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1、Ch5-1Chapter 5Chapter 5Competitive DynamicsCompetitive DynamicsCh5-4Corporate rivalries(who are the rivals of these firms?)Ch5-5Example of competitive rivalryCostco vs.SAMS CLUBCostcoSAMSyear founded19831983presidents since founding17U.S.revenues last year$34.4B$32.9Baverage sales per club$112M$63Ma
2、verage sales per sq.ft.$797$497 membership cardholders42M46MCh5-7Relative SizeSpeedInnovationQualityAbility for Ability for Action and Action and ResponseResponseOutcomesOutcomesDrivers of Drivers of Competitive Competitive BehaviorBehaviorAwarenessMotivationCapabilityCompetitor Competitor AnalysisA
3、nalysisMarketCommonalityResourceSimilarityInterfirm Rivalry:Interfirm Rivalry:Attack&ResponseAttack&ResponseLikelihood of AttackLikelihood of AttackFirst Mover IncentivesLikelihood of ResponseLikelihood of ResponseType of CompetitiveActionDependence on theMarketResource AvailabilityActors Reputation
4、CompetitiveCompetitiveSlow,Standardor Fast CycleMarket TypesMarket TypesCompetitiveCompetitiveSustainedOutcomesOutcomesCompetitiveAdvantageTemporaryAdvantageEvolutionaryEvolutionaryOutcomesOutcomesEntrepreneurialor Market-PowerGrowth-OrientedActionsFeedbackFeedbackModel of Interfirm Rivalry:Likeliho
5、od of Attack and ResponseCh5-8Drivers of Competitive BehaviorMotivationCapabilityAwarenessModel of Interfirm Rivalry:Likelihood of Attack and ResponseDo managers understand Do managers understand the key characteristics of the key characteristics of competitors?competitors?AwarenessAwarenessCh5-11Ta
6、cticalTacticalActionsActionsMajor AcquisitionExampleExampleTypes of Competitive ActionsTypes of Competitive ActionsStrategic Strategic ActionsActionsPrice cutExampleExampleSignificant commitments of specific and Significant commitments of specific and distinctive organizational resourcesdistinctive
7、organizational resourcesDifficult to implementDifficult to implementDifficult to reverseDifficult to reverseRelatively easy to implementRelatively easy to implementRelatively easy to implementRelatively easy to reverseRelatively easy to reverseRelatively easy to reverseUndertaken to“fine tune”strate
8、gyUndertaken to“fine tune”strategyUndertaken to“fine tune”strategyCh5-17First MoverFirms that take an initial competitive actionFirms that take an initial competitive actionGenerally possess the resources and capabilities that Generally possess the resources and capabilities that enable them to be p
9、ioneers in new products,new enable them to be pioneers in new products,new markets or new technologiesmarkets or new technologiesCan earn above average profits until competitors Can earn above average profits until competitors respondrespondGain customer loyalty,helping to create a barrier to Gain c
10、ustomer loyalty,helping to create a barrier to entry by competitorsentry by competitorsAdvantage depends upon difficulty of imitationAdvantage depends upon difficulty of imitationCh5-18Boeing as first moverIn 1952,Boeing begins development of model 367-80(known as the Dash 80).This becomes the proto
11、type of the Boeing 707.Rival Douglas Aircraft adopts a“wait and see”approach.It eventually becomes part of Boeing.Ch5-19The Dash 80-Boeing“bets their company”on first jet airlinerCh5-20Risk of being a first mover:Alternative fuel carsAlcohols-ethanol and methanol.Compressed natural gas(CNG)Electrici
12、ty Hydrogen Liquefied natural gas(LNG)-natural gas that is very,very cold.Liquefied petroleum gas(LPG)(also called propane)Liquids made from coal Biodiesel-a lot like diesel fuel,but made from plant oil or animal fat.Which do you invest in if you are CEO of Ford?Ch5-21Second MoverFirms that respond
13、to a First Movers actionsFirms that respond to a First Movers actionsSecond Movers frequently imitate First MoversSecond Movers frequently imitate First MoversSpeed of response often dictates successSpeed of response often dictates successShould evaluate customers response before movingShould evalua
