零售行业的竞争动态(英文版).pptx

零售行业的竞争动态(英文版).pptx

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CompetitiveRivalryandCompetitiveDynamics,MichaelA.HittR.DuaneIrelandRobertE.Hoskisson,Chapter5,1,2003SouthwesternPublishingCompany,StrategyImplementation,Chapter13StrategicEntrepreneurship,Chapter11OrganizationalStructureandControls,Chapter10CorporateGovernance,Chapter12StrategicLeadership,StrategyFormulation,StrategicCompetitivenessAbove-AverageReturns,StrategicIntentStrategicMission,Chapter2TheExternalEnvironment,Chapter3TheInternalEnvironment,TheStrategicManagementProcess,Feedback,StrategicInputs,StrategicActions,StrategicOutcomes,Chapter5CompetitiveRivalryandCompetitiveDynamics,Chapter4Business-LevelStrategy,2,Definitions,Competitorsfirmsoperatinginthesamemarket,offeringsimilarproductsandtargetingsimilarcustomersCompetitiverivalrytheongoingsetofcompetitiveactionsandresponsesoccurringbetweencompetitorscompetitiverivalryinfluencesanindividualfirmsabilitytogainandsustaincompetitiveadvantages,3,Definitions,CompetitivebehaviorthesetofcompetitiveactionsandcompetitiveresponsesthefirmtakestobuildordefenditscompetitiveadvantagesandtoimproveitsmarketpositionCompetitivedynamicsthetotalsetofactionsandresponsestakenbyallfirmscompetingwithinamarket,4,FromCompetitorstoCompetitiveDynamics,Engagein,Why?

How?

5,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,6,EffectofCompetitiveRivalryonaFirmsStrategies,Successofastrategyisdeterminedby:

thefirmcompetitiveactionshowwellitanticipatescompetitorsresponsestothemhowwellthefirmanticipatesandrespondstoitscompetitorsinitialactionsCompetitiverivalryaffectsalltypesofstrategiesmostdominantinfluenceisonthefirmsbusiness-levelstrategyorstrategies.,7,AModelofCompetitiveRivalry,feedback,8,CompetitiveRivalry,FirmsaremutuallyinterdependentonefirmscompetitiveactionshavenoticeableeffectsoncompetitorsonefirmscompetitiveactionselicitcompetitiveresponsesfromcompetitorscompetitorsfeeleachothersactionsandresponsesMarketplacesuccessisafunctionofbothindividualstrategiesandtheconsequencesoftheiruse,9,CompetitorAnalysis,Competitoranalysisatechniquefirmsusetounderstandtheircompetitiveenvironment.Alongwiththegeneralandindustryenvironments,thecompetitiveenvironmentcomprisesthefirmsexternalenvironmentatechniqueusedtohelpthefirmunderstanditscompetitorsthefirststeptobeingabletopredictcompetitorsbehaviorintheformofitscompetitiveactionsandresponses,10,MarketCommonality,MarketCommonalityisconcernedwiththenumberofmarketswithwhichafirmandacompetitorarejointlyinvolvedthedegreeofimportanceoftheindividualmarketstoeachcompetitorMostindustriesmarketsaresomewhatrelatedintermsoftechnologiescorecompetenciesMultimarketcompetitionFirmscompetinginseveralmarkets,11,ResourceSimilarity,ResourcesimilaritytheextenttowhichthefirmstangibleandintangibleresourcesarecomparabletoacompetitorsintermsofbothtypeandamountFirmswithsimilartypesandamountsofresourcesarelikelytohavesimilarstrengthsandweaknessesusesimilarstrategiesAssessingresourcesimilaritycanbedifficultifcriticalresourcesareintangibleratherthantangible,12,AFrameworkofCompetitorAnalysis,MarketCommonality,High,Low,Low,High,ResourceSimilarity,Theshadedarearepresentsdegreeofmarketcommonalitybetweentwofirms,ResourceendowmentB,ResourceendowmentA,KEY,I,II,III,IV,13,DriversofCompetitiveActionsandResponses:

Awarenessistheextenttowhichcompetitorsrecognizethedegreeoftheirmutualinterdependencemutualinterdependenceresultsfrommarketcommonalityresourcesimilarity,Awareness,Driversofcompetitivebehavior,14,DriversofCompetitiveActionsandResponses:

Motivationconcernsthefirmsincentivetotakeactionortorespondtoacompetitorsattackandrelatestoperceivedgainsandlosses,Driversofcompetitivebehavior,Motivation,15,DriversofCompetitiveActionsandResponses:

AbilityrelatestoeachfirmsresourcestheflexibilitytheseresourcesprovideWithoutavailableresourcesthefirmlackstheabilitytoattackacompetitortorespondtothecompetitorsactions,Driversofcompetitivebehavior,Ability,16,DriversofCompetitiveActionsandResponses:

AfirmismorelikelytoattacktherivalwithwhomithaslowmarketcommonalitythantheonewithwhomitcompetesinmultiplemarketsBecauseofthehighstakesofcompetitionundertheconditionofmarketcommonality,thereisahighprobabilitythattheattackedfirmwillrespondtoitscompetitorsactioninanefforttoprotectitspositioninoneormoremarkets,Driversofcompetitivebehaviorinfluencedby,MarketCommonality,17,DriversofCompetitiveActionsandResponses:

