西交大MBA战略管理讲义5

Chapter

5zymbaclass@Competitive

DynamicsDeclining

emphasis

on

single,

domestic

markets

andincreasing

emphasis

on

global

marketsAdvances

in

communication

technology

makecoordination

easier

across

multiple

marketsAdvances

in

technology

and

innovation

have

increasecompetitiveness

of

small

and

medium

sized

firmsNational

barriers

are

falling

due

to

the

number

andscope

of

trade

agreements

(GATT/WTO,

NAFTA,EEC/EU)Factors

Leading

to

More

Complex

Rivalryzymbaclass@Competitive

DynamicsResults

from

a

series

of

competitive

actions

andcompetitive

responses

among

firms

competing

withina

particular

industryCompetitive

RivalryExists

when

two

or

more

firms

jockey

with

one

anotherin

the

pursuit

of

better

market

positionzymbaclass@Actions

andresponses

shape

thecompetitive

positionsof

each

firm’sbusiness

levelstrategyActions

takenby

one

firmelicit(引起)responses

fromcompetitorsA

firm’sstrategic

conductis

dynamic

innatureCompetitivresponses

leato

additionaactions

from

thfirm

that

acteoriginallCompetitiveDynamicszymbaclass@SpeedInnovationQualityAbility

forResponseRelative

SizeOutcomesDrivers

ofCompetitiveBehaviorAwarenessMotivationCapabilityCompetitorAnalysisMarketCommonalityResourceSimilarityInterfirm

Rivalry:Action

andAttack

&

ResponseLikelihood

of

AttackFirst

MoverIncentivesLikelihood

of

Response

Type

of

CompetitiveActionActor’s

ReputationDependence

on

theMarketResource

AvailabilityCompetitive

Market

Types

Slow,

Standardor

Fast

CycleCompetitive

OutcomesSustainedCompetitiveAdvantageTemporaryAdvantageEvolutionary

Outcomes

EntrepreneurialGrowth-Orientedor

Market-PowerActionsFeedbackModel

of

Interfirm

Rivalry:Likelihood

of

Attack

and

Responsezymbaclass@Model

of

Interfirm

Rivalry:Likelihood

of

Attack

and

ResponseDrivers

ofCompetitiveBehaviorDo

managers

understandthe

key

characteristics

ocompetitors?AwarenessMotivationCapabilityzymbaclass@appropriate

incentives

tattack

orrespond?MotivationCapabilityModel

of

Interfirm

Rivalry:Likelihood

of

Attack

and

ResponseDrivers

ofCompetitiveBehaviorAwarenessDoes

the

firm

havezymbaclass@necessary

resources

toattack

orrespond?CapabilityModel

of

Interfirm

Rivalry:Likelihood

of

Attack

and

ResponseDrivers

ofCompetitiveBehaviorAwarenessMotivationDoes

the

firm

have

thezymbaclass@SpeedInnovationQualityAbility

forResponseRelative

SizeOutcomesDrivers

ofCompetitiveBehaviorAwarenessMotivationCapabilityCompetitorAnalysisMarketCommonalityResourceSimilarityInterfirm

Rivalry:Action

andAttack

&

ResponseLikelihood

of

AttackFirst

MoverIncentivesLikelihood

of

Response

Type

of

CompetitiveActionActor’s

ReputationDependence

on

theMarketResource

AvailabilityCompetitive

Market

Types

Slow,

Standardor

Fast

CycleCompetitive

OutcomesSustainedCompetitiveAdvantageTemporaryAdvantageEvolutionary

Outcomes

EntrepreneurialGrowth-Orientedor

Market-PowerActionsFeedbackModel

of

Interfirm

Rivalry:Likelihood

of

Attack

and

Responsezymbaclass@ResourceSimilarityModel

of

Interfirm

Rivalry:Likelihood

of

Attack

and

ResponseCompetitorAnalysisDo

firms

compete

with

eachother

in

multiple

markets?zymbaclass@MarketCommonalityCompetitorAnalysisResourceSimilarityMarketCommonalityMultipoint