14、te customers response before moving“Fast”Second Movers can capture some of initial“Fast”Second Movers can capture some of initial customers and develop some brand loyaltycustomers and develop some brand loyaltyAvoid some of the risks associated with First MoveAvoid some of the risks associated with
15、First MoveMust possess necessary capabilities to imitateMust possess necessary capabilities to imitateCh5-30OutcomesEvolutionary ActionsGrowth-Oriented Actions Market-Power ActionsEvolutionary OutcomesEvolutionary OutcomesSustained CompetitiveCompetitive Market TypesCompetitive Market TypesSlow,Stan
16、dard or Fast CycleCompetitive OutcomesCompetitive OutcomesAdvantageTemporary AdvantageModel of Interfirm Rivalry:Likelihood of Attack and ResponseSlow cycle markets are Slow cycle markets are Slow cycle markets are frequently shielded by frequently shielded by frequently shielded by monopoly power o
17、r very monopoly power or very monopoly power or very strong brand loyaltiesstrong brand loyaltiesstrong brand loyaltiesThis market outcome and This market outcome and This market outcome and lack of interfirm rivalry lack of interfirm rivalry lack of interfirm rivalry may lead to sustained may lead
18、to sustained may lead to sustained competitive advantagecompetitive advantagecompetitive advantageSustained CompetitiveSustained CompetitiveCompetitive Market TypesCompetitive Market TypesSlow,Standard or Fast CycleSlow,Standard or Fast CycleCompetitive OutcomesCompetitive OutcomesAdvantageAdvantage
19、Temporary AdvantageTemporary AdvantageCh5-31Examples of slow cycle markets -Celebrex(osteoarthritis)-Lipitor(cholesterol)-Zithromax(infant pneumonia)Ch5-32Examples of slow cycle marketsCh5-33Time(years)Time(years)1010LaunchLaunchExploitationExploitationCounterattackCounterattackGradual Erosion of a
20、Sustained Competitive Advantage Returns Returns from a from a Sustained Sustained Competitive Competitive AdvantageAdvantageCh5-35Sustained CompetitiveSustained CompetitiveOutcomesCompetitive Market TypesCompetitive Market TypesSlow,Standard or Fast CycleSlow,Standard or Fast CycleCompetitive Outcom
21、esCompetitive OutcomesAdvantageAdvantageTemporary AdvantageTemporary AdvantageEvolutionary ActionsGrowth-Oriented Actions Market-Power ActionsFast cycle markets are Fast cycle markets are intensely dynamic and a intensely dynamic and a first mover advantage is first mover advantage is often unsustai
22、nableoften unsustainableEvolutionary OutcomesEvolutionary OutcomesFirms may cannibalize Firms may cannibalize older generation products older generation products while introducing new while introducing new innovative premium innovative premium productsproductsSustainable competitive Sustainable comp
23、etitive advantage is unilkelyadvantage is unilkelyModel of Interfirm Rivalry:Likelihood of Attack and ResponseCh5-36Examples of fast cycle marketsIntel and Advanced Micro Devices Dell,HP and IBMNokia,Motorola,SamsungXM satellite radio and SiriusCh5-37Some Firms Maintain Competitive Advantage in Fast
24、-Cycle Markets by Seizing the InitiativeDisrupting the Status QuoDisrupting the Status QuoIdentify new opportuntites to serve the customer by Identify new opportuntites to serve the customer by shifting the rules of competition through speed and varietyshifting the rules of competition through speed
25、 and varietyCreating Temporary AdvantageCreating Temporary AdvantageUse superior knowledge of the customer,technology and the Use superior knowledge of the customer,technology and the future to enhance customer orientation and empower workersfuture to enhance customer orientation and empower workers
26、Seizing the InitiativeSeizing the InitiativeMove aggressively into new areas of competition to create Move aggressively into new areas of competition to create new advantage and undermine a competitors old advantagenew advantage and undermine a competitors old advantage1234Sustaining the MomentumSus
