競(jìng)爭(zhēng)性對(duì)抗與競(jìng)爭(zhēng)動(dòng)態(tài)

PART2:FORMULATIONOFSTRATEGICACTIONSCHAPTER5

COMPETITIVERIVALRYANDDYNAMICSIRELAND|HOSKISSON|HITTTHEMANAGEMENTOFSTRATEGYCONCEPTSANDCASES10E1.

第Ⅱ篇:戰(zhàn)略規(guī)劃第5章競(jìng)爭(zhēng)性對(duì)抗與競(jìng)爭(zhēng)動(dòng)態(tài)IRELAND|HOSKISSON|HITTTHEMANAGEMENTOFSTRATEGYCONCEPTSANDCASES10E戰(zhàn)略管理過(guò)程

3.KNOWLEDGEOBJECTIVESDefinecompetitors,competitiverivalry,competitivebehavior,andcompetitivedynamics。Describemarketcommonalityandresourcesimilarityasthebuildingblocksofacompetitoranalysis.定義競(jìng)爭(zhēng)者、競(jìng)爭(zhēng)性對(duì)抗、競(jìng)爭(zhēng)性行為和競(jìng)爭(zhēng)動(dòng)態(tài);識(shí)別競(jìng)爭(zhēng)者的方法：市場(chǎng)共性和資源相似性;4.KNOWLEDGEOBJECTIVESthecompetitivedynamicsineachofslow-cycle,fast-cycle,andstandard-cyclemarkets.慢周期市場(chǎng)、快周期市場(chǎng)和標(biāo)準(zhǔn)周期市場(chǎng)的競(jìng)爭(zhēng)動(dòng)態(tài)5.掌握兩種方法：?jiǎn)蝹€(gè)公司之間：競(jìng)爭(zhēng)者分析整體市場(chǎng)之內(nèi)：競(jìng)爭(zhēng)動(dòng)態(tài)分析6.OPENINGCASE開(kāi)篇案例及啟示7.OPENINGCASEP119

DISRUPTIVEINNOVATION:WINNINGRIVALRYBATTLESAGAINSTCOMPETITORSClaytonChristensen,aHarvardprofessorandauthorofTheInnovator’sDilemma,defines“disruptiveinnovation〞as:“aninnovationthatmakesitsomuchsimplerandsomuchmoreaffordabletoownanduseaproductthatawholenewpopulationofpeoplecannowhaveone.?創(chuàng)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(chuàng)新使產(chǎn)品的擁有和使用對(duì)很多人來(lái)說(shuō)變得更加容易和可以承受，并且這種產(chǎn)品已經(jīng)得到普及。8.破壞性創(chuàng)新：戰(zhàn)勝競(jìng)爭(zhēng)對(duì)手的法寶

EXAMPLESOFDISRUPTIVEINNOVATION1XeroxwasdisruptedbyCanonApple’siPhonehasdisruptedthecellphoneandpersonalcomputermarkets,creatingthesmartphonesegmentAstheiPadcontinuestoimproveitsgraphicspower,gameplatformhardwareandsoftwareproducersarethreatened

9.破壞性創(chuàng)新：戰(zhàn)勝競(jìng)爭(zhēng)對(duì)手的法寶舉例：施樂(lè)受到了來(lái)自佳能的破壞性創(chuàng)新。蘋果的iPhone破壞了整個(gè)移動(dòng)和個(gè)人電腦市場(chǎng)，創(chuàng)造出了智能市場(chǎng)。隨著iPad不斷改進(jìn)它的圖像功能，游戲平臺(tái)硬件制造商和軟件制造商開(kāi)始感受到了威脅。引導(dǎo)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(chuàng)新：戰(zhàn)勝競(jìng)爭(zhēng)對(duì)手的法寶舉例在視頻需求市場(chǎng)，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(chuàng)新的例子，如個(gè)人電腦、路由器、豐田汽車、柯達(dá)相機(jī)、施樂(lè)復(fù)印機(jī)和佳能的臺(tái)式復(fù)印機(jī)。

引導(dǎo)案例12.一、幾個(gè)重要概念13.IMPORTANTDEFINITIONS1、COMPETITORS:firmsoperatinginthesamemarket,offeringsimilarproducts,andtargetingsimilarcustomersEXAMPLES:航空業(yè)：Southwest,Delta,United,Continental,andJetBlue軟飲：PepsiCoandCoca-ColaCompany電子產(chǎn)品：Apple’sfamilyofproducts(Macs,iPads,iPods,andiPhones)competeinthevideogamemarketwithstandaloneandmobilegameplatformsfromSony,Microsoft,andNintendo14.競(jìng)爭(zhēng)者競(jìng)爭(zhēng)者：是指在同一市場(chǎng)中進(jìn)行競(jìng)爭(zhēng)的，針對(duì)相同目標(biāo)顧客群提供相似產(chǎn)品的公司舉例：■航空業(yè)中的西南航空、達(dá)美航空、聯(lián)合航空、美國(guó)大陸航空和捷藍(lán)航空■可口可樂(lè)和百事可樂(lè)■蘋果的系列產(chǎn)品〔Macs、iPads、iPods、iPhones〕與索尼、微軟和任天堂生產(chǎn)的電腦和移動(dòng)游戲平臺(tái)展開(kāi)的劇烈的視頻游戲市場(chǎng)的競(jìng)爭(zhēng)。

