竞争动态(1)(1)
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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
竞争动态(1)(1)
Effect of Competitive Rivalry on a Firm’s Strategies
l Success of a strategy is determined by:
– the firm’competitive actions – how well it anticipates competitors’ responses
to them – how well the firm anticipates and responds to
its competitors’ initial actions
l Competitive rivalry
– affects all types of strategies – most dominant influence is on the firm’s
l Most industries’ markets are somewhat related in terms of
– technologies – core competencies
l Multimarket competition
– Firms competing in several markets
竞争动态(1)(1)
Competitive Rivalry
l Firms are mutually interdependent
– one firm’s competitive actions have noticeable effects on competitors
– one firm’s competitive actions elicit competitive responses from competitors
竞争动态(1)(1)
Resource Similarity
l Resource similarity
– the extent to which the firm’s tangible and intangible resources are comparable to a competitor’s in terms of both type and amount
竞争动态(1)(1)
Market Commonality
l 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
Feedback
Strategic Competitiveness Above-Average
Returns
竞争动态(1)(1)
Definitions
l Competitors
– firms operating in the same market, offering similar products and targeting similar customers
Drivers of Competitive Behavior
• Awareness • Motivation • Ability
Interim Rivalry • Likelihood of Attack • First mover incentives • Organizational size • Quality • Likelihood of Response • Type of competitive action • Reputation • Market dependence
Competitors
Engage in Competitive rivalry
Why? How?
What results?
• To gain an advantageous market position
• Through competitive behavior • Competitive actions • Competitive responses What results?
竞争动态(1)(1)
Definitions
l 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
l Firms with similar types and amounts of resources are likely to
– have similar strengths and weaknesses – use similar strategies
l Assessing resource similarity can be difficult if critical resources are intangible rather than tangible
Awareness
l Awareness is the extent to which competitors recognize the degree of their mutual interdependence
– mutual interdependence results from
• market commonality
Chapter 4 Business-Level
Strategy
Chapter 5 Competitive Rivalry
and Competitive Dynamics
The Strategic Management Process
Strategy Implementation
Chapter 10 Corporate Governance
Chapter 11 Organizational Structure and
Controls
Chapter 12 Strategic Leadership
Chapter 13 Strategic Entrepreneurship
Strategic Outcomes Strategic Actions
• resource similarity
竞争动态(1)(1)
Drivers of Competitive Actions
and Responses: Motivation
Drivers of competitive behavior
Awareness
l Motivation concerns the firm’s incentive
l Competitive rivalry
– the ongoing set of competitive actions and responses occurring between competitors
– competitive rivalry influences an individual firm’s ability to gain and sustain competitive advantages
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
竞争动态(1)(1)
2020/11/24
竞争动态(1)(1)
Strategic Inputs
Chapter 2 The External Environment
Chapter 3 The Internal Environment
Strategic Intent Strategic Mission
Strategy Formulation
– to take action
Motivation
– or to respond to a competitor’s attack
– and relates to perceived gains and losses
竞争动态(1)(1)
Drivers of Competitive Actions
竞争动态(1)(1)
A Framework of Competitor Analysis
High Market Commonality
Low
KEY
The shaded area represents degree of market commonality between two firms
Resource endowment A
and Responses: Ability
Drivers of competitive behavior
Competitive Dynamics • Competitive actions and responses taken by all
firms competing in a market
竞争动态(1)(1)
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)
竞争动态(1)(1)
Competitor Analysis
l Competitor analysis
– a technique firms use to understand their competitive environment. Along with the general and industry environments, the competitive environment comprises the firm’s external environment
– a technique used to help the firm understand its competitors
– the first step to being able to predict competitors’ behavior in the form of its competitive actions and responses
– competitors feel each other’s actions and responses
l Marketplace success is a function of both individual strategies and the consequences of their use
l Competitive dynamics
– the total set of actions and responses taken by all firms competing within a market
竞争动态(1)(1)
From Competitors to Competitive Dynamics
Resource endowment B
Βιβλιοθήκη Baidu
II I III IV
Low
High
Resource
Similarity
竞争动态(1)(1)
Drivers of Competitive Actions
and Responses: Awareness
Drivers of competitive behavior
business-level strategy or strategies.
