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1、 Xueliu GSM PKU1 北京大学光华管理学院 刘 学 Xueliu GSM PKU2 Who are your rivals A competitive arena may be as broad as an industry or as narrow as product market Usually the tactical decision needs narrow definition of competitive arena but strategic decision needs broader one The arena definition is determined
2、 by choice among four dimensions the array of product or service categories single product versus broad category the class segments of customers single or multiple segments geographic scope single region or country versus global number of activities in the value chain many versus few Xueliu GSM PKU3
3、 Identifying arenas One of the key ways a competitive arena is to examine the patterns of substitution supply side and demand side perspective Substitution from the demand side customer defined arenas cross elasticities brand switching data Judgmental data customer judgments of substitutability can
4、be obtained by asking a sample of customers to indicate the degree of substitutability between all of possible pairs of products or brands on rating scale Xueliu GSM PKU4 Product industry hierarchy housewares Food preparation appliances coffeemakers percolators Drip coffeemakers Product features and
5、 price options Product features and price options brandsbrands industry Product class Product type Product variants Xueliu GSM PKU5 Competitive advantage cycle Performance Rewards Satisfaction profits Loyalty share Investment in renewal Source of advantage superior assets superior capacities Competi
6、tive dynamics Erode advantages Positional advantages realized superior customer value Key source factors Barriers to imitation Xueliu GSM PKU6 Map of women s clothing retailers Women s wear value for money Women s wear fashionability Xueliu GSM PKU7 Substitution from supply side Which rivals are ser
7、ving related product class with the same technology manufacturing processes material resources sales force and distribution channels What is the geographic scope of the market it is regional or global Which competitors should be included only those presently serving the market or potential entrants
8、with capacity to compete Xueliu GSM PKU8 What Strategic Moves Are Rivals Likely to Make Next A firm s own best strategic moves are affected by Current strategies of competitors Actions competitors are likely to take next Profiling key rivals involves studying Current position in industry Strategic o
9、bjectives Basic competitive approaches Xueliu GSM PKU9 Competitor Analysis Successful strategists take great pains in scouting competitors Understanding their strategies Watching their actions Evaluating their vulnerability to driving forces and competitive pressures Sizing up their resource strengt
10、hs and weaknesses and their capabilities Trying to anticipate rivals next moves Xueliu GSM PKU10 Predicting Moves of Rivals Predicting rivals next moves involves Analyzing their current competitive positions Examining public pronouncements about what it will take to be successful in industry Gatheri
11、ng information from grapevine about current activities and potential changes Studying past actions and leadership Determining who has flexibility to make major strategic changes and who is locked into pursuing same basic strategy Xueliu GSM PKU11 竞争对手行为推断架构 信息或知识动机 可能的行动空间 资源感知环境假设 行动 行动的可能性 Xueliu
12、GSM PKU12 竞争对手分析 目 标 假设 现行战略 潜在能力 反 应 目标是什么 目标忠实度 现实与目标的差距 自身 对手 行业趋势 主动行动 对我们战略 的反应 Xueliu GSM PKU13 竞争对手的潜在能力 快速反应的能力 适应变化能力 外部注意力及判断 资 源 现金储备 借贷能力 尚未推出的新 产品 持久竞争能力 资金储备 技术 管理 层的一致性 增长潜力 人力资源 资本 战略能力 Xueliu GSM PKU14 竞争对手分析与企业情报系统 竞争对手情报系统 建立竞争对手档案 a 动态简报 b 分类分析简报 c 战略分析报告 供应商情报系统 a 品种及规格 b 质量 c 价格 d 销售人员个人 信息 客户情报系统 a 客户的采购决策人信息 b 客户的财务状态信息 信用评价 知识回顾知识回顾 Knowledge Knowledge ReviewReview
