CompetitiveDynamics(英文版)43946.pptx

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1、Chapter 5Chapter 5Competitive DynamicsCompetitive DDeclining emphasis on single,domestic markets and Declining emphasis on single,domestic markets and increasing emphasis on global marketsincreasing emphasis on global marketsAdvances in communication technology make Advances in communication technol

2、ogy make coordination easier across multiple marketscoordination easier across multiple marketsAdvances in technology and innovation have increased Advances in technology and innovation have increased competitiveness of small and medium sized firmscompetitiveness of small and medium sized firmsNatio

3、nal barriers are falling due to the number and National barriers are falling due to the number and scope of trade agreements(GATT/WTO,NAFTA,scope of trade agreements(GATT/WTO,NAFTA,EEC/EU)EEC/EU)Factors Leading to More Complex RivalryFactors Leading to More Complex RCompetitive DynamicsResults from

4、a series of competitive actions and Results from a series of competitive actions and competitive responses among firms competing within competitive responses among firms competing within a particular industrya particular industryCompetitive RivalryCompetitive RivalryExists when two or more firms joc

5、key with one another Exists when two or more firms jockey with one another in the pursuit of better market positionin the pursuit of better market Actions and Actions and responses shape the responses shape the competitive positions competitive positions of each firms of each firms business level bu

6、siness level strategystrategyActions taken Actions taken by one firm by one firm elicit(elicit(引起引起引起引起)responses from responses from competitorscompetitorsA firms A firms strategic conduct strategic conduct is dynamic in is dynamic in naturenatureCompetitive Competitive responses lead responses lea

7、d to additional to additional actions from the actions from the firm that acted firm that acted originallyoriginallyCompetitive DRelative SizeSpeedInnovationQualityAbility for Ability for Action and Action and ResponseResponseOutcomesOutcomesDrivers of Drivers of Competitive Competitive BehaviorBeha

8、viorAwarenessMotivationCapabilityCompetitor Competitor AnalysisAnalysisMarketCommonalityResourceSimilarityInterfirm Rivalry:Interfirm Rivalry:Attack&ResponseAttack&ResponseLikelihood of AttackLikelihood of AttackFirst Mover IncentivesLikelihood of ResponseLikelihood of ResponseType of CompetitiveAct

9、ionDependence on theMarketResource AvailabilityActors ReputationCompetitiveCompetitiveSlow,Standardor Fast CycleMarket TypesMarket TypesCompetitiveCompetitiveSustainedOutcomesOutcomesCompetitiveAdvantageTemporaryAdvantageEvolutionaryEvolutionaryOutcomesOutcomesEntrepreneurialor Market-PowerGrowth-Or

10、ientedActionsFeedbackFeedbackModel of Interfirm Rivalry:Likelihood of Attack and RDrivers of Competitive BehaviorMotivationCapabilityAwarenessModel of Interfirm Rivalry:Likelihood of Attack and ResponseDo managers understand Do managers understand the key characteristics of the key characteristics o

11、f competitors?competitors?AwarenessADoes the firm have appropriate incentives to attack or respond?Drivers of Competitive BehaviorMotivationMotivationCapabilityAwarenessModel of Interfirm Rivalry:Likelihood of Attack and RDoes the firm have the necessary resources to attack or respond?Drivers of Com

12、petitive BehaviorMotivationCapabilityCapabilityAwarenessModel of Interfirm Rivalry:Likelihood of Attack and RRelative SizeSpeedInnovationQualityAbility for Ability for Action and Action and ResponseResponseOutcomesOutcomesDrivers of Drivers of Competitive Competitive BehaviorBehaviorAwarenessMotivat

13、ionCapabilityCompetitor Competitor AnalysisAnalysisMarketCommonalityResourceSimilarityInterfirm Rivalry:Interfirm Rivalry:Attack&ResponseAttack&ResponseLikelihood of AttackLikelihood of AttackFirst Mover IncentivesLikelihood of ResponseLikelihood of ResponseType of CompetitiveActionDependence on the

14、MarketResource AvailabilityActors ReputationCompetitiveCompetitiveSlow,Standardor Fast CycleMarket TypesMarket TypesCompetitiveCompetitiveSustainedOutcomesOutcomesCompetitiveAdvantageTemporaryAdvantageEvolutionaryEvolutionaryOutcomesOutcomesEntrepreneurialor Market-PowerGrowth-OrientedActionsFeedbac

15、kFeedbackModel of Interfirm Rivalry:Likelihood of Attack and RCompetitor AnalysisResource SimilarityMarket CommonalityModel of Interfirm Rivalry:Likelihood of Attack and ResponseDo firms compete with each Do firms compete with each other in multiple markets?other in multiple markets?Market Market Co

16、mmonalityCCompetitor AnalysisResource SimilarityMarket Market CommonalityCommonalityMultipoint competition tends to Multipoint competition tends to reduce competitive interactions,but reduce competitive interactions,but increases the likelihood of response increases the likelihood of response where

