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1、 2003SouthwesternPublishingCompany 1 CompetitiveRivalryandCompetitiveDynamics MichaelA HittR DuaneIrelandRobertE Hoskisson Chapter5 2 StrategyImplementation Chapter13StrategicEntrepreneurship Chapter11OrganizationalStructureandControls Chapter10CorporateGovernance Chapter12StrategicLeadership Strate
2、gyFormulation StrategicCompetitivenessAbove AverageReturns StrategicIntentStrategicMission Chapter2TheExternalEnvironment Chapter3TheInternalEnvironment TheStrategicManagementProcess Feedback StrategicInputs StrategicActions StrategicOutcomes Chapter5CompetitiveRivalryandCompetitiveDynamics Chapter4
3、Business LevelStrategy 3 Definitions Competitorsfirmsoperatinginthesamemarket offeringsimilarproductsandtargetingsimilarcustomersCompetitiverivalrytheongoingsetofcompetitiveactionsandresponsesoccurringbetweencompetitorscompetitiverivalryinfluencesanindividualfirm sabilitytogainandsustaincompetitivea
4、dvantages 4 Definitions CompetitivebehaviorthesetofcompetitiveactionsandcompetitiveresponsesthefirmtakestobuildordefenditscompetitiveadvantagesandtoimproveitsmarketpositionCompetitivedynamicsthetotalsetofactionsandresponsestakenbyallfirmscompetingwithinamarket 5 FromCompetitorstoCompetitiveDynamics
5、Engagein Why How 6 個案 GeneralMills 早餐穀片市場主要競爭者 家樂氏與Post PhilipMorris旗下的Kraft 競爭手法 價格 創新產品買一送一的促銷GeneralMills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 7 EffectofCompetitiveRivalryonaFirm sStrategies Successofastrategyisdeterm
6、inedby thefirm competitiveactionshowwellitanticipatescompetitors responsestothemhowwellthefirmanticipatesandrespondstoitscompetitors initialactionsCompetitiverivalryaffectsalltypesofstrategiesmostdominantinfluenceisonthefirm sbusiness levelstrategyorstrategies 8 AModelofCompetitiveRivalry feedback 9
7、 CompetitiveRivalry Firmsaremutuallyinterdependentonefirm scompetitiveactionshavenoticeableeffectsoncompetitorsonefirm scompetitiveactionselicitcompetitiveresponsesfromcompetitorscompetitorsfeeleachother sactionsandresponsesMarketplacesuccessisafunctionofbothindividualstrategiesandtheconsequencesoft
8、heiruse 10 CompetitorAnalysis Competitoranalysisatechniquefirmsusetounderstandtheircompetitiveenvironment Alongwiththegeneralandindustryenvironments thecompetitiveenvironmentcomprisesthefirm sexternalenvironmentatechniqueusedtohelpthefirmunderstanditscompetitorsthefirststeptobeingabletopredictcompet
9、itors behaviorintheformofitscompetitiveactionsandresponses 11 MarketCommonality MarketCommonalityisconcernedwiththenumberofmarketswithwhichafirmandacompetitorarejointlyinvolvedthedegreeofimportanceoftheindividualmarketstoeachcompetitorMostindustries marketsaresomewhatrelatedintermsoftechnologiescore
10、competenciesMultimarketcompetitionFirmscompetinginseveralmarkets 12 ResourceSimilarity Resourcesimilaritytheextenttowhichthefirm stangibleandintangibleresourcesarecomparabletoacompetitor sintermsofbothtypeandamountFirmswithsimilartypesandamountsofresourcesarelikelytohavesimilarstrengthsandweaknesses
11、usesimilarstrategiesAssessingresourcesimilaritycanbedifficultifcriticalresourcesareintangibleratherthantangible 13 AFrameworkofCompetitorAnalysis MarketCommonality High Low Low High ResourceSimilarity Theshadedarearepresentsdegreeofmarketcommonalitybetweentwofirms ResourceendowmentB Resourceendowmen
12、tA KEY I II III IV 14 DriversofCompetitiveActionsandResponses Awarenessistheextenttowhichcompetitorsrecognizethedegreeoftheirmutualinterdependencemutualinterdependenceresultsfrommarketcommonalityresourcesimilarity Awareness Driversofcompetitivebehavior 15 DriversofCompetitiveActionsandResponses Moti
13、vationconcernsthefirm sincentivetotakeactionortorespondtoacompetitor sattackandrelatestoperceivedgainsandlosses Driversofcompetitivebehavior Motivation 16 DriversofCompetitiveActionsandResponses Abilityrelatestoeachfirm sresourcestheflexibilitytheseresourcesprovideWithoutavailableresourcesthefirmlac
14、kstheabilitytoattackacompetitortorespondtothecompetitor sactions Driversofcompetitivebehavior Ability 17 DriversofCompetitiveActionsandResponses AfirmismorelikelytoattacktherivalwithwhomithaslowmarketcommonalitythantheonewithwhomitcompetesinmultiplemarketsBecauseofthehighstakesofcompetitionunderthec
15、onditionofmarketcommonality thereisahighprobabilitythattheattackedfirmwillrespondtoitscompetitor sactioninanefforttoprotectitspositioninoneormoremarkets Driversofcompetitivebehaviorinfluencedby MarketCommonality 18 DriversofCompetitiveActionsandResponses Thegreatertheresourceimbalancebetweentheactin
16、gfirmandcompetitorsorpotentialresponders thegreaterwillbethedelayinresponsebythefirmwitharesourcedisadvantageWhenfacingcompetitorswithgreaterresourcesormoreattractivemarketpositions firmsshouldeventuallyrespond nomatterhowchallengingtheresponse Driversofcompetitivebehaviorinfluencedby ResourceSimilarity 19 CompetitiveRivalry CompetitiveactionastrategicortacticalactionthefirmtakestobuildordefenditscompetitiveadvantagesorimproveitsmarketpositionCompetitiveresponseastrategicortacticalactionthefirmt
