珠宝行业5竞争动态研讨.pptx

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1、Competitive Rivalry and Competitive Dynamics,Michael A. HittR. Duane IrelandRobert E. Hoskisson,Chapter 5,1,2003 Southwestern Publishing Company,Strategy Implementation,Chapter 13StrategicEntrepreneurship,Chapter 11OrganizationalStructure and Controls,Chapter 10CorporateGovernance,Chapter 12Strategi

2、cLeadership,Strategy Formulation,StrategicCompetitivenessAbove-AverageReturns,Strategic IntentStrategic Mission,Chapter 2The ExternalEnvironment,Chapter 3The InternalEnvironment,The Strategic Management Process,Feedback,Strategic Inputs,Strategic Actions,Strategic Outcomes,Chapter 5Competitive Rival

3、ryand CompetitiveDynamics,Chapter 4Business-LevelStrategy,2,Definitions,Competitorsfirms operating in the same market, offering similar products and targeting similar customersCompetitive rivalrythe ongoing set of competitive actions and responses occurring between competitors competitive rivalry in

4、fluences an individual firms ability to gain and sustain competitive advantages,3,Definitions,Competitive behaviorthe set of competitive actions and competitive responses the firm takes to build or defend its competitive advantages and to improve its market positionCompetitive dynamicsthe total set

5、of actions and responses taken by all firms competing within a market,4,From Competitors to Competitive Dynamics,Engage in,Why?,How?,5,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

6、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,6,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 and responds to its competitors initial actions Co

7、mpetitive rivalryaffects all types of strategies most dominant influence is on the firms business-level strategy or strategies.,7,A Model of Competitive Rivalry,feedback,8,Competitive Rivalry,Firms are mutually interdependent one firms competitive actions have noticeable effects on competitorsone fi

8、rms competitive actions elicit competitive responses from competitorscompetitors feel each others actions and responsesMarketplace success is a function of both individual strategies and the consequences of their use,9,Competitor Analysis,Competitor analysisa technique firms use to understand their

9、competitive environment. Along with the general and industry environments, the competitive environment comprises the firms external environmenta technique used to help the firm understand its competitorsthe first step to being able to predict competitors behavior in the form of its competitive actio

10、ns and responses,10,Market Commonality,Market Commonality is concerned withthe number of markets with which a firm and a competitor are jointly involvedthe degree of importance of the individual markets to each competitorMost industries markets are somewhat related in terms oftechnologiescore compet

11、enciesMultimarket competitionFirms competing in several markets,11,Resource Similarity,Resource similaritythe extent to which the firms tangible and intangible resources are comparable to a competitors in terms of both type and amount Firms with similar types and amounts of resources are likely toha

12、ve similar strengths and weaknessesuse similar strategiesAssessing resource similarity can be difficult if critical resources are intangible rather than tangible,12,A Framework of Competitor Analysis,MarketCommonality,High,Low,Low,High,ResourceSimilarity,The shaded area represents degree of market c

13、ommonality between two firms,Resource endowment B,Resource endowment A,KEY,I,II,III,IV,13,Drivers of Competitive Actions and Responses:,Awareness is the extent to which competitors recognize the degree of their mutual interdependencemutual interdependence results frommarket commonalityresource simil

14、arity,Awareness,Drivers of competitive behavior,14,Drivers of Competitive Actions and Responses:,Motivation concerns the firms incentiveto take actionor to respond to a competitors attackand relates to perceived gains and losses,Drivers of competitive behavior,Motivation,15,Drivers of Competitive Ac

15、tions and Responses:,Ability relatesto each firms resourcesthe flexibility these resources provideWithout available resources the firm lacks the abilityto attack a competitor to respond to the competitors actions,Drivers of competitive behavior,Ability,16,Drivers of Competitive Actions and Responses

16、:,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 marketsBecause of the high stakes of competition under the condition of market commonality, there is a high probability that the attacked firm will respond to its compet

17、itors action in an effort to protect its position in one or more markets,Drivers of competitive behavior influenced by,Market Commonality,17,Drivers of Competitive Actions and Responses:,The greater the resource imbalance between the acting firm and competitors or potential responders, the greater w

18、ill be the delay in response by the firm with a resource disadvantageWhen facing competitors with greater resources or more attractive market positions, firms should eventually respond, no matter how challenging the response,Drivers of competitive behavior influenced by,Resource Similarity,18,Compet

19、itive Rivalry,Competitive actiona strategic or tactical action the firm takes to build or defend its competitive advantages or improve its market positionCompetitive responsea strategic or tactical action the firm takes to counter the effects of a competitors competitive action,19,Strategic and Tact

20、ical Actions,Strategic action or a strategic responsea market-based move that involves a significant commitment of organizational resources and is difficult to implement and reverseTactical action or a tactical responsemarket-based move that is taken to fine-tune a strategy; it involves fewer resour

21、ces and is relatively easy to implement and reverse,20,Factors Affecting Likelihood of Attack:,First movers allocate funds forproduct innovation and developmentaggressive advertisingadvanced research and developmentFirst movers can gain the loyalty of customers who may become committed to the firms

22、goods or servicesmarket share that can be difficult for competitors to take during future competitive rivalry,First Mover Incentives,21,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,22,Factors Affecting Likeliho

23、od of Attack:,Small firms are more likelyto launch competitive actions to be quicker in doing soSmall firms are perceived asnimble and flexible competitors relying on speed and surprise to defend their competitive advantages or develop new ones while engaged in competitive rivalrySmall firms have th

24、e flexibility needed to launch a greater variety of competitive actions,Size,23,Factors Affecting Likelihood of Attack:,Large firms are likely to initiate more competitive actions as well as strategic actions during a given time periodLarge organizations commonly have the slack resources required to

25、 launch a larger number of total competitive actions,Size,24,Factors Affecting Likelihood of Attack:,Quality exists when the firms goods or services meet or exceed customers expectations,Quality,Product quality dimensions includePerformance性能Features特徵Flexibility彈性Durability耐久性Conformance構造Serviceab

26、ility有用性Aesthetics美感Perceived quality品質知覺,25,Factors Affecting Likelihood of Attack:,Quality exists when the firms goods or services meet or exceed customers expectations,Quality,Service quality dimensions includeTimeliness及時Courtesy殷勤Consistency一致Convenience方便Completeness完整Accuracy準確,26,Factors Aff

27、ecting Likelihood of Response,Firms study three factors to predict how a competitor is likely to respond to competitive actionstype of competitive actionreputationmarket dependence,27,Factors Affecting Likelihood of Response:,Strategic actions receive strategic responsesTactical responses are taken

28、to counter the effects of tactical actionsStrategic actions elicit fewer total competitive responsesA competitor likely will respond quickly to a tactical actionThe time needed to implement and assess a strategic action delays competitors responses,Type of Competitive Action,28,Factors Affecting Lik

29、elihood of Response:,An actor is the firm taking an action or responseReputation is the positive or negative attribute ascribed by one rival to another based on past competitive behaviorThe firm studies responses that a competitor has taken previously when attacked to predict likely responses,Reputa

30、tion,29,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,30,Factors Affecting Likelihood of Response:,Market dependence isthe extent to which a firms revenues or profits are derived from a particular marketIn general, firms can predict that competitors with high market dependence are likely to respond strong

31、ly 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,31,Competition,Competitive Dynamicscompetitive dynamics concerns the ongoing actions and responses taking place among all firms competing within a market for advantageous positionsCompetitive Rivalrybuilding and sus

32、taining competitive advantages are at the core of competitive rivalrycompetitive advantages are the link to an advantageous market position,32,Strategic Conduct is Dynamic,A firms strategic conduct is dynamic in natureActions and responses shape the competitive positions of each firms business level

33、 strategy,33,Strategic Conduct is Dynamic,Actions taken by one firm elicits responses from competitorsCompetitive responses lead to additional actions from the firm that acted originally,34,Competitive Dynamics:,Slow-cycle marketsthe firms competitive advantages are shielded from imitation for long

34、periods of timeimitation is costlyCompetitive advantages are sustainable in slow-cycle marketsA proprietary, one-of-a-kind competitive advantage leads to competitive success in a slow-cycle market,Slow-Cycle Markets,35,Gradual Erosion of a Sustainable Competitive Advantage,Returns from a Sustainable

35、 Competitive Advantage,Time (Years),Launch,Exploitation,Counterattack,36,Competitive Dynamics:,Fast-cycle marketsthe firms competitive advantages arent shielded from imitation imitation happens quickly and somewhat inexpensivelyCompetitive advantages arent sustainableCompetitors use 反攻 to quickly im

36、itate or improve on the firms productsNon-proprietary technology is diffused rapidly,Fast-Cycle Markets,37,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,

37、38,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,2,創造短暫的優勢,以瞭解顧客、科技與未來為基礎，強調顧客導向與員工授權賦能,3,掌握主動權,積極轉進新的競爭領域，努力創造新優勢或破壞競爭者原有的優勢,4,維持衝勁,一個接一個的行動，用來掌握先機與維持衝勁，使企業持續發展優勢,39,Competitive Dynamics:,Standard-cycle markets the firms competitive advantages may be shielded from imitationimitation is m

38、oderately costlyCompetitive advantages are partially sustainable if the firm is able to continuously upgrade the quality of its competitive advantagesFirmsseek large market sharesgain customer loyalty through brand namescarefully control operations,Standard-Cycle Markets,40,產業生命週期的行動模式,主要任務,發展開放利基與競

39、爭的不確定性第一行動者的經營行動,主要任務,主要任務,創業行動,成長導向行動,市場力量行動,發展生產要素(互補性資產),鞏固市場地位,企業資源與市場優勢,形成期,成長期,成熟期,時間,41,第一行動者的經營策略,成功開發與取得經營優勢的資產製造設備/行銷(銷售人力/通路網),專利權保障60%專利在四年內會遭破解新產品在決定開發後12-18個月內資訊會走漏,研發技能取得互補性資產的能力,42,成熟期產業,經過成長消退期,產業會出現合併風潮成熟期產業只剩下數家大型企業產業出現不同的策略性群體同一群體的企業競爭行動間有高度的相互依存關係有時群際間也會出現對立行動,43,成熟產業限制進入的策略,產品多

40、樣化,降價,持有緩衝產能,加寬產品線以限制潛在競爭者進入先佔效益,吸脂策略者至成熟期時大幅降價(已有規模經濟) 建立市場佔有率,同時可以防止進入,以多餘的緩衝產能做為抵制進入時擴大供給之用,44,成熟期產業的敵對競爭策略,價格訊號,價格領導,非價格競爭,產業領導者以價格訊號控制敵對態勢針對潛在競爭者聯繫現有敵對業者,誰是價格領袖?價格領導的戰術性考量,市場滲透產品發展市場發展產品多樣化產能控制,45,衰退期產業的競爭程度,退出障礙高度,衰退速度,產品一般性質,固定成本高低,放棄策略,收割或放棄策略,利基或領導策略,領導或利基策略,46,衰退產業的策略選擇,高 產業的競爭強度 低,少 企業經營需求口袋的優勢 多,放棄,收割或放棄,利基或領導,領導或利基,47,收割策略,市場佔有率,開始收割,清算,現金流量 0,48,