西交大MBA战略管理讲义4.pptx

Chapter 5Competitive DDeclining emphasis on single, domestic markets and Declining emphasis on single, domestic markets and increasing emphasis on global marketsincreasing emphasis on global marketsAdvances in communication technology make Advances in communication technology make coordination easier across multiple marketscoordination easier across multiple marketsAdvances in technology and innovation have increased Advances in technology and innovation have increased competitiveness of small and medium sized firmscompetitiveness of small and medium sized firmsNational barriers are falling due to the number and National barriers are falling due to the number and scope of trade agreements (GATT/WTO, NAFTA, scope of trade agreements (GATT/WTO, NAFTA, EEC/EU)EEC/EU)Factors Leading to More Complex RCompetitive DynamicsCompetitive DynamicsResults from a series of competitive actions and Results from a series of competitive actions and competitive responses among firms competing within competitive responses among firms competing within a particular industrya particular industryCompetitive RivalryExists when two or more firms jockey with one another Exists when two or more firms jockey with one another in the pursuit of better market positionin the pursuit of better market Actions and Actions and responses shape the responses shape the competitive positions competitive positions of each firms of each firms business level business level strategystrategyActions taken Actions taken by one firm by one firm elicit (elicit (引起引起) ) responses from responses from competitorscompetitorsA firms A firms strategic conduct strategic conduct is dynamic in is dynamic in naturenatureCompetitive Competitive responses lead responses lead to additional to additional actions from the actions from the firm that acted firm that acted originallyoriginallyCompetitiveCompetitive Dynamics DRelative SizeSpeedInnovationQualityAbility for Ability for Action and Action and ResponseResponseOutcomesOutcomesDrivers of Drivers of Competitive Competitive BehaviorBehaviorAwarenessMotivationCapabilityCompetitor Competitor AnalysisAnalysisMarketCommonalityResourceSimilarityInterfirmInterfirm Rivalry: Rivalry:Attack & ResponseAttack & ResponseLikelihood of AttackFirst Mover IncentivesLikelihood of ResponseType of CompetitiveActionDependence on theMarketResource AvailabilityActors ReputationCompetitiveSlow, Standardor Fast CycleMarket TypesCompetitiveSustainedOutcomesCompetitiveAdvantageTemporaryAdvantageEvolutionaryOutcomesEntrepreneurialor Market-PowerGrowth-OrientedActionsFeedbackFeedbackModel ofModel of Interfirm Interfirm Rivalry: Rivalry:Likelihood of Attack and ResponseLikelihood of Attack and RDrivers of Drivers of Competitive Competitive BehaviorBehaviorMotivationCapabilityAwarenessModel ofModel of Interfirm Interfirm Rivalry: Rivalry:Likelihood of Attack and ResponseLikelihood of Attack and ResponseDo managers understand Do managers understand the key characteristics of the key characteristics of competitors?competitors?ADoes the firm have Does the firm have appropriate incentives to appropriate incentives to attack or respond?attack or respond?Drivers of Drivers of Competitive Competitive BehaviorBehaviorMotivationCapabilityAwarenessModel ofModel of Interfirm Interfirm Rivalry: Rivalry:Likelihood of Attack and ResponseLikelihood of Attack and RDoes the firm have the Does the firm have the necessary resources to necessary resources to attack or respond?attack or respond?Drivers of Drivers of Competitive Competitive BehaviorBehaviorMotivationCapabilityAwarenessModel ofModel of Interfirm Interfirm Rivalry: Rivalry:Likelihood of Attack and ResponseLikelihood of Attack and RRelative SizeSpeedInnovationQualityAbility for Ability for Action and Action and ResponseResponseOutcomesOutcomesDrivers of Drivers of Competitive Competitive BehaviorBehaviorAwarenessMotivationCapabilityCompetitor Competitor AnalysisAnalysisMarketCommonalityResourceSimilarityInterfirmInterfirm Rivalry: Rivalry:Attack & ResponseAttack & ResponseLikelihood of AttackFirst Mover IncentivesLikelihood of ResponseType of CompetitiveActionDependence on theMarketResource AvailabilityActors ReputationCompetitiveSlow, Standardor Fast CycleMarket TypesCompetitiveSustainedOutcomesCompetitiveAdvantageTemporaryAdvantageEvolutionaryOutcomesEntrepreneurialor Market-PowerGrowth-OrientedActionsFeedbackFeedbackModel ofModel of Interfirm Interfirm Rivalry: Rivalry:Likelihood of Attack and ResponseLikelihood of Attack and RCompetitor Competitor AnalysisAnalysisResource SimilarityMarket CommonalityModel ofModel of Interfirm Interfirm Rivalry: Rivalry:Likelihood of Attack and ResponseLikelihood of Attack and ResponseDo firms compete with each Do firms compete with each other in multiple markets?other in multiple markets?Market CCompetitor Competitor AnalysisAnalysisResource SimilarityMarket CommonalityMultipointMultipoint competition tends to competition tends to reduce competitive interactions, but。