浅述服装行业竞争动态(英文版)(ppt 48页).ppt

1、2003 Southwestern Publishing Company,1,Competitive Rivalry and Competitive Dynamics,Michael A. Hitt R. Duane Ireland Robert E. Hoskisson,Chapter 5,2,Strategy Implementation,Chapter 13 Strategic Entrepreneurship,Chapter 11 Organizational Structure and Controls,Chapter 10 Corporate Governance,Chapter

2、12 Strategic Leadership,Strategy Formulation,Strategic Competitiveness Above-Average Returns,Strategic Intent Strategic Mission,Chapter 2 The External Environment,Chapter 3 The Internal Environment,The Strategic Management Process,Feedback,Strategic Inputs,Strategic Actions,Strategic Outcomes,Chapte

3、r 5 Competitive Rivalry and Competitive Dynamics,Chapter 4 Business-Level Strategy,3,Definitions,Competitors firms operating in the same market, offering similar products and targeting similar customers Competitive rivalry the ongoing set of competitive actions and responses occurring between compet

4、itors competitive rivalry influences an individual firms ability to gain and sustain competitive advantages,4,Definitions,Competitive behavior the set of competitive actions and competitive responses the firm takes to build or defend its competitive advantages and to improve its market position Comp

5、etitive dynamics the total set of actions and responses taken by all firms competing within a market,5,From Competitors to Competitive Dynamics,Engage in,Why?,How?,6,個案:General Mills,早餐穀片市場 主要競爭者家樂氏與Post (Philip Morris旗下的Kraft) 競爭手法價格/創新產品 買一送一的促銷 General Mills 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

6、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,Effect of Competitive Rivalry on a Firms Strategies,Success of a strategy is determined by: the firmcompetitive actions how well it anticipates competitors responses to them how well the firm anticipates an

7、d responds to its competitors initial actions Competitive rivalry affects all types of strategies most dominant influence is on the firms business-level strategy or strategies.,8,A Model of Competitive Rivalry,feedback,9,Competitive Rivalry,Firms are mutually interdependent one firms competitive act

8、ions have noticeable effects on competitors one firms competitive actions elicit competitive responses from competitors competitors feel each others actions and responses Marketplace success is a function of both individual strategies and the consequences of their use,10,Competitor Analysis,Competit

9、or analysis a technique firms use to understand their competitive environment. Along with the general and industry environments, the competitive environment comprises the firms external environment a technique used to help the firm understand its competitors the first step to being able to predict c

10、ompetitors behavior in the form of its competitive actions and responses,11,Market Commonality,Market Commonality is concerned with the number of markets with which a firm and a competitor are jointly involved the degree of importance of the individual markets to each competitor Most industries mark

11、ets are somewhat related in terms of technologies core competencies Multimarket competition Firms competing in several markets,12,Resource Similarity,Resource similarity the extent to which the firms tangible and intangible resources are comparable to a competitors in terms of both type and amount F

12、irms with similar types and amounts of resources are likely to have similar strengths and weaknesses use similar strategies Assessing resource similarity can be difficult if critical resources are intangible rather than tangible,13,A Framework of Competitor Analysis,Market Commonality,High,Low,Low,H

13、igh,Resource Similarity,The shaded area represents degree of market commonality between two firms,Resource endowment B,Resource endowment A,KEY,I,II,III,IV,14,Drivers of Competitive Actions and Responses:,Awareness is the extent to which competitors recognize the degree of their mutual interdependen

14、ce mutual interdependence results from market commonality resource similarity,Awareness,Drivers of competitive behavior,15,Drivers of Competitive Actions and Responses:,Motivation concerns the firms incentive to take action or to respond to a competitors attack and relates to perceived gains and los

15、ses,Drivers of competitive behavior,Motivation,16,Drivers of Competitive Actions and Responses:,Ability relates to each firms resources the flexibility these resources provide Without available resources the firm lacks the ability to attack a competitor to respond to the competitors actions,Drivers

16、of competitive behavior,Ability,17,Drivers of Competitive Actions and Responses:,A firm is more likely to attack the rival with whom it has low market commonality than the one with whom it competes in multiple markets Because of the high stakes of competition under the condition of market commonalit

17、y, there is a high probability that the attacked firm will respond to its competitors action in an effort to protect its position in one or more markets,Drivers of competitive behavior influenced by,Market Commonality,18,Drivers of Competitive Actions and Responses:,The greater the resource imbalanc

18、e between the acting firm and competitors or potential responders, the greater will be the delay in response by the firm with a resource disadvantage When facing competitors with greater resources or more attractive market positions, firms should eventually respond, no matter how challenging the res

