《competitivedynamics.ppt》由会员分享，可在线阅读，更多相关《competitivedynamics.ppt（27页珍藏版）》请在taowenge.com淘文阁网|工程机械CAD图纸|机械工程制图|CAD装配图下载|SolidWorks_CaTia_CAD_UG_PROE_设计图分享下载上搜索。
1、Slide Slide 11Adapted from Hitt et al,1998Competitive DynamicsCompetitive DynamicsProfessor:Xiaoming HeProfessor:Xiaoming HeSlide Slide 22Adapted from Hitt et al,1998Definitions CompetitorsFirms operating in the same market,offering similar products and targeting similar customersCompetitive Behavio
2、rSet of competitive actions and competitive responses the firm takes to build or defend its competitive advantages and to improve its market positionSlide Slide 33Adapted from Hitt et al,1998Competitive DynamicsCompetitive DynamicsResults from a series of competitive actions and Results from a serie
3、s of competitive actions and competitive responses among firms competing competitive responses among firms competing within a particular industrywithin a particular industryCompetitive RivalryCompetitive RivalryExists when two or more firms jockey with one Exists when two or more firms jockey with o
4、ne another in the pursuit of better market positionanother in the pursuit of better market positionSlide Slide 44Adapted from Hitt et al,1998From Competitors to Competitive DynamicsSlide Slide 55Adapted from Hitt et al,1998Factors Leading to More Complex RivalryFactors Leading to More Complex Rivalr
5、yDeclining emphasis on single,domestic markets and increasing emphasis on global marketsAdvances in communication technology make coordination easier across multiple marketsAdvances in technology and innovation have increased competitiveness of small and medium sized firmsNational barriers are falli
6、ng due to the number and National barriers are falling due to the number and scope of trade agreements(GATT,NAFTA,EU)scope of trade agreements(GATT,NAFTA,EU)Slide Slide 66Adapted from Hitt et al,1998Relative SizeSpeedInnovationQualityAbility for Ability for Action and Action and ResponseResponseOutc
7、omesOutcomesDrivers of Drivers of Competitive Competitive BehaviorBehaviorAwarenessMotivationCapabilityCompetitor Competitor AnalysisAnalysisMarketCommonalityResourceSimilarityInterfirm Rivalry:Interfirm Rivalry:Attack&ResponseAttack&ResponseLikelihood of AttackLikelihood of AttackFirst Mover Incent
8、ivesLikelihood of ResponseLikelihood of ResponseType of CompetitiveActionDependence on theMarketResource AvailabilityActors ReputationCompetitiveCompetitiveSlow,Standardor Fast CycleMarket TypesMarket TypesCompetitiveCompetitiveSustainedOutcomesOutcomesCompetitiveAdvantageTemporaryAdvantageEvolution
9、aryEvolutionaryOutcomesOutcomesEntrepreneurialor Market-PowerGrowth-OrientedActionsFeedbackFeedbackModel of Interfirm Rivalry:Model of Interfirm Rivalry:Likelihood of Attack and ResponseLikelihood of Attack and ResponseSlide Slide 77Adapted from Hitt et al,1998Competitor AnalysisMarket Commonality E
10、ach industry composed of various markets which can be subdivided into(segments)E.g.,Airline,pharmaceutical industries Resource Similarity Extent to which firms tangible/intangible resources are comparable to competitors in type and amountE.g.,FedEx and UPS both have efficient operations and focus on
11、 cost reduction Combination of market commonality&resource similarity indicate a firms direct competitorsSlide Slide 88Adapted from Hitt et al,1998A Framework of Competitor AnalysisSlide Slide 99Adapted from Hitt et al,1998Competitor AnalysisResource Resource SimilaritySimilarityMarket CommonalityFi
12、rms are less inclined to attack a Firms are less inclined to attack a firm that is likely to retaliatefirm that is likely to retaliateFirms with dissimilar resources Firms with dissimilar resources are more likely to attackare more likely to attackFirms with similar resources are Firms with similar
13、resources are more likely to be aware of each more likely to be aware of each others competitive movesothers competitive movesModel of Interfirm Rivalry:Model of Interfirm Rivalry:Likelihood of Attack and ResponseLikelihood of Attack and ResponseSlide Slide 1010Adapted from Hitt et al,1998Drivers of
14、 Competitive BehaviorMotivationCapabilityAwarenessModel of Interfirm Rivalry:Model of Interfirm Rivalry:Likelihood of Attack and ResponseLikelihood of Attack and ResponsevAwarenessvPrerequisite to any competitive actionvExtent competitors recognize degree of mutual interdependence that results from
15、market commonality and resource similarity vMotivationvFirms incentive to take action,or to respond to a competitors attack,as it relates to perceived gains and lossesvAbilityvFirms resources that allow competitive action and flexibility responsivenessSlide Slide 1111Adapted from Hitt et al,1998Inte
16、rfirm Rivalry:Attack&ResponseLikelihood of AttackLikelihood of AttackFirst Mover IncentivesLikelihood of ResponseLikelihood of ResponseType of CompetitiveActionDependence on theMarketResource AvailabilityActors ReputationModel of Interfirm Rivalry:Model of Interfirm Rivalry:Likelihood of Attack and
