PART2:FORMULATIONOFSTRATEGICACTIONSCHAPTER5

COMPETITIVERIVALRYANDDYNAMICSIRELAND|HOSKISSON|HITTTHEMANAGEMENTOFSTRATEGYCONCEPTSANDCASES10E1.

第Ⅱ篇:戰略規劃第5章競爭性對抗與競爭動態IRELAND|HOSKISSON|HITTTHEMANAGEMENTOFSTRATEGYCONCEPTSANDCASES10E戰略管理過程

3.KNOWLEDGEOBJECTIVESDefinecompetitors,competitiverivalry,competitivebehavior,andcompetitivedynamics。Describemarketcommonalityandresourcesimilarityasthebuildingblocksofacompetitoranalysis.定義競爭者、競爭性對抗、競爭性行為和競爭動態;識別競爭者的方法：市場共性和資源相似性;4.KNOWLEDGEOBJECTIVESthecompetitivedynamicsineachofslow-cycle,fast-cycle,andstandard-cyclemarkets.慢周期市場、快周期市場和標準周期市場的競爭動態5.掌握兩種方法：單個公司之間：競爭者分析整體市場之內：競爭動態分析6.OPENINGCASE開篇案例及啟示7.OPENINGCASEP119

DISRUPTIVEINNOVATION:WINNINGRIVALRYBATTLESAGAINSTCOMPETITORSClaytonChristensen,aHarvardprofessorandauthorofTheInnovator’sDilemma,defines“disruptiveinnovation〞as:“aninnovationthatmakesitsomuchsimplerandsomuchmoreaffordabletoownanduseaproductthatawholenewpopulationofpeoplecannowhaveone.?創新的困境?的作者哈佛教授克萊頓·克里斯坦森將其定義為：這種創新使產品的擁有和使用對很多人來說變得更加容易和可以承受，并且這種產品已經得到普及。8.破壞性創新：戰勝競爭對手的法寶

EXAMPLESOFDISRUPTIVEINNOVATION1XeroxwasdisruptedbyCanonApple’siPhonehasdisruptedthecellphoneandpersonalcomputermarkets,creatingthesmartphonesegmentAstheiPadcontinuestoimproveitsgraphicspower,gameplatformhardwareandsoftwareproducersarethreatened

9.破壞性創新：戰勝競爭對手的法寶舉例：施樂受到了來自佳能的破壞性創新。蘋果的iPhone破壞了整個移動和個人電腦市場，創造出了智能市場。隨著iPad不斷改進它的圖像功能，游戲平臺硬件制造商和軟件制造商開始感受到了威脅。引導案例10.OPENINGCASE

DISRUPTIVEINNOVATION:WINNINGRIVALRYBATTLESAGAINSTCOMPETITORSEXAMPLESOFDISRUPTIVEINNOVATION2Inthevideo-on-demandmarket,Walmart’sVudu,anon-subscriptionvideostreamingservice,maydisruptApple’siTuneserviceClaytonChristensensuggestsdisruptiveinnovationsinclude“thepersonalcomputer,therouter,Toyota’sautomobiles,Kodak’soriginalcamera,Xerox’soriginalphotocopier,andCanon’sdesktopphotocopier.〞11.破壞性創新：戰勝競爭對手的法寶舉例在視頻需求市場，沃爾瑪憑借著Vudu提供的在線視頻效勞，破壞了蘋果的iTunes效勞。萊頓·克里斯坦森還列舉了幾種破壞性創新的例子，如個人電腦、路由器、豐田汽車、柯達相機、施樂復印機和佳能的臺式復印機。

引導案例12.一、幾個重要概念13.IMPORTANTDEFINITIONS1、COMPETITORS:firmsoperatinginthesamemarket,offeringsimilarproducts,andtargetingsimilarcustomersEXAMPLES:航空業：Southwest,Delta,United,Continental,andJetBlue軟飲：PepsiCoandCoca-ColaCompany電子產品：Apple’sfamilyofproducts(Macs,iPads,iPods,andiPhones)competeinthevideogamemarketwithstandaloneandmobilegameplatformsfromSony,Microsoft,andNintendo14.競爭者競爭者：是指在同一市場中進行競爭的，針對相同目標顧客群提供相似產品的公司舉例：■航空業中的西南航空、達美航空、聯合航空、美國大陸航空和捷藍航空■可口可樂和百事可樂■蘋果的系列產品〔Macs、iPads、iPods、iPhones〕與索尼、微軟和任天堂生產的電腦和移動游戲平臺展開的劇烈的視頻游戲市場的競爭。