competition

tends

toreduce

competitive

interactions,increases

the

likelihood

of

responwhere

interaction

occursFor

example,

airlines

price

flightsimilarly

but

respond

quickly

whencompetitors

introduce

promotionalpricesModel

of

Interfirm

Rivalry:Likelihood

of

Attack

and

Responsezymbaclass@Model

of

Interfirm

Rivalry:Likelihood

of

Attack

and

ResponseCompetitorAnalysisMarketCommonalityResource

Do

competitors

possess

similSimilarity

types

or

amounts

of

resourceszymbaclass@CompetitorAnalysisResourceSimilarityMarketCommonalityFirms

are

less

inclined

to

attack

afirm

that

is

likely

to

retaliateFirms

with

dissimilar

resourcesare

more

likely

to

attackFirms

with

similar

resources

aremore

likely

to

be

aware

of

eachother’s

competitive

movesModel

of

Interfirm

Rivalry:Likelihood

of

Attack

and

Responsezymbaclass@SpeedInnovationQualityAbility

forResponseRelative

SizeOutcomesDrivers

ofCompetitiveBehaviorAwarenessMotivationCapabilityCompetitorAnalysisMarketCommonalityResourceSimilarityInterfirm

Rivalry:Action

andAttack

&

ResponseLikelihood

of

AttackFirst

MoverIncentivesLikelihood

of

Response

Type

of

CompetitiveActionActor’s

ReputationDependence

on

theMarketResource

AvailabilityCompetitive

Market

Types

Slow,

Standardor

Fast

CycleCompetitive

OutcomesSustainedCompetitiveAdvantageTemporaryAdvantageEvolutionary

Outcomes

EntrepreneurialGrowth-Orientedor

Market-PowerActionsFeedbackModel

of

Interfirm

Rivalry:Likelihood

of

Attack

and

Responsezymbaclass@zymbaclass@Interfirm

Rivalry:Attack

&

ResponseResource

AvailabilityModel

of

Interfirm

Rivalry:Likelihood

of

Attack

and

ResponseLikelihood

of

AttackFirst

Mover

advantageFirst

Mover

Incentives

can

be

substantialLikelihood

of

ResponseType

of

CompetitiveActionActor’s

ReputationDependence

on

theMarketFirst

MoverFirms

that

take

an

initial

competitive

actionGenerally

possess

the

resources

and

capabilities

thenable

them

to

be

pioneers

in

new

products,

newmarkets

or

new

technologiesCan

earn

above

average

profits

until

competitorsrespondGain

customer

loyalty,

helping

to

create

a

barrier

tentry

by

competitorsAdvantage

depends

upon

difficulty

of

imitationzymbaclass@Second

MoverFirms

that

respond

to

a

First

Mover’s

actionsSecond

Movers

frequently

imitate

First

MoversSpeed

of

response

often

dictates

successShould

evaluate

customers’

response

before

moving“Fast”

Second

Movers

can

capture

some

of

initialcustomers

and

develop

some

brand

loyaltyAvoid

some

of

the

risks

associated

with

First

MoveMust

possess

necessary

capabilities

to

imitatezymbaclass@zymbaclass@Interfirm

Rivalry:Attack

&

ResponseLikelihood

of

Attack

First

Mover

IncentivesLikelihood

of

ResponseType

of

CompetitiveActionActor’s

ReputationDependence

on

theMarketResource

AvailabilityWhether

a

competitoris

likely

to

responddepends

on

severalkey

factorsModel

of

Interfirm

Rivalry:Likelihood

of

Attack

and

ResponseTacticalActionsMajor

AcquisitionExampleTypes

of

Competitive

ActionsStrategicActionsExampleSignificant

commitments

of

specific

adistinctive

organizational

resourcesDifficult

to

implementDifficult

to

reverseRelatively

easy

to

reversePrice

cutUndertaken

to

“fine

tune”

strategyRelatively

easy

to

implementzymbaclass@Gauging

the

Likelihood

of

ResponseType

of

Competitive

Action

-Tactical

or

StrategicEasier

to

respond

toRequire

fewer

resources

to

mount

a

responseActor’s

ReputationMarket

leaders

are

more

likely

to

be

copied“Risk

taking”

firms

are

less

likely

to

be

copied“Price

Predators(价格掠夺者)”are

less

likelyto

be

copiedzymbaclass@Competitor

ResourcesSmaller

firms

are

more

likely

to

respond

to

tacticalactionsLimited

resources

may

lead

to

alternatives

such

asStrategic

AlliancesGauging

the

Likelihood

of

ResponseMarket

DependenceFirms

that

are

more

dependent

on

a

single

industry

armore

likely

to

respond

than

are

diversified

firmsIndustry

dependent

firms

will

likely

respond

toeither

strategic

or

tactical

actionszymbaclass@SpeedInnovationQualityAbility

forResponseRelative

SizeOutcomesDrivers

ofCompetitiveBehaviorAwarenessMotivationCapabilityCompetitorAnalysisMarketCommonalityResourceSimilarityInterfirm