27、taining the MomentumTake several actions in a row in order to seize the initiative Take several actions in a row in order to seize the initiative and create momentum to develop new advantagesand create momentum to develop new advantagesCh5-38Time(years)Time(years)1010LaunchLaunchExploitationExploita
28、tionCounterattackCounterattackReturns Returns from a from a Sustained Sustained Competitive Competitive AdvantageAdvantageObtaining Temporary Advantages to Create Sustained Advantage5 51515Ch5-39Time(years)Time(years)1010LaunchLaunchExploitationExploitationCounterattackCounterattackReturns Returns f
29、rom a from a Sustained Sustained Competitive Competitive AdvantageAdvantage5 51515Firm has already moved Firm has already moved on to Advantage No.2on to Advantage No.2Obtaining Temporary Advantages to Create Sustained AdvantageCh5-40Time(years)Time(years)1010LaunchLaunchExploitationExploitationCoun
30、terattackCounterattackReturns Returns from a from a Sustained Sustained Competitive Competitive AdvantageAdvantage5 51515Firm continues to move Firm continues to move on to the next Advantageon to the next AdvantageObtaining Temporary Advantages to Create Sustained AdvantageCh5-41Innovation vs.imita
31、tionCostco vs.SAMSCostco begins selling fresh meat and produce in 1986,SAMS in 1989.Costco introduces premium private label in 1995,SAMS in 1998.Costco begins selling gasoline in 1995,SAMS in 1997.Ch5-42Strategies may be deter-Strategies may be deter-mined by the life cycle of mined by the life cycl
32、e of the industrythe industryYounger firms and Younger firms and emerging industries are emerging industries are generally characterized by generally characterized by entrepreneurial actionsentrepreneurial actionsGrowth-oriented and Growth-oriented and Market-power strategies Market-power strategies
33、 dominate established or dominate established or mature industriesmature industriesSustained CompetitiveOutcomesCompetitive Market TypesCompetitive Market TypesSlow,Standard or Fast CycleCompetitive OutcomesCompetitive OutcomesAdvantageTemporary AdvantageEvolutionary ActionsEvolutionary ActionsGrowt
34、h-Oriented Actions Growth-Oriented Actions Market-Power ActionsMarket-Power ActionsEvolutionary OutcomesEvolutionary OutcomesModel of Interfirm Rivalry:Likelihood of Attack and ResponseCh5-43Relative SizeSpeedInnovationQualityAbility for Ability for Action and Action and ResponseResponseOutcomesOutc
35、omesDrivers of Drivers of Competitive Competitive BehaviorBehaviorAwarenessMotivationCapabilityCompetitor Competitor AnalysisAnalysisMarketCommonalityResourceSimilarityInterfirm Rivalry:Interfirm Rivalry:Attack&ResponseAttack&ResponseLikelihood of AttackLikelihood of AttackFirst Mover IncentivesLike
36、lihood of ResponseLikelihood of ResponseType of CompetitiveActionDependence on theMarketResource AvailabilityActors ReputationCompetitiveCompetitiveSlow,Standardor Fast CycleMarket TypesMarket TypesCompetitiveCompetitiveSustainedOutcomesOutcomesCompetitiveAdvantageTemporaryAdvantageEvolutionaryEvolu
37、tionaryOutcomesOutcomesEntrepreneurialor Market-PowerGrowth-OrientedActionsFeedbackFeedbackModel of Interfirm Rivalry:Likelihood of Attack and ResponseCh5-44An Action-Based Model of the Industry Life CycleKey TaskKey TaskExploiting Open Exploiting Open Niches(Blind Spots)Niches(Blind Spots)and Compe
38、titive and Competitive UncertaintyUncertaintyEntrepreneurial Entrepreneurial ActionsActionsKey TaskKey TaskGrowth-OrientedGrowth-OrientedActionsActionsExploiting Factors Exploiting Factors of Productionof ProductionKey TaskKey TaskMarket-PowerMarket-PowerActionsActionsExploiting Market Exploiting Market PositionPositionFirm Resource Firm Resource&Market Strength Market StrengthEmerging StageEmerging StageGrowth StageGrowth StageMature StageMature StageTimeTime