17、interaction occurswhere interaction occursFor example,airlines price flights For example,airlines price flights similarly but respond quickly when similarly but respond quickly when competitors introduce promotional competitors introduce promotional pricespricesModel of Interfirm Rivalry:Likelihood

18、of Attack and RCompetitor AnalysisResource Resource SimilaritySimilarityDo competitors possess similar types or amounts of resources?Market CommonalityModel of Interfirm Rivalry:Likelihood of Attack and RCompetitor AnalysisResource Resource SimilaritySimilarityMarket CommonalityFirms are less inclin

19、ed to attack a Firms are less inclined to attack a firm that is likely to retaliatefirm that is likely to retaliateFirms with dissimilar resources Firms with dissimilar resources are more likely to attackare more likely to attackFirms with similar resources are Firms with similar resources are more

20、likely to be aware of each more likely to be aware of each others competitive movesothers competitive movesModel of Interfirm Rivalry:Likelihood of Attack and RRelative SizeSpeedInnovationQualityAbility for Ability for Action and Action and ResponseResponseOutcomesOutcomesDrivers of Drivers of Compe

21、titive Competitive BehaviorBehaviorAwarenessMotivationCapabilityCompetitor Competitor AnalysisAnalysisMarketCommonalityResourceSimilarityInterfirm Rivalry:Interfirm Rivalry:Attack&ResponseAttack&ResponseLikelihood of AttackLikelihood of AttackFirst Mover IncentivesLikelihood of ResponseLikelihood of

22、 ResponseType of CompetitiveActionDependence on theMarketResource AvailabilityActors ReputationCompetitiveCompetitiveSlow,Standardor Fast CycleMarket TypesMarket TypesCompetitiveCompetitiveSustainedOutcomesOutcomesCompetitiveAdvantageTemporaryAdvantageEvolutionaryEvolutionaryOutcomesOutcomesEntrepre

23、neurialor Market-PowerGrowth-OrientedActionsFeedbackFeedbackModel of Interfirm Rivalry:Likelihood of Attack and RInterfirm Rivalry:Attack&ResponseLikelihood of AttackLikelihood of AttackFirst Mover IncentivesLikelihood of ResponseLikelihood of ResponseType of CompetitiveActionDependence on theMarket

24、Resource AvailabilityActors ReputationModel of Interfirm Rivalry:Likelihood of Attack and ResponseLikelihood of AttackLikelihood of AttackFirst Mover IncentivesFirst Mover IncentivesFirst Mover advantage can be First MoverFirms that take an initial competitive actionFirms that take an initial compet

25、itive actionGenerally possess the resources and capabilities that Generally possess the resources and capabilities that enable them to be pioneers in new products,new enable them to be pioneers in new products,new markets or new technologiesmarkets or new technologiesCan earn above average profits u

26、ntil competitors Can earn above average profits until competitors respondrespondGain customer loyalty,helping to create a barrier to Gain customer loyalty,helping to create a barrier to entry by competitorsentry by competitorsAdvantage depends upon difficulty of imitationAdvantage depends upon diffi

27、culty of Second MoverFirms that respond to a First Movers actionsFirms that respond to a First Movers actionsSecond Movers frequently imitate First MoversSecond Movers frequently imitate First MoversSpeed of response often dictates successSpeed of response often dictates successShould evaluate custo

28、mers response before movingShould evaluate customers response before moving“Fast”Second Movers can capture some of Fast”Second Movers can capture some of initial customers and develop some brand loyaltyinitial customers and develop some brand loyaltyAvoid some of the risks associated with First Move

29、Avoid some of the risks associated with First MoveMust possess necessary capabilities to imitateMust possess necessary capabilities to Interfirm Rivalry:Attack&ResponseLikelihood of AttackLikelihood of AttackFirst Mover IncentivesFirst Mover IncentivesLikelihood of ResponseLikelihood of ResponseType

30、 of CompetitiveType of CompetitiveActionActionDependence on theDependence on theMarketMarketResource AvailabilityResource AvailabilityActors ReputationActors ReputationWhether a competitor is likely to respond depends on several key factorsModel of Interfirm Rivalry:Likelihood of Attack and RTactica

31、lTacticalActionsActionsMajor AcquisitionExampleExampleTypes of Competitive ActionsTypes of Competitive ActionsStrategic Strategic ActionsActionsPrice cutExampleExampleSignificant commitments of specific and Significant commitments of specific and distinctive organizational resourcesdistinctive organ

32、izational resourcesDifficult to implementDifficult to implementDifficult to reverseDifficult to reverseRelatively easy to implementRelatively easy to implementRelatively easy to implementRelatively easy to reverseRelatively easy to reverseRelatively easy to reverseUndertaken to“fine tune”strategyUnd

33、ertaken to“fine tune”strategyUndertaken to“fine tune”Gauging the Likelihood of ResponseActors ReputationMarket leaders are more likely to be copiedMarket leaders are more likely to be copiedMarket leaders are more likely to be copied“Risk taking”firms are less likely to be copiedRisk taking”firms ar