竞争动态(1)(1)
A Model of Competitive
Rivalry
Competitive Analysis
feedback
• Market commonality
• Resource similarity
Outcomes • Market position • Financial performance
– 減價 – 私有品牌利潤受到壓
縮而出售產品線
竞争动态(1)(1)
Effect of Competitive Rivalry on a Firm’s Strategies
l Success of a strategy is determined by:
– the firm’competitive actions – how well it anticipates competitors’ responses
to them – how well the firm anticipates and responds to
its competitors’ initial actions
l Competitive rivalry
– affects all types of strategies – most dominant influence is on the firm’s
l Most industries’ markets are somewhat related in terms of
– technologies – core competencies
l Multimarket competition
– Firms competing in several markets
竞争动态(1)(1)
Competitive Rivalry
l Firms are mutually interdependent
– one firm’s competitive actions have noticeable effects on competitors
– one firm’s competitive actions elicit competitive responses from competitors
竞争动态(1)(1)
Resource Similarity
l Resource similarity
– the extent to which the firm’s tangible and intangible resources are comparable to a competitor’s in terms of both type and amount
竞争动态(1)(1)
Market Commonality
l 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
Feedback
Strategic Competitiveness Above-Average
Returns
竞争动态(1)(1)
Definitions
l Competitors
– firms operating in the same market, offering similar products and targeting similar customers
Drivers of Competitive Behavior
• Awareness • Motivation • Ability
Interim Rivalry • Likelihood of Attack • First mover incentives • Organizational size • Quality • Likelihood of Response • Type of competitive action • Reputation • Market dependence
Competitors
Engage in Competitive rivalry
Why? How?
What results?
• To gain an advantageous market position
• Through competitive behavior • Competitive actions • Competitive responses What results?
竞争动态(1)(1)
Definitions
l 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
l Firms with similar types and amounts of resources are likely to
– have similar strengths and weaknesses – use similar strategies
l Assessing resource similarity can be difficult if critical resources are intangible rather than tangible
Awareness
l Awareness is the extent to which competitors recognize the degree of their mutual interdependence
– mutual interdependence results from
• market commonality
Chapter 4 Business-Level
Strategy
Chapter 5 Competitive Rivalry
and Competitive Dynamics
The Strategic Management Process
Strategy Implementation
Chapter 10 Corporate Governance
Chapter 11 Organizational Structure and
Controls
Chapter 12 Strategic Leadership
Chapter 13 Strategic Entrepreneurship
Strategic Outcomes Strategic Actions
• resource similarity
竞争动态(1)(1)
Drivers of Competitive Actions
and Responses: Motivation
Drivers of competitive behavior
Awareness
l Motivation concerns the firm’s incentive
l Competitive rivalry
– the ongoing set of competitive actions and responses occurring between competitors
– competitive rivalry influences an individual firm’s ability to gain and sustain competitive advantages
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
竞争动态(1)(1)
2020/11/24
竞争动态(1)(1)
Strategic Inputs
Chapter 2 The External Environment
Chapter 3 The Internal Environment
Strategic Intent Strategic Mission
Strategy Formulation
– to take action
Motivation
– or to respond to a competitor’s attack
– and relates to perceived gains and losses
竞争动态(1)(1)
Drivers of Competitive Actions
竞争动态(1)(1)
A Framework of Competitor Analysis
High Market Commonality
Low
KEY
The shaded area represents degree of market commonality between two firms
Resource endowment A
and Responses: Ability
Drivers of competitive behavior
Competitive Dynamics • Competitive actions and responses taken by all
firms competing in a market
竞争动态(1)(1)
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)
竞争动态(1)(1)
Competitor Analysis
l Competitor analysis
– a technique firms use to understand their competitive environment. Along with the general and industry environments, the competitive environment comprises the firm’s external environment
– a technique used to help the firm understand its competitors
– the first step to being able to predict competitors’ behavior in the form of its competitive actions and responses
– competitors feel each other’s actions and responses
l Marketplace success is a function of both individual strategies and the consequences of their use
l Competitive dynamics
– the total set of actions and responses taken by all firms competing within a market
竞争动态(1)(1)
From Competitors to Competitive Dynamics
Resource endowment B
Βιβλιοθήκη Baidu
II I III IV
Low
High
Resource
Similarity
竞争动态(1)(1)
Drivers of Competitive Actions
and Responses: Awareness
Drivers of competitive behavior
business-level strategy or strategies.
竞争动态(1)(1)
A Model of Competitive
Rivalry
Competitive Analysis
feedback
• Market commonality
• Resource similarity
Outcomes • Market position • Financial performance