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Chapter5CompetitiveDynamicsChapter5CompetitiveDynamicsDecliningemphasisonsingle,domesticmarketsandincreasingemphasisonglobalmarketsAdvancesincommunicationtechnologymakecoordinationeasieracrossmultiplemarketsAdvancesintechnologyandinnovationhaveincreasedcompetitivenessofsmallandmediumsizedfirmsNationalbarriersarefallingduetothenumberandscopeoftradeagreements(GATT/WTO,NAFTA,EEC/EU)FactorsLeadingtoMoreComplexRivalryDecliningemphasisonsingle,CompetitiveDynamicsResultsfromaseriesofcompetitiveactionsandcompetitiveresponsesamongfirmscompetingwithinaparticularindustryCompetitiveRivalryExistswhentwoormorefirmsjockeywithoneanotherinthepursuitofbettermarketpositionCompetitiveDynamicsResultsfrActionsandresponsesshapethecompetitivepositionsofeachfirm’sbusinesslevelstrategyActionstakenbyonefirmelicit(引起)responsesfromcompetitorsAfirm’sstrategicconductisdynamicinnatureCompetitiveresponsesleadtoadditionalactionsfromthefirmthatactedoriginallyCompetitive

DynamicsActionsandresponsesshapethRelativeSizeSpeedInnovationQualityAbilityforActionandResponseOutcomesDriversofCompetitiveBehaviorAwarenessMotivationCapabilityCompetitorAnalysisMarketCommonalityResourceSimilarityInterfirmRivalry:Attack&ResponseLikelihoodofAttackFirstMoverIncentivesLikelihoodofResponseTypeofCompetitiveActionDependenceontheMarketResourceAvailabilityActor’sReputationCompetitiveSlow,StandardorFastCycleMarketTypesCompetitiveSustainedOutcomesCompetitiveAdvantageTemporaryAdvantageEvolutionaryOutcomesEntrepreneurialorMarket-PowerGrowth-OrientedActionsFeedbackModelofInterfirmRivalry:LikelihoodofAttackandResponseRelativeSizeSpeedInnovationQuDriversofCompetitiveBehaviorMotivationCapabilityAwarenessModelofInterfirmRivalry:LikelihoodofAttackandResponseDomanagersunderstandthekeycharacteristicsofcompetitors?AwarenessDriversofCompetitiveBehavioDoesthefirmhaveappropriateincentivestoattackorrespond?DriversofCompetitiveBehaviorMotivationCapabilityAwarenessModelofInterfirmRivalry:LikelihoodofAttackandResponseDoesthefirmhaveappropriateDoesthefirmhavethenecessaryresourcestoattackorrespond?DriversofCompetitiveBehaviorMotivationCapabilityAwarenessModelofInterfirmRivalry:LikelihoodofAttackandResponseDoesthefirmhavethenecessaRelativeSizeSpeedInnovationQualityAbilityforActionandResponseOutcomesDriversofCompetitiveBehaviorAwarenessMotivationCapabilityCompetitorAnalysisMarketCommonalityResourceSimilarityInterfirmRivalry:Attack&ResponseLikelihoodofAttackFirstMoverIncentivesLikelihoodofResponseTypeofCompetitiveActionDependenceontheMarketResourceAvailabilityActor’sReputationCompetitiveSlow,StandardorFastCycleMarketTypesCompetitiveSustainedOutcomesCompetitiveAdvantageTemporaryAdvantageEvolutionaryOutcomesEntrepreneurialorMarket-PowerGrowth-OrientedActionsFeedbackModelofInterfirmRivalry:LikelihoodofAttackandResponseRelativeSizeSpeedInnovationQuCompetitorAnalysisResourceSimilarityMarketCommonalityModelofInterfirmRivalry:LikelihoodofAttackandResponseDofirmscompetewitheachotherinmultiplemarkets?MarketCommonalityCompetitorAnalysisResourceSiCompetitorAnalysisResourceSimilarityMarketCommonalityMultipointcompetitiontendstoreducecompetitiveinteractions,butincreasesthelikelihoodofresponsewhereinteractionoccursForexample,airlinespriceflightssimilarlybutrespondquicklywhencompetitorsintroducepromotionalpricesModelofInterfirmRivalry:LikelihoodofAttackandResponseCompetitorAnalysisResourceSiCompetitorAnalysisResourceSimilarityDocompetitorspossesssimilartypesoramountsofresources?MarketCommonalityModelofInterfirmRivalry:LikelihoodofAttackandResponseCompetitorAnalysisResourceSiCompetitorAnalysisResourceSimilarityMarketCommonalityFirmsarelessinclinedtoattackafirmthatislikelytoretaliateFirmswithdissimilarresourcesaremorelikelytoattackFirmswithsimilarresourcesaremorelikelytobeawareofeachother’scompetitivemovesModelofInterfirmRivalry:LikelihoodofAttackandResponseCompetitorAnalysisResourceSiRelativeSizeSpeedInnovationQualityAbilityforActionandResponseOutcomesDriversofCompetitiveBehaviorAwarenessMotivationCapabilityCompetitorAnalysisMarketCommonalityResourceSimilarityInterfirmRivalry:Attack&ResponseLikelihoodofAttackFirstMoverIncentivesLikelihoodofResponseTypeofCompetitiveActionDependenceontheMarketResourceAvailabilityActor’sReputationCompetitiveSlow,StandardorFastCycleMarketTypesCompetitiveSustainedOutcomesCompetitiveAdvantageTemporaryAdvantageEvolutionaryOutcomesEntrepreneurialorMarket-PowerGrowth-OrientedActionsFeedbackModelofInterfirmRivalry:LikelihoodofAttackandResponseRelativeSizeSpeedInnovationQuInterfirmRivalry:Attack&ResponseLikelihoodofAttackFirstMoverIncentivesLikelihoodofResponseTypeofCompetitiveActionDependenceontheMarketResourceAvailabilityActor’sReputationModelofInterfirmRivalry:LikelihoodofAttackandResponseLikelihoodofAttackFirstMoverIncentivesFirstMoveradvantagecanbesubstantialInterfirmRivalry:LikelihoodoFirstMoverFirmsthattakeaninitialcompetitiveactionGenerallypossesstheresourcesandcapabilitiesthatenablethemtobepioneersinnewproducts,newmarketsornewtechnologiesCanearnaboveaverageprofitsuntilcompetitorsrespondGaincustomerloyalty,helpingtocreateabarriertoentrybycompetitorsAdvantagedependsupondifficultyofimitationFirstMoverFirmsthattakeanSecondMoverFirmsthatrespondtoaFirstMover’sactionsSecondMoversfrequentlyimitateFirstMoversSpeedofresponseoftendictatessuccessShouldevaluatecustomers’responsebeforemoving“Fast”SecondMoverscancapturesomeofinitialcustomersanddevelopsomebrandloyaltyAvoidsomeoftherisksassociatedwithFirstMoveMustpossessnecessarycapabilitiestoimitateSecondMoverFirmsthatrespondInterfirmRivalry:Attack&ResponseLikelihoodofAttackFirstMoverIncentivesLikelihoodofResponseTypeofCompetitiveActionDependenceontheMarketResourceAvailabilityActor’sReputationWhetheracompetitorislikelytoresponddependsonseveralkeyfactorsModelofInterfirmRivalry:LikelihoodofAttackandResponseInterfirmRivalry:LikelihoodoTacticalActionsMajorAcquisitionExampleTypesofCompetitiveActionsStrategicActionsPricecutExampleSignificantcommitmentsofspecificanddistinctiveorganizationalresourcesDifficulttoimplementDifficulttoreverseRelativelyeasytoimplementRelativelyeasytoreverseUndertakento“finetune”strategyTacticalMajorAcquisitionExampGaugingtheLikelihoodofResponseActor’sReputationMarketleadersaremorelikelytobecopied“Risktaking”firmsarelesslikelytobecopied“PricePredators(價格掠奪者)”arelesslikelytobecopiedTypeofCompetitiveAction-TacticalorStrategicEasiertorespondtoRequirefewerresourcestomountaresponseGaugingtheLikelihoodofRespMarketDependenceCompetitorResourcesSmallerfirmsaremorelikelytorespondtotacticalactionsLimitedresourcesmayleadtoalternativessuchasStrategicAlliancesGaugingtheLikelihoodofResponseFirmsthataremoredependentonasingleindustryaremorelikelytorespondthanarediversifiedfirmsIndustrydependentfirmswilllikelyrespondtoeitherstrategicortacticalactionsMarketDependenceCompetitorReRelativeSizeSpeedInnovationQualityAbilityforActionandResponseOutcomesDriversofCompetitiveBehaviorAwarenessMotivationCapabilityCompetitorAnalysisMarketCommonalityResourceSimilarityInterfirmRivalry:Attack&ResponseLikelihoodofAttackFirstMoverIncentivesLikelihoodofResponseTypeofCompetitiveActionDependenceontheMarketResourceAvailabilityActor’sReputationCompetitiveSlow,StandardorFastCycleMarketTypesCompetitiveSustainedOutcomesCompetitiveAdvantageTemporaryAdvantageEvolutionaryOutcomesEntrepreneurialorMarket-PowerGrowth-OrientedActionsFeedbackModelofInterfirmRivalry:LikelihoodofAttackandResponseRelativeSizeSpeedInnovationQuRelativeSizeQualityInnovationSpeedAbilityforActionandResponseModelofInterfirmRivalry:LikelihoodofAttackandResponseRelativeSizeFirmsizecanhaveopposingeffectsoncompetitivedynamicsRelativeSizeQualityInnovationQualitySpeedLargefirmsmayexertmarketpoweroverrivalsanderectbarrierstoentryagainstsmallercompetitorsHowever,smallercompetitorsmaybemorenimble(敏捷)andinnovativeAbilityforActionandResponseRelativeSizeInnovationModelofInterfirmRivalry:LikelihoodofAttackandResponse“Thinkandactbigandwe’llgetsmaller.Thinkandactsmallandwe’llgetbigger.”--HerbKelleher,CEO,SouthwestAirlinesQualitySpeedLargefirmsmayexRelativeSizeQualityInnovationSpeedQuickresponseiscrucialtoboththefirstmoverandthefastsecondmoverAbilityforActionandResponseModelofInterfirmRivalry:LikelihoodofAttackandResponseRelativeSizeQualityInnovationConsistentinnovationisrequiredformarketleadershipinmanydynamicindustriesAbilityforActionandResponseRelativeSizeQualityInnovationSpeedModelofInterfirmRivalry:LikelihoodofAttackandResponseConsistentinnovationisrequiExceedingcustomerexpectationsisanecessitytocompeteinthe21stcenturyAbilityforActionandResponseRelativeSizeQualityInnovationSpeedModelofInterfirmRivalry:LikelihoodofAttackandResponseExceedingcustomerexpectationQualityDimensionsofGoods&ServicesProductQualityDimensions:PerceivedqualitySubjectiveassessmentofcharacteristics(productimage)PerformanceOperatingcharacteristicsFeaturesImportantspecialcharacteristicsFlexibilityMeetingoperatingspecificationsovertimeDurabilityAmountofusebeforeperformancedeterioratesConformanceMatchwithpre-establishedstandardsServiceabilityEaseandspeedofrepairornormalserviceAesthetics(美學(xué))HowaproductlooksandfeelsQualityDimensionsofGoods&QualityDimensionsofGoods&ServicesServiceQualityDimensions:TimelinessPerformedinpromisedperiodoftimeCourtesyPerformedcheerfullyConsistencyGivingallcustomerssimilarexperiencesConvenienceAccessibilitytocustomersCompletenessFullyserviced,asrequiredAccuracyPerformedcorrectlyeachtimeQualityDimensionsofGoods&RelativeSizeSpeedInnovationQualityAbilityforActionandResponseOutcomesDriversofCompetitiveBehaviorAwarenessMotivationCapabilityCompetitorAnalysisMarketCommonalityResourceSimilarityInterfirmRivalry:Attack&ResponseLikelihoodofAttackFirstMoverIncentivesLikelihoodofResponseTypeofCompetitiveActionDependenceontheMarketResourceAvailabilityActor’sReputationCompetitiveSlow,StandardorFastCycleMarketTypesCompetitiveSustainedOutcomesCompetitiveAdvantageTemporaryAdvantageEvolutionaryOutcomesEntrepreneurialorMarket-PowerGrowth-OrientedActionsFeedbackModelofInterfirmRivalry:LikelihoodofAttackandResponseRelativeSizeSpeedInnovationQuOutcomesEvolutionaryActionsGrowth-OrientedActionsMarket-PowerActionsEvolutionaryOutcomesSustainedCompetitiveCompetitiveMarketTypesSlow,StandardorFastCycleCompetitiveOutcomesAdvantageTemporaryAdvantageModelofInterfirmRivalry:LikelihoodofAttackandResponseSlowcyclemarketsarefrequentlyshieldedbymonopolypowerorverystrongbrandloyalties(e.g.,ChinaTelecom&SONYVideoCameras)ThismarketoutcomeandlackofinterfirmrivalrymayleadtosustainedcompetitiveadvantageSustainedCompetitiveCompetitiveMarketTypesSlow,StandardorFastCycleCompetitiveOutcomesAdvantageTemporaryAdvantageOutcomesEvolutionaryActionsEvOutcomesEvolutionaryActionsGrowth-OrientedActionsMarket-PowerActionsEvolutionaryOutcomesSustainedcompetitiveadvantageisapossibleoutcomeinthisinstanceStandardcyclemarketsoftenleadtohighlycompetitivepressuresdespiteworldclassproductsFirmswithmultimarketcompetitionmaydampenrivalrysomewhatSustainedCompetitiveCompetitiveMarketTypesSlow,StandardorFastCycleCompetitiveOutcomesAdvantageTemporaryAdvantageModelofInterfirmRivalry:LikelihoodofAttackandResponseOutcomesEvolutionaryActionsEvSustainedCompetitiveOutcomesCompetitiveMarketTypesSlow,StandardorFastCycleCompetitiveOutcomesAdvantageTemporaryAdvantageEvolutionaryActionsGrowth-OrientedActionsMarket-PowerActionsFastcyclemarketsareintenselydynamicandafirstmoveradvantageisoftenunsustainableEvolutionaryOutcomesFirmsmaycannibalize(up-grading)oldergenerationproductswhileintro-ducingnewinnovativepremiumproducts(diff)SustainablecompetitiveadvantageisunilkelyModelofInterfirmRivalry:LikelihoodofAttackandResponseSustainedCompetitiveOutcomesCTime(years)10LaunchExploitationCounterattackGradualErosionofaSustainedCompetitiveAdvantageReturnsfromaSustainedCompetitiveAdvantageTime(years)10LaunchExploitatiSomeFirmsMaintainCompetitiveAdvantageinFast-CycleMarketsbySeizingtheInitiativeDisruptingtheStatusQuoIdentifynewopportunitiestoservethecustomerbyshiftingtherulesofcompetitionthroughspeedandvarietyCreatingTemporaryAdvantageUsesuperiorknowledgeofthecustomer,technologyandthefuturetoenhancecustomerorientationandempowerworkersSeizingtheInitiativeMoveaggressivelyintonewareasofcompetitiontocreatenewadvantageandundermineacompetitor’soldadvantage1234SustainingtheMomentum(動力)TakeseveralactionsinarowinordertoseizetheinitiativeandcreatemomentumtodevelopnewadvantagesSomeFirmsMaintainCompetitivTime(years)10LaunchExploitationCounterattackReturnsfromaSustainedCompetitiveAdvantageObtainingTemporaryAdvantagestoCreateSustainedAdvantage515Time(years)10LaunchExploitatiTime(years)10LaunchExploitationCounterattackReturnsfromaSustainedCompetitiveAdvantage515FirmhasalreadymovedontoAdvantageNo.2ObtainingTemporaryAdvantagestoCreateSustainedAdvantageTime(years)10LaunchExploitatiTime(years)10LaunchExploitationCounterattackReturnsfromaSustainedCompetitiveAdvantage515FirmcontinuestomoveontothenextAdvantageObtainingTemporaryAdvantagestoCreateSustainedAdvantageTime(years)10LaunchExploitatiStrategiesmaybedeter-minedbythelifecycleoftheindustryYoungerfirmsandemergingindustriesaregenerallycharacterizedbyentrepreneurialactionsGrowth-orientedandMarket-powerstrategiesdominateestablishedormatureindustriesSustainedCompetitiveOutcomesCompetitiveMarketTypesSlow,StandardorFastCycleCompetitiveOutcomesAdvantageTemporaryAdvantageEvolutionaryActionsGrowth-OrientedActionsMarket-PowerActionsEvolutionaryOutcomesModelofInterfirmRivalry:LikelihoodofAttackandResponseStrategiesmaybedeter-minedRelativeSizeSpeedInnovationQualityAbilityforActionandResponseOutcomesDriversofCompetitiveBehaviorAwarenessMotivationCapabilityCompetitorAnalysisMarketCommonalityResourceSimilarityInterfirmRivalry:Attack&ResponseLikelihoodofAttackFirstMoverIncentivesLikelihoodofResponseTypeofCompetitiveActionDependenceontheMarketResourceAvailabilityActor’sReputationCompetitiveSlow,StandardorFastCycleMarketTypesCompetitiveSustainedOutcomesCompetitiveAdvantageTemporaryAdvantageEvolutionaryOutcomesEntrepreneurialorMarket-PowerGrowth-OrientedActionsFeedbackModelofInterfirmRivalry:LikelihoodofAttackandResponseRelativeSizeSpeedInnovationQuAnAction-BasedModeloftheIndustryLifeCycleKeyTaskExploitingOpenNiches(BlindSpots)andCompetitiveUncertainty(e.g.,Wal-martinChina)EntrepreneurialActionsKeyTaskGrowth-OrientedActionsExploitingFactorsofProduction(scaledeconomy)E.g.,HaierinoverseasKeyTaskMarket-PowerActionsExploitingMarketPosition(e.g.,ChinaContainerGroup)FirmResource&MarketStrengthEmergingStageGrowthStageMatureStageTimeAnAction-BasedModeloftheKChapter5CompetitiveDynamicsChapter5CompetitiveDynamicsDecliningemphasisonsingle,domesticmarketsandincreasingemphasisonglobalmarketsAdvancesincommunicationtechnologymakecoordinationeasieracrossmultiplemarketsAdvancesintechnologyandinnovationhaveincreasedcompetitivenessofsmallandmediumsizedfirmsNationalbarriersarefallingduetothenumberandscopeoftradeagreements(GATT/WTO,NAFTA,EEC/EU)FactorsLeadingtoMoreComplexRivalryDecliningemphasisonsingle,CompetitiveDynamicsResultsfromaseriesofcompetitiveactionsandcompetitiveresponsesamongfirmscompetingwithinaparticularindustryCompetitiveRivalryExistswhentwoormorefirmsjockeywithoneanotherinthepursuitofbettermarketpositionCompetitiveDynamicsResultsfrActionsandresponsesshapethecompetitivepositionsofeachfirm’sbusinesslevelstrategyActionstakenbyonefirmelicit(引起)responsesfromcompetitorsAfirm’sstrategicconductisdynamicinnatureCompetitiveresponsesleadtoadditionalactionsfromthefirmthatactedoriginallyCompetitive

DynamicsActionsandresponsesshapethRelativeSizeSpeedInnovationQualityAbilityforActionandResponseOutcomesDriversofCompetitiveBehaviorAwarenessMotivationCapabilityCompetitorAnalysisMarketCommonalityResourceSimilarityInterfirmRivalry:Attack&ResponseLikelihoodofAttackFirstMoverIncentivesLikelihoodofResponseTypeofCompetitiveActionDependenceontheMarketResourceAvailabilityActor’sReputationCompetitiveSlow,StandardorFastCycleMarketTypesCompetitiveSustainedOutcomesCompetitiveAdvantageTemporaryAdvantageEvolutionaryOutcomesEntrepreneurialorMarket-PowerGrowth-OrientedActionsFeedbackModelofInterfirmRivalry:LikelihoodofAttackandResponseRelativeSizeSpeedInnovationQuDriversofCompetitiveBehaviorMotivationCapabilityAwarenessModelofInterfirmRivalry:LikelihoodofAttackandResponseDomanagersunderstandthekeycharacteristicsofcompetitors?AwarenessDriversofCompetitiveBehavioDoesthefirmhaveappropriateincentivestoattackorrespond?DriversofCompetitiveBehaviorMotivationCapabilityAwarenessModelofInterfirmRivalry:LikelihoodofAttackandResponseDoesthefirmhaveappropriateDoesthefirmhavethenecessaryresourcestoattackorrespond?DriversofCompetitiveBehaviorMotivationCapabilityAwarenessModelofInterfirmRivalry:LikelihoodofAttackandResponseDoesthefirmhavethenecessaRelativeSizeSpeedInnovationQualityAbilityforActionandResponseOutcomesDriversofCompetitiveBehaviorAwarenessMotivationCapabilityCompetitorAnalysisMarketCommonalityResourceSimilarityInterfirmRivalry:Attack&ResponseLikelihoodofAttackFirstMoverIncentivesLikelihoodofResponseTypeofCompetitiveActionDependenceontheMarketResourceAvailabilityActor’sReputationCompetitiveSlow,StandardorFastCycleMarketTypesCompetitiveSustainedOutcomesCompetitiveAdvantageTemporaryAdvantageEvolutionaryOutcomesEntrepreneurialorMarket-PowerGrowth-OrientedActionsFeedbackModelofInterfirmRivalry:LikelihoodofAttackandResponseRelativeSizeSpeedInnovationQuCompetitorAnalysisResourceSimilarityMarketCommonalityModelofInterfirmRivalry:LikelihoodofAttackandResponseDofirmscompetewitheachotherinmultiplemarkets?MarketCommonalityCompetitorAnalysisResourceSiCompetitorAnalysisResourceSimilarityMarketCommonalityMultipointcompetitiontendstoreducecompetitiveinteractions,butincreasesthelikelihoodofresponsewhereinteractionoccursForexample,airlinespriceflightssimilarlybutrespondquicklywhencompetitorsintroducepromotionalpricesModelofInterfirmRivalry:LikelihoodofAttackandResponseCompetitorAnalysisResourceSiCompetitorAnalysisResourceSimilarityDocompetitorspossesssimilartypesoramountsofresources?MarketCommonalityModelofInterfirmRivalry:LikelihoodofAttackandResponseCompetitorAnalysisResourceSiCompetitorAnalysisResourceSimilarityMarketCommonalityFirmsarelessinclinedtoattackafirmthatislikelytoretaliateFirmswithdissimilarresourcesaremorelikelytoattackFirmswithsimilarresourcesaremorelikelytobeawareofeachother’scompetitivemovesModelofInterfirmRivalry:LikelihoodofAttackandResponseCompetitorAnalysisResourceSiRelativeSizeSpeedInnovationQualityAbilityforActionandResponseOutcomesDriversofCompetitiveBehaviorAwarenessMotivationCapabilityCompetitorAnalysisMarketCommonalityResourceSimilarityInterfirmRivalry:Attack&ResponseLikelihoodofAttackFirstMoverIncentivesLikelihoodofResponseTypeofCompetitiveActionDependenceontheMarketResourceAvailabilityActor’sReputationCompetitiveSlow,StandardorFastCycleMarketTypesCompetitiveSustainedOutcomesCompetitiveAdvantageTemporaryAdvantageEvolutionaryOutcomesEntrepreneurialorMarket-PowerGrowth-OrientedActionsFeedbackModelofInterfirmRivalry:LikelihoodofAttackandResponseRelativeSizeSpeedInnovationQuInterfirmRivalry:Attack&ResponseLikelihoodofAttackFirstMoverIncentivesLikelihoodofResponseTypeofCompetitiveActionDependenceontheMarketResourceAvailabilityActor’sReputationModelofInterfirmRivalry:LikelihoodofAttackandResponseLikelihoodofAttackFirstMoverIncentivesFirstMoveradvantagecanbesubstantialInterfirmRivalry:LikelihoodoFirstMoverFirmsthattakeaninitialcompetitiveactionGenerallypossesstheresourcesandcapabilitiesthatenablethemtobepioneersinnewproducts,newmarketsornewtechnologiesCanearnaboveaverageprofitsuntilcompetitorsrespondGaincustomerloyalty,helpingtocreateabarriertoentrybycompetitorsAdvantagedependsupondifficultyofimitationFirstMoverFirmsthattakeanSecondMoverFirmsthatrespondtoaFirstMover’sactionsSecondMoversfrequentlyimitateFirstMoversSpeedofresponseoftendictatessuccessShouldevaluatecustomers’responsebeforemoving“Fast”SecondMoverscancapturesomeofinitialcustomersanddevelopsomebrandloyaltyAvoidsomeoftherisksassociatedwithFirstMoveMustpossessnecessarycapabilitiestoimitateSecondMoverFirmsthatrespondInterfirmRivalry:Attack&ResponseLikelihoodofAttackFirstMoverIncentivesLikelihoodofResponseTypeofCompetitiveActionDependenceontheMarketResourceAvailabilityActor’sReputationWhetheracompetitorislikelytoresponddependsonseveralkeyfactorsModelofInterfirmRivalry:LikelihoodofAttackandResponseInterfirmRivalry:LikelihoodoTacticalActionsMajorAcquisitionExampleTypesofCompetitiveActionsStrategicActionsPricecutExampleSignificantcommitmentsofspecificanddistinctiveorganizationalresourcesDifficulttoimplementDifficulttoreverseRelativelyeasytoimplementRelativelyeasytoreverseUndertakento“finetune”strategyTacticalMajorAcquisitionExampGaugingtheLikelihoodofResponseActor’sReputationMarketleadersaremorelikelytobecopied“Risktaking”firmsarelesslikelytobecopied“PricePredators(價格掠奪者)”arelesslikelytobecopiedTypeofCompetitiveAction-TacticalorStrategicEasiertorespondtoRequirefewerresourcestomountaresponseGaugingtheLikelihoodofRespMarketDependenceCompetitorResourcesSmallerfirmsaremorelikelytorespondtotacticalactionsLimitedresourcesmayleadtoalternativessuchasStrategicAlliancesGaugingtheLikelihoodofResponseFirmsthataremoredependentonasingleindustryaremorelikelytorespondthanarediversifiedfirmsIndustrydependentfirmswilllikelyrespondtoeitherstrategicortacticalactionsMarketDependenceCompetitorReRelativeSizeSpeedInnovationQualityAbilityforActionandResponseOutcomesDriversofCompetitiveBehaviorAwarenessMotivationCapabilityCompetitorAnalysisMarketCommonalityResourceSimilarityInterfirmRivalry:Attack&ResponseLikelihoodofAttackFirstMoverIncentivesLikelihoodofResponseTypeofCompetitiveActionDependenceontheMarketResourceAvailabilityActor’sReputationCompetitiveSlow,StandardorFastCycleMarketTypesCompetitiveSustainedOutcomesCompetitiveAdvantageTemporaryAdvantageEvolutionaryOutcomesEntrepreneurialorMarket-PowerGrowth-OrientedActionsFeedbackModelofInterfirmRivalry:LikelihoodofAttackandResponseRelativeSizeSpeedInnovationQuRelativeSizeQualityInnovationSpeedAbilityforActionandResponseModelofInterfirmRivalry:LikelihoodofAttackandResponseRelativeSizeFirmsizecanhaveopposingeffectsoncompetitivedynamicsRelativeSizeQualityInnovationQualitySpeedLargefirmsmayexertmarketpoweroverrivalsanderectbarrierstoentryagainstsmallercompetitorsHowever,smallercompetitorsmaybemorenimble(敏捷)andinnovativeAbilityforActionandResponseRelativeSizeInnovationModelofInterfirmRivalry:LikelihoodofAttackandResponse“Thinkandactbigandwe’llgetsmaller.Thinkandactsmallandwe’llgetbigger.”--HerbKelleher,CEO,SouthwestAirlinesQualitySpeedLargefirmsmayexRelativeSizeQualityInnovationSpeedQuickresponseiscrucialtoboththefirstmoverandthefastsecondmoverAbilityforActionandResponseModelofInterfirmRivalry:LikelihoodofAttackandResponseRelativeSizeQualityInnovationConsistentinnovationisrequiredformarketleadershipinmanydynamicindustriesAbilityforActionandResponseRelativeSizeQualityInnovationSpeedModelofInterfirmRivalry:LikelihoodofAttackandResponseConsistentinnovationisrequiExceedingcustomerexpectationsisanecessitytocompeteinthe21stcenturyAbilityforActionandResponseRelativeSizeQualityInnovationSpeedModelofInterfirmRivalry:LikelihoodofAttackandResponseExceedingcustomerexpectationQualityDimensionsofGoods&ServicesProductQualityDimensions:PerceivedqualitySubjectiveassessmentofcharacteristics(productimage)PerformanceOperatingcharacteristicsFeaturesImportantspecialcharacteristicsFlexibility