34、e less likely to be copiedRisk taking”firms are less likely to be copied“Price Predators(Price Predators(Price Predators(价格掠夺价格掠夺价格掠夺者者者)”)”)”are less likely are less likely are less likely to be copied to be copied to be copied Type of Competitive Action-Tactical or StrategicType of Competitive Act

35、ion-Tactical or StrategicEasier to respond toEasier to respond toRequire fewer resources to mount a responseRequire fewer resources to mount a Market DependenceCompetitor ResourcesSmaller firms are more likely to respond to tactical Smaller firms are more likely to respond to tactical Smaller firms

36、are more likely to respond to tactical actionsactionsactionsLimited resources may lead to alternatives such as Limited resources may lead to alternatives such as Limited resources may lead to alternatives such as Strategic AlliancesStrategic AlliancesStrategic AlliancesGauging the Likelihood of Resp

37、onseFirms that are more dependent on a single industry are Firms that are more dependent on a single industry are more likely to respond than are diversified firmsmore likely to respond than are diversified firmsIndustry dependent firms will likely respond to Industry dependent firms will likely res

38、pond to either strategic or tactical actionseither strategic or tactical Relative SizeSpeedInnovationQualityAbility for Ability for Action and Action and ResponseResponseOutcomesOutcomesDrivers of Drivers of Competitive Competitive BehaviorBehaviorAwarenessMotivationCapabilityCompetitor Competitor A

39、nalysisAnalysisMarketCommonalityResourceSimilarityInterfirm Rivalry:Interfirm Rivalry:Attack&ResponseAttack&ResponseLikelihood of AttackLikelihood of AttackFirst Mover IncentivesLikelihood of ResponseLikelihood of ResponseType of CompetitiveActionDependence on theMarketResource AvailabilityActors Re

40、putationCompetitiveCompetitiveSlow,Standardor Fast CycleMarket TypesMarket TypesCompetitiveCompetitiveSustainedOutcomesOutcomesCompetitiveAdvantageTemporaryAdvantageEvolutionaryEvolutionaryOutcomesOutcomesEntrepreneurialor Market-PowerGrowth-OrientedActionsFeedbackFeedbackModel of Interfirm Rivalry:

41、Likelihood of Attack and RRelative SizeQualityInnovationSpeedAbility for Action and ResponseModel of Interfirm Rivalry:Likelihood of Attack and ResponseRelative SizeRelative SizeFirm size can have Firm size can have opposing effects on opposing effects on competitive dynamicscompetitive QualitySpeed

42、Large firms may exert market power Large firms may exert market power over rivals and erect barriers to over rivals and erect barriers to entry against smaller competitorsentry against smaller competitorsHowever,smaller competitors However,smaller competitors may be more nimble(may be more nimble(敏捷

43、敏捷)and and innovativeinnovativeAbility for Action and ResponseRelative SizeRelative SizeInnovationModel of Interfirm Rivalry:Likelihood of Attack and Response“Think and act big and well get Think and act big and well get smaller.Think and act small smaller.Think and act small and well get bigger.”an

44、d well get bigger.”-Herb Kelleher,Herb Kelleher,CEO,Southwest Airlines CEO,Southwest ARelative SizeQualityInnovationSpeedSpeedQuick response is crucial to both the first mover and the fast second moverAbility for Action and ResponseModel of Interfirm Rivalry:Likelihood of Attack and RConsistent inno

45、vation is required for market leadership in many dynamic industries Ability for Action and ResponseRelative SizeQualityInnovationInnovationSpeedModel of Interfirm Rivalry:Likelihood of Attack and RExceeding customer expectations is a necessity to compete in the 21st centuryAbility for Action and Res

46、ponseRelative SizeQualityQualityInnovationSpeedModel of Interfirm Rivalry:Likelihood of Attack and RQuality Dimensions of Goods&ServicesProduct Quality Dimensions:Perceived quality Perceived quality Subjective assessment of Subjective assessment of characteristics(product image)characteristics(produ

47、ct image)Performance Performance Operating characteristicsOperating characteristicsFeatures Features Important special characteristicsImportant special characteristicsFlexibility Flexibility Meeting operating specifications over timeMeeting operating specifications over timeDurability Durability Amo

48、unt of use before performance Amount of use before performance deterioratesdeterioratesConformance Conformance Match with pre-established standardsMatch with pre-established standardsServiceability Serviceability Ease and speed of repair or normal serviceEase and speed of repair or normal serviceAes

49、thetics(Aesthetics(美学美学美学美学)How a product looks and feelsHow a product looks and Quality Dimensions of Goods&ServicesService Quality Dimensions:Timeliness Timeliness Performed in promised period of timePerformed in promised period of timeCourtesy Courtesy Performed cheerfullyPerformed cheerfullyCons

50、istency Consistency Giving all customers similar experiencesGiving all customers similar experiencesConvenience Convenience Accessibility to customersAccessibility to customersCompleteness Completeness Fully serviced,as requiredFully serviced,as requiredAccuracy Accuracy Performed correctly each tim