19、ponse,Drivers of competitive behavior influenced by,Resource Similarity,19,Competitive Rivalry,Competitive action a strategic or tactical action the firm takes to build or defend its competitive advantages or improve its market position Competitive response a strategic or tactical action the firm ta

20、kes to counter the effects of a competitors competitive action,20,Strategic and Tactical Actions,Strategic action or a strategic response a market-based move that involves a significant commitment of organizational resources and is difficult to implement and reverse Tactical action or a tactical res

21、ponse market-based move that is taken to fine-tune a strategy; it involves fewer resources and is relatively easy to implement and reverse,21,Factors Affecting Likelihood of Attack:,First movers allocate funds for product innovation and development aggressive advertising advanced research and develo

22、pment First movers can gain the loyalty of customers who may become committed to the firms goods or services market share that can be difficult for competitors to take during future competitive rivalry,First Mover Incentives,22,Second Mover,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

23、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,Factors Affecting Likelihood of Attack:,Small firms are more likely to launch competitive actions to be quicker in doing so Small firms are perceived as nimble and flexible competitors relying on speed and surprise to defend their com

24、petitive advantages or develop new ones while engaged in competitive rivalry Small firms have the flexibility needed to launch a greater variety of competitive actions,Size,24,Factors Affecting Likelihood of Attack:,Large firms are likely to initiate more competitive actions as well as strategic act

25、ions during a given time period Large organizations commonly have the slack resources required to launch a larger number of total competitive actions,Size,25,Factors Affecting Likelihood of Attack:,Quality exists when the firms goods or services meet or exceed customers expectations,Quality,Product

26、quality dimensions include Performance性能 Features特徵 Flexibility彈性 Durability耐久性 Conformance構造 Serviceability有用性 Aesthetics美感 Perceived quality品質知覺,26,Factors Affecting Likelihood of Attack:,Quality exists when the firms goods or services meet or exceed customers expectations,Quality,Service quality

27、dimensions include Timeliness及時 Courtesy殷勤 Consistency一致 Convenience方便 Completeness完整 Accuracy準確,27,Factors Affecting Likelihood of Response,Firms study three factors to predict how a competitor is likely to respond to competitive actions type of competitive action reputation market dependence,28,Fa

28、ctors Affecting Likelihood of Response:,Strategic actions receive strategic responses Tactical responses are taken to counter the effects of tactical actions Strategic actions elicit fewer total competitive responses A competitor likely will respond quickly to a tactical action The time needed to im

29、plement and assess a strategic action delays competitors responses,Type of Competitive Action,29,Factors Affecting Likelihood of Response:,An actor is the firm taking an action or response Reputation is the positive or negative attribute ascribed by one rival to another based on past competitive beh

30、avior The firm studies responses that a competitor has taken previously when attacked to predict likely responses,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,Factors Affecting Likelihood of Response:,Market dependence is the extent to which a firms revenues or profits are derived from

31、 a particular market In general, firms can predict that competitors with high market dependence are likely to respond strongly to attacks threatening their market position(比較富士軟片攻擊美國市場與台灣市場),Market Dependence,32,Competition,Competitive Dynamics competitive dynamics concerns the ongoing actions and r

32、esponses taking place among all firms competing within a market for advantageous positions Competitive Rivalry building and sustaining competitive advantages are at the core of competitive rivalry competitive advantages are the link to an advantageous market position,33,Strategic Conduct is Dynamic,

33、A firms strategic conduct is dynamic in nature Actions and responses shape the competitive positions of each firms business level strategy,34,Strategic Conduct is Dynamic,Actions taken by one firm elicits responses from competitors Competitive responses lead to additional actions from the firm that

34、acted originally,35,Competitive Dynamics:,Slow-cycle markets the firms competitive advantages are shielded from imitation for long periods of time imitation is costly Competitive advantages are sustainable in slow-cycle markets A proprietary, one-of-a-kind competitive advantage leads to competitive

35、success in a slow-cycle market,Slow-Cycle Markets,36,Gradual Erosion of a Sustainable Competitive Advantage,Returns from a Sustainable Competitive Advantage,Time (Years),Launch,Exploitation,Counterattack,37,Competitive Dynamics:,Fast-cycle markets the firms competitive advantages arent shielded from

36、 imitation imitation happens quickly and somewhat inexpensively Competitive advantages arent sustainable Competitors use 反攻 to quickly imitate or improve on the firms products Non-proprietary technology is diffused rapidly,Fast-Cycle Markets,38,Obtaining Temporary Advantages to Create Sustained Advantage,Returns from a Series of Replicable Actions,Time (Years),Launch,Exploitation,Counterattack,Firm has already moved to next advantage,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,