业份额;第三代精装房在前两代的基础上，把衣柜、门厅柜、阳台收纳柜等一并包含，抢占了家具的市场。房地产精装房项目实现上游拦截如今，像万科和恒大等地产公司推出的精装房，甚至包含活动家具和家电，实现“拎包入住”，同时也完成了上游拦截。02打通上下游，向定制发展从营销的角度，从上游向下游整合较容易，但从下游向上游整合难度较大。关永康指出，目前的家具市场形势从上游产业链不断向下游蚕食。例如欧派、索菲亚等定制企业，开始销售活动家