17、ResponseLikelihood of Attack and ResponseSlide Slide 1212Adapted from Hitt et al,1998Firms that take an initial competitive actionFirms that take an initial competitive actionGenerally possess the resources and capabilities Generally possess the resources and capabilities that enable them to be pion
18、eers in new products,that enable them to be pioneers in new products,new markets or new technologiesnew markets or new technologiesCan earn above average profits until competitors Can earn above average profits until competitors respondrespondGain customer loyalty,helping to create a barrier Gain cu
19、stomer loyalty,helping to create a barrier to entry by competitorsto entry by competitorsAdvantage depends upon difficulty of imitationAdvantage depends upon difficulty of imitationFirst MoverFirst MoverSlide Slide 1313Adapted from Hitt et al,1998Second MoverSecond MoverFirms that respond to a First
20、 Movers actionsFirms that respond to a First Movers actionsSecond Movers frequently imitate First MoversSecond Movers frequently imitate First MoversShould evaluate customers response before movingShould evaluate customers response before moving“Fast”Second Movers can capture some of initial“Fast”Se
21、cond 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 First MoveSpeed of response often dictates successSpeed of response often dictates success
22、Must possess necessary capabilities to imitateMust possess necessary capabilities to imitateSecond MoverSecond MoverSlide Slide 1414Adapted from Hitt et al,1998Types of Competitive ActionsTypes of Competitive ActionsTacticalTacticalActionsActionsRelatively easy to implementRelatively easy to impleme
23、ntRelatively easy to reverseRelatively easy to reverseUndertaken to“fine tune”strategyUndertaken to“fine tune”strategyPrice cutPrice cutExampleExampleExampleStrategic Strategic ActionsActionsSignificant commitments of specific&Significant commitments of specific&distinctive organizational resourcesd
24、istinctive organizational resourcesDifficult to implementDifficult to implementDifficult to reverseDifficult to reverseMajor AcquisitionMajor AcquisitionExampleExampleSlide Slide 1515Adapted from Hitt et al,1998Gauging the Likelihood of ResponseGauging the Likelihood of ResponseEasier to respond toE
25、asier to respond toRequire fewer resources to mount a responseRequire fewer resources to mount a responseActors ReputationActors ReputationMarket leaders are more likely to be copiedMarket leaders are more likely to be copied“Risk taking”firms are less likely to be copied“Risk taking”firms are less
26、likely to be copied“Price Predators”are less likely to be copied“Price Predators”are less likely to be copied Type of Competitive Action-Tactical or StrategicType of Competitive Action-Tactical or StrategicSlide Slide 1616Adapted from Hitt et al,1998Market DependenceMarket DependenceFirms that are m
27、ore dependent on a single industry Firms that are more dependent on a single industry are more likely to respond than are diversified firmsare more likely to respond than are diversified firmsIndustry dependent firms will likely respond to Industry dependent firms will likely respond to either strat
28、egic or tactical actionseither strategic or tactical actionsCompetitor ResourcesCompetitor ResourcesSmaller firms are more likely to respond to tactical Smaller firms are more likely to respond to tactical actionsactionsLimited resources may lead to alternatives such as Limited resources may lead to
29、 alternatives such as Strategic AlliancesStrategic AlliancesGauging the Likelihood of ResponseGauging the Likelihood of ResponseSlide Slide 1717Adapted from Hitt et al,1998Relative SizeQualityInnovationSpeedAbility for Action and ResponseModel of Interfirm Rivalry:Model of Interfirm Rivalry:Likeliho
30、od of Attack and ResponseLikelihood of Attack and ResponseOrganizational SizeInfluences the likelihood of attach as well as types and timingSmall firms Act as nimble and flexible competitorsRely on speed and surprise to defend their competitive advantage Have greater variety of competitive behavior
31、options availableLarge firms Often have greater slack Have greater likelihood to initiate competitive and strategic actions over timeSlide Slide 1818Adapted from Hitt et al,1998Relative SizeSpeedInnovationQualityAbility for Ability for Action and Action and ResponseResponseOutcomesOutcomesDrivers of
32、 Drivers of Competitive Competitive BehaviorBehaviorAwarenessMotivationCapabilityCompetitor Competitor AnalysisAnalysisMarketCommonalityResourceSimilarityInterfirm Rivalry:Interfirm Rivalry:Attack&ResponseAttack&ResponseLikelihood of AttackLikelihood of AttackFirst Mover IncentivesLikelihood of Resp
33、onseLikelihood of ResponseType of CompetitiveActionDependence on theMarketResource AvailabilityActors ReputationCompetitiveCompetitiveSlow,Standardor Fast CycleMarket TypesMarket TypesCompetitiveCompetitiveSustainedOutcomesOutcomesCompetitiveAdvantageTemporaryAdvantageEvolutionaryEvolutionaryOutcome
