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1、Competitive Rivalry and Competitive DynamicsMichael A. HittR. Duane IrelandRobert E. HoskissonChapter 5Chapter 512003 Southwestern Publishing CompanyStrategy ImplementationStrategy ImplementationChapter 13Chapter 13StrategicStrategicEntrepreneurshipEntrepreneurshipChapter 11Chapter 11OrganizationalO
2、rganizationalStructure and Structure and ControlsControlsChapter 10Chapter 10CorporateCorporateGovernanceGovernanceChapter 12Chapter 12StrategicStrategicLeadershipLeadershipStrategy FormulationStrategy FormulationStrategicStrategicCompetitivenessCompetitivenessAbove-AverageAbove-AverageReturnsReturn
3、sStrategic IntentStrategic IntentStrategic MissionStrategic MissionChapter 2Chapter 2The ExternalThe ExternalEnvironmentEnvironmentChapter 3Chapter 3The InternalThe InternalEnvironmentEnvironmentThe Strategic Management ProcessFeedbackFeedbackStrategic InputsStrategic InputsStrategic ActionsStrategi
4、c ActionsStrategic OutcomesStrategic OutcomesChapter 5Chapter 5Competitive RivalryCompetitive Rivalryand Competitiveand CompetitiveDynamics Dynamics Chapter 4Chapter 4Business-LevelBusiness-LevelStrategyStrategy2Definitionsl lCompetitorsCompetitors firms operating in the firms operating in the same
5、marketsame market, offering , offering similar productssimilar products and targeting and targeting similar similar customerscustomersl lCompetitive rivalryCompetitive rivalry the ongoing set of the ongoing set of competitive actions and competitive actions and responsesresponses occurring between c
6、ompetitors occurring between competitors competitive rivalry influences an individual competitive rivalry influences an individual firms ability to gain and sustain competitive firms ability to gain and sustain competitive advantagesadvantages3Definitionsl lCompetitive behaviorCompetitive behavior t
7、he set of the set of competitive actionscompetitive actions and and competitive competitive responsesresponses the firm takes to build or defend its the firm takes to build or defend its competitive advantages and to improve its competitive advantages and to improve its market positionmarket positio
8、nl lCompetitive dynamicsCompetitive dynamics the the total set of actions and responsestotal set of actions and responses taken by taken by all firms competing within a marketall firms competing within a market4From Competitors to Competitive DynamicsCompetitorsCompetitors Through competitiveThrough
9、 competitivebehaviorbehavior Competitive actionsCompetitive actions Competitive responsesCompetitive responses To gain an advantageousTo gain an advantageousmarket positionmarket positionCompetitive DynamicsCompetitive Dynamics Competitive actions and responses taken by allCompetitive actions and re
10、sponses taken by allfirms competing in a marketfirms competing in a marketCompetitiveCompetitiverivalryrivalryEngage inEngage inWhat results?What results?What results?What results?Why?Why?How?How?5個案:General Millsl早餐穀片市場早餐穀片市場l主要競爭者主要競爭者家樂氏家樂氏與與Post (Philip Morris旗下的旗下的Kraft)l競爭手法競爭手法價格價格/創新創新產品產品買一
11、送一的促銷買一送一的促銷lGeneral Mills 的問的問題題現有競爭者現有競爭者潛在競爭者潛在競爭者供應商的貨源受污染供應商的貨源受污染l1995年年GM總裁宣佈總裁宣佈取消價格促銷戰術取消價格促銷戰術家樂氏跟進家樂氏跟進Post乘機爭奪市場乘機爭奪市場次要競爭者次要競爭者(私有品牌私有品牌)伺機大顯身手伺機大顯身手改良產品改良產品提高效率提高效率和零售商建立良好關係和零售商建立良好關係l大廠的競爭反應大廠的競爭反應減價減價私有品牌利潤受到壓私有品牌利潤受到壓縮而出售產品線縮而出售產品線6Effect of Competitive Rivalry on a Firms Strategie
12、s l lSuccess of a strategy is determined by:Success of a strategy is determined by: the firmcompetitive actions the firmcompetitive actions how well it how well it anticipatesanticipates competitors responses competitors responses to them to them how well the firm anticipates and how well the firm a
13、nticipates and respondsresponds to to its competitors initial actions its competitors initial actions l lCompetitive rivalryCompetitive rivalry affects all types of strategies affects all types of strategies most dominant influence is on the firms most dominant influence is on the firms business-lev
14、el strategy or strategiesbusiness-level strategy or strategies. . 7A Model of Competitive RivalryCompetitive AnalysisCompetitive Analysis Market commonalityMarket commonality Resource similarityResource similarityDrivers of CompetitiveDrivers of CompetitiveBehaviorBehavior AwarenessAwareness Motivat
15、ionMotivation AbilityAbilityInterim RivalryInterim Rivalry Likelihood of AttackLikelihood of Attack First mover incentivesFirst mover incentives Organizational sizeOrganizational size QualityQuality Likelihood of ResponseLikelihood of Response Type of competitive actionType of competitive action Rep
16、utationReputation Market dependenceMarket dependenceOutcomesOutcomes Market positionMarket position Financial performanceFinancial performancefeedbackfeedback8Competitive Rivalryl lFirms are Firms are mutually interdependentmutually interdependent one firms competitive actions have noticeable one firms competitive actions have noticeable effects effects on competitorson competitors one firms competitive actions one firms competitive actions elicit elicit competitive responses from competitorscom