Thegreatertheresourceimbalancebetweentheactingfirmandcompetitorsorpotentialresponders,thegreaterwillbethedelayinresponsebythefirmwitharesourcedisadvantageWhenfacingcompetitorswithgreaterresourcesormoreattractivemarketpositions,firmsshouldeventuallyrespond,nomatterhowchallengingtheresponse,Driversofcompetitivebehaviorinfluencedby,ResourceSimilarity,18,CompetitiveRivalry,CompetitiveactionastrategicortacticalactionthefirmtakestobuildordefenditscompetitiveadvantagesorimproveitsmarketpositionCompetitiveresponseastrategicortacticalactionthefirmtakestocountertheeffectsofacompetitorscompetitiveaction,19,StrategicandTacticalActions,Strategicactionorastrategicresponseamarket-basedmovethatinvolvesasignificantcommitmentoforganizationalresourcesandisdifficulttoimplementandreverseTacticalactionoratacticalresponsemarket-basedmovethatistakentofine-tuneastrategy;itinvolvesfewerresourcesandisrelativelyeasytoimplementandreverse,20,FactorsAffectingLikelihoodofAttack:

FirstmoversallocatefundsforproductinnovationanddevelopmentaggressiveadvertisingadvancedresearchanddevelopmentFirstmoverscangaintheloyaltyofcustomerswhomaybecomecommittedtothefirmsgoodsorservicesmarketsharethatcanbedifficultforcompetitorstotakeduringfuturecompetitiverivalry,FirstMoverIncentives,21,SecondMover,跟隨第一行動者的競爭性行動而行動的企業（可享有搭便車效果）,第二行動者通常是的第一模仿行動者,第二行動者掌握部分顧客與顧客忠誠,避免部分第一行動者所面臨的未知市場風險,成功與否決定於反應的速度（愈快與有利）,必須擁有模仿的必要能力,第二行動者,22,FactorsAffectingLikelihoodofAttack:

SmallfirmsaremorelikelytolaunchcompetitiveactionstobequickerindoingsoSmallfirmsareperceivedasnimbleandflexiblecompetitorsrelyingonspeedandsurprisetodefendtheircompetitiveadvantagesordevelopnewoneswhileengagedincompetitiverivalrySmallfirmshavetheflexibilityneededtolaunchagreatervarietyofcompetitiveactions,Size,23,FactorsAffectingLikelihoodofAttack:

LargefirmsarelikelytoinitiatemorecompetitiveactionsaswellasstrategicactionsduringagiventimeperiodLargeorganizationscommonlyhavetheslackresourcesrequiredtolaunchalargernumberoftotalcompetitiveactions,Size,24,FactorsAffectingLikelihoodofAttack:

Qualityexistswhenthefirmsgoodsorservicesmeetorexceedcustomersexpectations,Quality,ProductqualitydimensionsincludePerformance性能Features特徵Flexibility彈性Durability耐久性Conformance構造Serviceability有用性Aesthetics美感Perceivedquality品質知覺,25,FactorsAffectingLikelihoodofAttack:

Qualityexistswhenthefirmsgoodsorservicesmeetorexceedcustomersexpectations,Quality,ServicequalitydimensionsincludeTimeliness及時Courtesy殷勤Consistency一致Convenience方便Completeness完整Accuracy準確,26,FactorsAffectingLikelihoodofResponse,Firmsstudythreefactorstopredicthowacompetitorislikelytorespondtocompetitiveactionstypeofcompetitiveactionreputationmarketdependence,27,FactorsAffectingLikelihoodofResponse:

StrategicactionsreceivestrategicresponsesTacticalresponsesaretakentocountertheeffectsoftacticalactionsStrategicactionselicitfewertotalcompetitiveresponsesAcompetitorlikelywillrespondquicklytoatacticalactionThetimeneededtoimplementandassessastrategicactiondelayscompetitorsresponses,TypeofCompetitiveAction,28,FactorsAffectingLikelihoodofResponse:

AnactoristhefirmtakinganactionorresponseReputationisthepositiveornegativeattributeascribedbyonerivaltoanotherbasedonpastcompetitivebehaviorThefirmstudiesresponsesthatacompetitorhastakenpreviouslywhenattackedtopredictlikelyresponses,Reputation,29,市場領袖較易被模仿高風險的企業行動較少被模仿價格掠奪者較少被模仿,行動者的名聲,30,FactorsAffectingLikelihoodofResponse:

MarketdependenceistheextenttowhichafirmsrevenuesorprofitsarederivedfromaparticularmarketIngeneral,firmscanpredictthatcompetitorswithhighmarketdependencearelikelytorespondstronglytoattacksthreateningtheirmarketposition（比較富士軟片攻擊美國市場與台灣市場）,MarketDependence,31,Competition,CompetitiveDynamicscompetitivedynamicsconcernstheongoingactionsandresponsestakingplaceamongallfirmscompetingwithinamarketforadvantageouspositionsCompetitiveRivalrybuildingandsustainingcompetitiveadvantagesareatthecoreofcompetitiverivalrycompetitiveadvantagesarethelinktoanadvantageousmarketposition,32,StrategicConductisDynamic,AfirmsstrategicconductisdynamicinnatureActionsandresponsesshapethecompetitivepositionsofeachfirmsbusinesslevelstrategy,33,StrategicConductisDynamic,ActionstakenbyonefirmelicitsresponsesfromcompetitorsCompetitiveresponsesleadtoadditionalactionsfromthefirmthatactedoriginally,34,CompetitiveDynamics:

Slow-cyclemarketsthefirmscompetitiveadvantagesareshieldedfromimitationforlongperiodsoftimeimitationiscostlyCompetitiveadvantagesaresustainableinslow-cyclemarketsAproprietary,one-o