重要定義15.IMPORTANTDEFINITIONS2、COMPETITIVERIVALRY:theongoingsetofcompetitiveactionsandcompetitiveresponsesthatoccuramongfirmsastheymaneuverforanadvantageousmarketposition3、COMPETITIVEBEHAVIOR:thesetofcompetitiveactionsandresponsesthefirmtakestobuildordefenditscompetitiveadvantagesandtoimproveitsmarketposition16.重要定義2、競爭性對抗：是指競爭者為了獲取有力的市場地位而采取的一系列競爭性行動，以及隨之產生的競爭性反響。3、競爭性行為：是指公司為了建立或保持競爭優勢，提高市場地位而采取的競爭性行動以及競爭性反響。17.IMPORTANTDEFINITIONS4、COMPETITIVEDYNAMICS:allcompetitivebehavior,thatis,thetotalsetofactionsandresponsestakenbyallfirmscompetingwithinamarket競爭動態：所有的競爭性行為，也就是說在一個市場上競爭的所有公司采取的所有行動和反響。18.幾個概念之間的關系19.

從競爭者到競爭動態圖5.1

從競爭者到競爭動態20.二、競爭者分析WHYWHATHOW21.COMPETITORANALYSIS1、WHY——競爭者分析意義：Competitoranalysisisusedtohelpafirmunderstanditscompetitors.Withtheanalysis,afirmisbetterabletopredictcompetitors’behaviorswhenformingitscompetitiveactionsandresponses.競爭者分析可以幫助公司了解競爭對手；通過競爭者分析，公司在采取競爭者行動和反響時能夠更好地預測競爭對手的行動。22.COMPETITORANALYSIS2、WHAT——識別競爭者的方法：1〕、Generalcompetitors〔一般競爭者〕：所有競爭相同目標顧客的一切企業。2〕、Formcompetitors〔形式競爭者〕：滿足顧客同一種需要的產品生產企業。3〕、Industrycompetitors〔行業競爭者〕：在同一個行業中提供類似或容易相互替代產品的生產企業。4〕、Brandcompetitors〔品牌競爭者〕：產品的品種、規格等都相同，只有品牌不同的產品生產企業。23.柯達膠卷的競爭者柯達100富士100所有膠卷數碼產品所有企業

HOW——競爭者分析框架：矩陣方法PAGE：127圖5.3

一個競爭者分析框架CompetitorAnalysisMarketCommonality

Eachindustrycomposedofvariousmarketswhichcanbesubdividedinto(segments)I.e.,FinancialindustryExamplesfromtext(p.123)IndustryMarketMarketSegmentProductSegmentGeographicMarketFinancialInsuranceCommercial,ConsumerHealth,lifeEast,westBrokeragesvcs

Banks

TransportationCommercialairtravelGroundtransportation

MARKETCOMMONALITYMarketcommonalityisconcernedwith:Thenumberofmarketswithwhichafirmandacompetitorarejointlyinvolved。Thedegreeofimportanceoftheindividualmarketstoeachcompetitor。公司與競爭者共同參與競爭的市場個數每一個單獨市場對彼此的重要程度28.CompetitorAnalysisResourceSimilarityExtenttowhichfirm’stangible/intangibleresourcesarecomparabletocompetitor’sintypeandamountI.e.,FedExandUPS–bothhaveefficientoperationsandfocusoncostreduction資源相似性是指與競爭對手相比，公司的有形資源和無形資源在類型和數量上的相似程度。結論Combinationofmarketcommonality&resourcesimilarityindicateafirm’sdirectcompetitors.

