战略管理流程讲义(英文版!05资料
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Chapter 13
Entrepreneurship
& Innovation
Strategic Actions
Strategic Outcomes
Feedback
Strategic Competitiveness Above Average
Returns
Ch5-2
Factors Leading to More Complex Rivalry
Likelihood of Attack First Mover Incentives
Likelihood of Response Type of Competitive
Action Actor’s Reputation Dependence on the
Market Resource Availability
Actions Ch5-6
Model of Interfirm Rivalry: Likelihood of Attack and Response
Drivers of Competitive
Behavior
Awareness
Motivation
Do managers understand the key characteristics of competitors?
Behavior
Awareness Motivation Capability
Competitor Analysis
Market Commonality
Resource Similarity
Ability for Interfirm Rivalry: Action and Attack & Response Response
Exists when two or more firms jockey with one another in the pursuit of better market position
Ch5-4
Actions taken by one firm elicit responses from competitors
Ch5-3
Competitive Dynamics
Results from a series of competitive actions and competitive responses among firms competing within a particular industry
Competitive Rivalry
Relative Size Speed
Innovation Quality
来自百度文库
Feedback
Outcomes
Competitive Market Types Slow, Standard or Fast Cycle
Competitive Outcomes Sustained Competitive Advantage Temporary Advantage Evolutionary Outcomes Entrepreneurial Growth-Oriented or Market-Power
Chapter 5
Competitive Dynamics
Ch5-1
Strategic Inputs
Chapter 2 External Environment
Chapter 3 Internal Environment
Strategic Intent Strategic Mission
The Strategic Management
Chapter 8
International Strategy
Chapter 9
Cooperative Strategies
Strategy Implementation
Chapter 10 Corporate Governance
Chapter 12 Strategic Leadership
Chapter 11 Structure & Control
Competitive responses lead
to additional actions from the
firm that acted originally
Ch5-5
Model of Interfirm Rivalry: Likelihood of Attack and Response
Drivers of Competitive
Advances in technology and innovation have increased competitiveness of small and medium sized firms
National barriers are falling due to the number and scope of trade agreements (GATT, NAFTA, EEC)
Process
Strategy Formulation
Chapter 4
Business-Level Strategy
Chapter 5
Competitive Dynamics
Chapter 6
Corporate-Level Strategy
Chapter 7
Acquisitions & Restructuring
Declining emphasis on single, domestic markets and increasing emphasis on global markets
Advances in communication technology make coordination easier across multiple markets
Capability
Ch5-7
Model of Interfirm Rivalry: Likelihood of Attack and Response
A firm’s strategic conduct
is dynamic in nature
Competitive Dynamics
Actions and responses shape the competitive positions
of each firm’s business level
strategy
Entrepreneurship
& Innovation
Strategic Actions
Strategic Outcomes
Feedback
Strategic Competitiveness Above Average
Returns
Ch5-2
Factors Leading to More Complex Rivalry
Likelihood of Attack First Mover Incentives
Likelihood of Response Type of Competitive
Action Actor’s Reputation Dependence on the
Market Resource Availability
Actions Ch5-6
Model of Interfirm Rivalry: Likelihood of Attack and Response
Drivers of Competitive
Behavior
Awareness
Motivation
Do managers understand the key characteristics of competitors?
Behavior
Awareness Motivation Capability
Competitor Analysis
Market Commonality
Resource Similarity
Ability for Interfirm Rivalry: Action and Attack & Response Response
Exists when two or more firms jockey with one another in the pursuit of better market position
Ch5-4
Actions taken by one firm elicit responses from competitors
Ch5-3
Competitive Dynamics
Results from a series of competitive actions and competitive responses among firms competing within a particular industry
Competitive Rivalry
Relative Size Speed
Innovation Quality
来自百度文库
Feedback
Outcomes
Competitive Market Types Slow, Standard or Fast Cycle
Competitive Outcomes Sustained Competitive Advantage Temporary Advantage Evolutionary Outcomes Entrepreneurial Growth-Oriented or Market-Power
Chapter 5
Competitive Dynamics
Ch5-1
Strategic Inputs
Chapter 2 External Environment
Chapter 3 Internal Environment
Strategic Intent Strategic Mission
The Strategic Management
Chapter 8
International Strategy
Chapter 9
Cooperative Strategies
Strategy Implementation
Chapter 10 Corporate Governance
Chapter 12 Strategic Leadership
Chapter 11 Structure & Control
Competitive responses lead
to additional actions from the
firm that acted originally
Ch5-5
Model of Interfirm Rivalry: Likelihood of Attack and Response
Drivers of Competitive
Advances in technology and innovation have increased competitiveness of small and medium sized firms
National barriers are falling due to the number and scope of trade agreements (GATT, NAFTA, EEC)
Process
Strategy Formulation
Chapter 4
Business-Level Strategy
Chapter 5
Competitive Dynamics
Chapter 6
Corporate-Level Strategy
Chapter 7
Acquisitions & Restructuring
Declining emphasis on single, domestic markets and increasing emphasis on global markets
Advances in communication technology make coordination easier across multiple markets
Capability
Ch5-7
Model of Interfirm Rivalry: Likelihood of Attack and Response
A firm’s strategic conduct
is dynamic in nature
Competitive Dynamics
Actions and responses shape the competitive positions
of each firm’s business level
strategy