Rivalry:Action

andAttack

&

ResponseLikelihood

of

AttackFirst

MoverIncentivesLikelihood

of

Response

Type

of

CompetitiveActionActor’s

ReputationDependence

on

theMarketResource

AvailabilityCompetitive

Market

Types

Slow,

Standardor

Fast

CycleCompetitive

OutcomesSustainedCompetitiveAdvantageTemporaryAdvantageEvolutionary

Outcomes

EntrepreneurialGrowth-Orientedor

Market-PowerActionsFeedbackModel

of

Interfirm

Rivalry:Likelihood

of

Attack

and

Responsezymbaclass@QualityRelative

SizeSpeedInnovationModel

of

Interfirm

Rivalry:Likelihood

of

Attack

and

ResponseAbility

forAction

andResponseFirm

size

can

haveopposing

effects

oncompetitive

dynamicszymbaclass@Qualitypower

over

rivals

and

erect

barrieto

entry

against

smaller

competitoHowever,smaller

competitorsmay

be

more

nimble(敏捷)andinnovativeAbility

forLarge

firms

may

exert

marketAction

andResponseRelative

SizeSpeedInnovationModel

of

Interfirm

Rivalry:Likelihood

of

Attack

and

Response“Think

and

act

big

and

we’ll

getsmaller.

Think

and

act

smalland

we’ll

get

bigger.”zymbaclass@--

Herb

Kelleher,CEO,

Southwest

AirlinesQualityRelative

SizeSpeedInnovationQuick

response

iscrucial

to

both

thefirst

mover

and

thefast

second

moverModel

of

Interfirm

Rivalry:Likelihood

of

Attack

and

ResponseAbility

forAction

andResponsezymbaclass@Consistent

innovationis

required

for

marketleadership

in

manydynamic

industriesQualitySpeedInnovationModel

of

Interfirm

Rivalry:Likelihood

of

Attack

and

ResponseAbility

forAction

andResponseRelative

Sizezymbaclass@Exceeding

customerexpectations

is

a

necessitto

compete

in

the

21stcenturyQualityInnovationModel

of

Interfirm

Rivalry:Likelihood

of

Attack

and

ResponseAbility

forAction

andResponseRelative

SizeSpeedzymbaclass@Quality

Dimensions

of

Goods

&

ServicesProduct

Quality

Dimensions:Perceived

quality

Subjective

assessment

ofcharacteristics

(product

image)Operating

characteristicsImportant

special

characteristicsMeeting

operating

specifications

ovePerformanceFeaturesFlexibilityDurabilityConformanceAmount

of

use

before

performancedeterioratesMatch

with

pre-established

standardsServiceabilityAesthetics(美学)Ease

and

speed

of

repair

or

normal

seHow

a

product

looks

and

feelszymbaclass@Quality

Dimensions

of

Goods

&

ServicesServiceQuality

Dimensions:Performed

in

promised

period

of

timePerformed

cheerfullyGiving

all

customers

similar

experiencAccessibility

to

customersFully

serviced,

as

requiredTimelinessCourtesyConsistencyConvenienceCompletenessAccuracyPerformed

correctly

each

timezymbaclass@SpeedInnovationQualityAbility

forResponseRelative

SizeOutcomesDrivers

ofCompetitiveBehaviorAwarenessMotivationCapabilityCompetitorAnalysisMarketCommonalityResourceSimilarityInterfirm