HOW——競爭者分析框架：矩陣方法PAGE：127圖5.3

一個競爭者分析框架31.戰略聚焦：案例：PAGE：124全球汽車制造業中的市場共性與資源相似性32.Competitivedynamicsinslow,fastandstandard-cyclemarkets三、競爭動態與不同周期市場33.COMPETITIVEDYNAMICS

Competitivedynamicsdifferinslow-cycle,fast-cycle,andstandard-cyclemarkets.在慢周期市場、快周期市場和標準周期市場中，競爭動態各不相同。34.CompetitiveDynamics:3MarketCycles1.Slow-CycleMarketsMarketsinwhichthefirm'scompetitiveadvantagesareshieldedfromimitationforlongperiodsoftime,andinwhichimitationiscostlyBuildaone-of-a-kindcompetitiveadvantagewhichcreatessustainability(I.e.,proprietaryanddifficultforcompetitorstounderstand)Organizationalstructureshouldbeusedtoeffectivelysupportstrategicefforts35.

GradualErosionofaSustainedCompetitiveAdvantage

36.

Slow-CycleMarkets競爭動態圖5.4

可持續性競爭優勢的逐漸侵蝕37.

競爭動態慢周期市場公司的競爭優勢難以被模仿，因為模仿需要較長的時間和高昂的本錢。競爭優勢維持的時間可以更長一些。建立一種獨特而專有的能力可以幫助公司獲得競爭優勢并維持競爭優勢〔例如：競爭對手難以模仿的和專有的優勢〕。一旦獲得了專有的競爭優勢，公司的競爭性行為將以保護、維持和擴大競爭優勢為主。組織結構應該有效地支持公司的戰略。38.CompetitiveDynamics:3MarketCycles(Cont’d)2.Fast-CycleMarketsMarketsinwhichthefirm'scapabilitiesthatcontributetocompetitiveadvantagesarenotshieldedfromimitationandwhereimitationisoftenrapidandinexpensiveFocus:learninghowtorapidlyandcontinuouslydevelopnewcompetitiveadvantagesthataresuperiortothosetheyreplace(creatinginnovation)Avoidloyaltytoanyoneproduct,possiblycannibalizingtheirowncurrentproductstolaunchnewonesbeforecompetitorslearnhowtodosothroughsuccessfulimitation39.

競爭動態快周期市場公司獲得的競爭優勢不能免于被模仿。技術不是專有的模仿是快速和低本錢的競爭優勢難以維持市場是多變的聚焦：學習如何快速和持續地開展新的、優于以往的競爭優勢〔持續創新〕40.

競爭動態快周期市場不再“忠誠〞于任何一種產品，而是要在競爭對手成功模仿之前就實現產品的更新換代.在競爭對手對第一種產品作出反響之前，不斷地嘗試開發另一種暫時的競爭優勢.41.DevelopingTemporaryAdvantagestoCreateSustainedAdvantage

開展暫時性優勢來創造可持續性優勢42.CompetitiveDynamics:3MarketCycles(Cont’d)3.Standard-CycleMarketsMarketswherefirm’scompetitiveadvantagesaremoderatelyshieldedfromimitationandwhereimitationismoderatelycostlyCompetitiveadvantagespartiallysustainedasqualityiscontinuouslyupgradedSeektoservemanycustomersandgainalargemarketshareGainbrandloyaltythroughbrandnamesCarefuloperationalcontrol/manageaconsistentexperienceforthecustomer43.

競爭動態標準周期市場公司的競爭優勢受到適當的保護以防止被模仿。競爭者進行模仿只需要付出適當的本錢。只要公司能夠不斷提升能力，領先于競爭者，就可以維持局部競爭優勢。公司尋求更大的市場份額；大量的市場開展規模經濟；通過品牌名稱贏得顧客的忠誠；仔細控制公司的經營運作。44.COMPETITIVEDYNAMICSVERSUSRIVALRYCOMPETITIVERIVALRY (Individualfirms)Marketcommonalityandresourcesimilarity

COMPETITIVEDYNAMICS

(Allfirms)Marketspeed(slow-cycle,fast-cycle,andstandard-cycle45.競爭性對抗與競爭動態競爭性對抗 〔單個公司〕市場共性與資源相似性競爭動態 〔所有公司〕市場速度〔慢周期市場、快周期市場和標準周期市場〕46.戰略聚焦：PAGE：139銷售云計算資源的競爭47.?2021CengageLearning.

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