34、sOutcomesEntrepreneurialor Market-PowerGrowth-OrientedActionsFeedbackFeedbackModel of Interfirm Rivalry:Model of Interfirm Rivalry:Likelihood of Attack and ResponseLikelihood of Attack and ResponseSlide Slide 1919Adapted from Hitt et al,1998OutcomesEvolutionary ActionsGrowth-Oriented Actions Market-
35、Power ActionsEvolutionary OutcomesEvolutionary OutcomesSustained CompetitiveCompetitive Market TypesCompetitive Market TypesSlow,Standard or Fast CycleCompetitive OutcomesCompetitive OutcomesAdvantageTemporary AdvantageModel of Interfirm Rivalry:Model of Interfirm Rivalry:Likelihood of Attack and Re
36、sponseLikelihood of Attack and ResponseSlide Slide 2020Adapted from Hitt et al,1998An Action-Based Model of the An Action-Based Model of the Industry Life CycleIndustry Life CycleKey TaskKey TaskExploiting Open Niches(Blind Spots)and Competitive UncertaintyKey TaskKey TaskKey TaskKey TaskEntrepreneu
37、rial Entrepreneurial ActionsActionsGrowth-OrientedGrowth-OrientedActionsActionsMarket-PowerMarket-PowerActionsActionsExploiting Factors of ProductionExploiting Market PositionFirm Resource Firm Resource&Market Strength Market StrengthEmerging StageEmerging StageEmerging StageGrowth StageGrowth Stage
38、Growth StageMature StageMature StageMature StageTimeTimeSlide Slide 2121Adapted from Hitt et al,1998Time(years)Time(years)3 3LaunchLaunchExploitationExploitationCounterattackCounterattackReturns Returns from a from a Sustained Sustained Competitive Competitive AdvantageAdvantageSustained Competitive
39、 Advantage Sustained Competitive Advantage which Eventually Erodeswhich Eventually ErodesSlide Slide 2222Adapted from Hitt et al,1998Competitive Dynamics:3 Market Cycles1.Slow-Cycle MarketsMarkets in which the firms competitive advantages are shielded from imitation for long periods of time,and in w
40、hich imitation is costlyBuild a one-of-a-kind competitive advantage which creates sustainability(I.e.,proprietary and difficult for competitors to understand)Once a proprietary advantage is developed,competitive behavior should be oriented to protecting,maintaining,and extending that advantageOrgani
41、zational structure should be used to effectively support strategic effortsSlide Slide 2323Adapted from Hitt et al,1998 Gradual Erosion of a Sustained Competitive AdvantageSlide Slide 2424Adapted from Hitt et al,1998Competitive Dynamics:3 Market Cycles(Contd)2.Fast-Cycle MarketsMarkets in which the f
42、irms capabilities that contribute to competitive advantages are not shielded from imitation and where imitation is often rapid and inexpensive Focus:learning how to rapidly and continuously develop new competitive advantages that are superior to those they replace(creating innovation)Avoid loyalty t
43、o any one product,possibly cannibalizing their own current products to launch new ones before competitors learn how to do so through successful imitationContinually try to move on to another temporary competitive advantage before competitors can respond to the first one Slide Slide 2525Adapted from
44、Hitt et al,1998Some Firms Maintain Competitive Advantage Some Firms Maintain Competitive Advantage in Fast-Cycle Markets by Seizing the Initiativein Fast-Cycle Markets by Seizing the Initiative1Disrupting the Status QuoDisrupting the Status QuoIdentify new opportunities to serve the customer by shif
45、ting Identify new opportunities to serve the customer by shifting the rules of competition through speed and varietythe rules of competition through speed and variety2Creating Temporary AdvantageCreating Temporary AdvantageUse superior knowledge of the customer,technology and the Use superior knowle
46、dge of the customer,technology and the future to enhance customer orientation and empower workersfuture to enhance customer orientation and empower workers3Seizing the InitiativeSeizing the InitiativeMove aggressively into new areas of competition to create Move aggressively into new areas of compet
47、ition to create new advantage and undermine a competitors old advantagenew advantage and undermine a competitors old advantage4Sustaining the MomentumSustaining 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 a
48、nd create momentum to develop new advantagesand create momentum to develop new advantagesSlide Slide 2626Adapted from Hitt et al,1998Time(years)Time(years)4 4LaunchLaunchExploitationExploitationCounterattackCounterattackReturns Returns from a from a Sustained Sustained Competitive Competitive Advant
49、ageAdvantageObtaining Temporary Advantages Obtaining Temporary Advantages to Create Sustained Advantageto Create Sustained Advantage2 26 6Firm continues to move Firm continues to move on to the next Advantageon to the next AdvantageSlide Slide 2727Adapted from Hitt et al,1998Competitive Dynamics:3 M
50、arket Cycles(Contd)3.Standard-Cycle MarketsMarkets where firms competitive advantages are moderately shielded from imitation and where imitation is moderately costlyCompetitive advantages partially sustained as quality is continuously upgradedSeek to serve many customers and gain a large market shar