Rivalry:Action

andAttack

&

ResponseLikelihood

of

AttackFirst

MoverIncentivesLikelihood

of

Response

Type

of

CompetitiveActionActor’s

ReputationDependence

on

theMarketResource

AvailabilityCompetitive

Market

Types

Slow,

Standardor

Fast

CycleCompetitive

OutcomesSustainedCompetitiveAdvantageTemporaryAdvantageEvolutionary

Outcomes

EntrepreneurialGrowth-Orientedor

Market-PowerActionsFeedbackModel

of

Interfirm

Rivalry:Likelihood

of

Attack

and

Responsezymbaclass@zymbaclass@Model

of

Interfirm

Rivalry:Likelihood

of

Attack

and

ResponseOutcomesstrong

brand

loyalties

(ChinaTelecom

&

SONY

Video

Cameras)This

market

outcome

andlack

of

interfirm

rivalrmay

lead

to

sustainedcompetitiveadvantageCompetitive

Market

Types

Slow

cycle

markets

areSlow,

Standard

or

Fast

Cycle

frequently

shielded

bymonopoly

power

or

veryCompetitive

OutcomesSustained

CompetitiveAdvantageTemporary

AdvantageEvolutionary

OutcomesEvolutionary

ActionsGrowth-Oriented

ActionsMarket-Power

ActionsSustained

competitiveadvantage

is

a

possibleoutcome

in

thizysmbaiclnansss@htotamaninl.ccoemdespite

world

classproductsFirms

with

multimarketcompetition

may

dampenrivalry

somewhatCompetitive

Market

Types

Standard

cycle

marketsoften

lead

to

highlySlow,

Standard

or

Fast

Cycle

competitive

pressuresCompetitive

OutcomesSustained

CompetitiveAdvantageTemporary

AdvantageEvolutionary

OutcomesEvolutionary

ActionsGrowth-Oriented

ActionsMarket-Power

ActionsModel

of

Interfirm

Rivalry:Likelihood

of

Attack

and

ResponseOutcomesCompetitive

Market

Types

Fast

cycle

markets

areintensely

dynamic

and

aSlow,Standardor

Fast

Cycle

first

mover

advantage

isCompetitive

OutcomesSustained

CompetitiveAdvantageTemporary

AdvantageEvolutionary

OutcomesEvolutionary

ActionsGrowth-Oriented

ActionsMarket-Power

Actionsoften

unsustainableFirms

may

cannibalize(up-grading)

older

generatioproducts

while

intro-ducing

new

innovativepremium

products(diff)Sustainable

competitiveadvantage

is

uzynmbiaclllasks@eholtmyayil.comModel

of

Interfirm

Rivalry:Likelihood

of

Attack

and

ResponseOutcomesTime

(years)10zymbaclass@LaunchExploitationCounterattackGradual

Erosion

of

aSustained

Competitive

AdvantageReturns

from

aSustainedCompetitiveAdvantageSome

Firms

Maintain

Competitive

Advantagein

Fast-Cycle

Markets

by

Seizing

the

InitiativDisrupting

the

Status

QuoIdentify

new

opportunities

to

serve

the

customer

byshifting

the

rules

of

competition

through

speed

and

varCreating

Temporary

AdvantageUse

superior

knowledge

of

the

customer,

technology

andfuture

to

enhance

customer

orientation

and

empower

workSeizing

the

InitiativeMove

aggressively

into

new

areas

of

competition

to

creanew

advantage

and

undermine

a

competitor’s

old

advanta1234Sustaining

the

Momentum(动力)Take

several

actions

in

a

row

in

order

to

seize

the

initiand

create

momentum

to

develop

new

advantageszymbaclass@LaunchExploitationCounterattackReturns

from

aSustainedCompetitiveAdvantageObtaining

Temporary

Advantagesto

Create

Sustained

Advantage5Time

(years)1015zymbaclass@LaunchExploitationCounterattackReturns

from

aSustainedCompetitiveAdvantageFirm

has

already

movedon

to

Advantage

No.

2Obtaining

Temporary

Advantagesto

Create

Sustained

Advantage5Time

(years)1015zymbaclass@LaunchExploitationCounterattackReturns

from

aSustainedCompetitiveAdvantageFirm

continues

to

moveon

to

the

next

AdvantageObtaining

Temporary

Advantagesto

Create

Sustained

Advantage5Time

(years)1015zymbaclass@the

industryYounger

firms

andemerging

industriesaregenerally

characterizedby

entrepreneurial

actioGrowth-