5竞争动态

©2003SouthwesternPublishingCompany1CompetitiveRivalryandCompetitiveDynamicsMichaelA.HittR.DuaneIrelandRobertE.HoskissonChapter52StrategyImplementationChapter13StrategicEntrepreneurshipChapter11OrganizationalStructureandControlsChapter10CorporateGovernanceChapter12StrategicLeadershipStrategyFormulationStrategicCompetitivenessAbove-AverageReturnsStrategicIntentStrategicMissionChapter2TheExternalEnvironmentChapter3TheInternalEnvironmentTheStrategicManagementProcessFeedbackStrategicInputsStrategicActionsStrategicOutcomesChapter5CompetitiveRivalryandCompetitiveDynamicsChapter4Business-LevelStrategy3DefinitionsCompetitors–firmsoperatinginthesamemarket,offeringsimilarproductsandtargetingsimilarcustomersCompetitiverivalry–theongoingsetofcompetitiveactionsandresponsesoccurringbetweencompetitors–competitiverivalryinfluencesanindividualfirm’sabilitytogainandsustaincompetitiveadvantages4DefinitionsCompetitivebehavior–thesetofcompetitiveactionsandcompetitiveresponsesthefirmtakestobuildordefenditscompetitiveadvantagesandtoimproveitsmarketpositionCompetitivedynamics–thetotalsetofactionsandresponsestakenbyallfirmscompetingwithinamarket5FromCompetitorstoCompetitiveDynamicsCompetitors•Throughcompetitivebehavior•Competitiveactions•Competitiveresponses•TogainanadvantageousmarketpositionCompetitiveDynamics•CompetitiveactionsandresponsestakenbyallfirmscompetinginamarketCompetitiverivalryEngageinWhatresults?Whatresults?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7EffectofCompetitiveRivalryonaFirm’sStrategiesSuccessofastrategyisdeterminedby:–thefirm’competitiveactions–howwellitanticipatescompetitors’responsestothem–howwellthefirmanticipatesandrespondstoitscompetitors’initialactionsCompetitiverivalry–affectsalltypesofstrategies–mostdominantinfluenceisonthefirm’sbusiness-levelstrategyorstrategies.8AModelofCompetitiveRivalryCompetitiveAnalysis•Marketcommonality•ResourcesimilarityDriversofCompetitiveBehavior•Awareness•Motivation•AbilityInterimRivalry•LikelihoodofAttack•Firstmoverincentives•Organizationalsize•Quality•LikelihoodofResponse•Typeofcompetitiveaction•Reputation•MarketdependenceOutcomes•Marketposition•Financialperformancefeedback9CompetitiveRivalryFirmsaremutuallyinterdependent–onefirm’scompetitiveactionshavenoticeableeffectsoncompetitors–onefirm’scompetitiveactionselicitcompetitiveresponsesfromcompetitors–competitorsfeeleachother’sactionsandresponsesMarketplacesuccessisafunctionofbothindividualstrategiesandtheconsequencesoftheiruse10CompetitorAnalysisCompetitoranalysis–atechniquefirmsusetounderstandtheircompetitiveenvironment.Alongwiththegeneralandindustryenvironments,thecompetitiveenvironmentcomprisesthefirm’sexternalenvironment–atechniqueusedtohelpthefirmunderstanditscompetitors–thefirststeptobeingabletopredictcompetitors’behaviorintheformofitscompetitiveactionsandresponses11MarketCommonalityMarketCommonalityisconcernedwith–thenumberofmarketswithwhichafirmandacompetitorarejointlyinvolved–thedegreeofimportanceoftheindividualmarketstoeachcompetitorMostindustries’marketsaresomewhatrelatedintermsof–technologies–corecompetenciesMultimarketcompetition–Firmscompetinginseveralmarkets12ResourceSimilarityResourcesimilarity–theextenttowhichthefirm’stangibleandintangibleresourcesarecomparabletoacompetitor’sintermsofbothtypeandamountFirmswithsimilartypesandamountsofresourcesarelikelyto–havesimilarstrengthsandweaknesses–usesimilarstrategiesAssessingresourcesimilaritycanbedifficultifcriticalresourcesareintangibleratherthantangible13AFrameworkofCompetitorAnalysisMarketCommonalityHighLowLowHighResourceSimilarityTheshadedarearepresentsdegreeofmarketcommonalitybetweentwofirmsResourceendowmentBResourceendowmentAKEYIIIIIIIV14DriversofCompetitiveActionsandResponses:Awarenessistheextenttowhichcompetitorsrecognizethedegreeoftheirmutualinterdependence–mutualinterdependenceresultsfrom•marketcommonality•resourcesimilarityAwarenessAwarenessDriversofcompetitivebehavior15MotivationDriversofCompetitiveActionsandResponses:Motivationconcernsthefirm’sincentive–totakeaction–ortorespondtoacompetitor’sattack–andrelatestoperceivedgainsandlossesAwarenessDriversofcompetitivebehaviorMotivation16AbilityDriversofCompetitiveActionsandResponses:Abilityrelates–toeachfirm’sresources–theflexibilitytheseresourcesprovideWithoutavailableresourcesthefirmlackstheability–toattackacompetitor–torespondtothecompetitor’sactionsAwarenessDriversofcompetitivebehaviorMotivationAbility17DriversofCompetitiveActionsandResponses:AfirmismorelikelytoattacktherivalwithwhomithaslowmarketcommonalitythantheonewithwhomitcompetesinmultiplemarketsBecauseofthehighstakesofcompetitionundertheconditionofmarketcommonality,thereisahighprobabilitythattheattackedfirmwillrespondtoitscompetitor’sactioninanefforttoprotectitspositioninoneormoremarketsMarketcommonalityDriversofcompetitivebehaviorinfluence