重要定義15.IMPORTANTDEFINITIONS2、COMPETITIVERIVALRY:theongoingsetofcompetitiveactionsandcompetitiveresponsesthatoccuramongfirmsastheymaneuverforanadvantageousmarketposition3、COMPETITIVEBEHAVIOR:thesetofcompetitiveactionsandresponsesthefirmtakestobuildordefenditscompetitiveadvantagesandtoimproveitsmarketposition16.重要定義2、競(jìng)爭(zhēng)性對(duì)抗：是指競(jìng)爭(zhēng)者為了獲取有力的市場(chǎng)地位而采取的一系列競(jìng)爭(zhēng)性行動(dòng)，以及隨之產(chǎn)生的競(jìng)爭(zhēng)性反響。3、競(jìng)爭(zhēng)性行為：是指公司為了建立或保持競(jìng)爭(zhēng)優(yōu)勢(shì)，提高市場(chǎng)地位而采取的競(jìng)爭(zhēng)性行動(dòng)以及競(jìng)爭(zhēng)性反響。17.IMPORTANTDEFINITIONS4、COMPETITIVEDYNAMICS:allcompetitivebehavior,thatis,thetotalsetofactionsandresponsestakenbyallfirmscompetingwithinamarket競(jìng)爭(zhēng)動(dòng)態(tài)：所有的競(jìng)爭(zhēng)性行為，也就是說(shuō)在一個(gè)市場(chǎng)上競(jìng)爭(zhēng)的所有公司采取的所有行動(dòng)和反響。18.幾個(gè)概念之間的關(guān)系19.

從競(jìng)爭(zhēng)者到競(jìng)爭(zhēng)動(dòng)態(tài)圖5.1

從競(jìng)爭(zhēng)者到競(jìng)爭(zhēng)動(dòng)態(tài)20.二、競(jìng)爭(zhēng)者分析WHYWHATHOW21.COMPETITORANALYSIS1、WHY——競(jìng)爭(zhēng)者分析意義：Competitoranalysisisusedtohelpafirmunderstanditscompetitors.Withtheanalysis,afirmisbetterabletopredictcompetitors’behaviorswhenformingitscompetitiveactionsandresponses.競(jìng)爭(zhēng)者分析可以幫助公司了解競(jìng)爭(zhēng)對(duì)手；通過(guò)競(jìng)爭(zhēng)者分析，公司在采取競(jìng)爭(zhēng)者行動(dòng)和反響時(shí)能夠更好地預(yù)測(cè)競(jìng)爭(zhēng)對(duì)手的行動(dòng)。22.COMPETITORANALYSIS2、WHAT——識(shí)別競(jìng)爭(zhēng)者的方法：1〕、Generalcompetitors〔一般競(jìng)爭(zhēng)者〕：所有競(jìng)爭(zhēng)相同目標(biāo)顧客的一切企業(yè)。2〕、Formcompetitors〔形式競(jìng)爭(zhēng)者〕：滿足顧客同一種需要的產(chǎn)品生產(chǎn)企業(yè)。3〕、Industrycompetitors〔行業(yè)競(jìng)爭(zhēng)者〕：在同一個(gè)行業(yè)中提供類似或容易相互替代產(chǎn)品的生產(chǎn)企業(yè)。4〕、Brandcompetitors〔品牌競(jìng)爭(zhēng)者〕：產(chǎn)品的品種、規(guī)格等都相同，只有品牌不同的產(chǎn)品生產(chǎn)企業(yè)。23.柯達(dá)膠卷的競(jìng)爭(zhēng)者柯達(dá)100富士100所有膠卷數(shù)碼產(chǎn)品所有企業(yè)

HOW——競(jìng)爭(zhēng)者分析框架：矩陣方法PAGE：127圖5.3

一個(gè)競(jìng)爭(zhēng)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(jìng)爭(zhēng)者共同參與競(jìng)爭(zhēng)的市場(chǎng)個(gè)數(shù)每一個(gè)單獨(dú)市場(chǎng)對(duì)彼此的重要程度28.CompetitorAnalysisResourceSimilarityExtenttowhichfirm’stangible/intangibleresourcesarecomparabletocompetitor’sintypeandamountI.e.,FedExandUPS–bothhaveefficientoperationsandfocusoncostreduction資源相似性是指與競(jìng)爭(zhēng)對(duì)手相比，公司的有形資源和無(wú)形資源在類型和數(shù)量上的相似程度。結(jié)論Combinationofmarketcommonality&resourcesimilarityindicateafirm’sdirectcompetitors.

HOW——競(jìng)爭(zhēng)者分析框架：矩陣方法PAGE：127圖5.3

一個(gè)競(jìng)爭(zhēng)者分析框架31.戰(zhàn)略聚焦：案例：PAGE：124全球汽車制造業(yè)中的市場(chǎng)共性與資源相似性32.Competitivedynamicsinslow,fastandstandard-cyclemarkets三、競(jìng)爭(zhēng)動(dòng)態(tài)與不同周期市場(chǎng)33.COMPETITIVEDYNAMICS

Competitivedynamicsdifferinslow-cycle,fast-cycle,andstandard-cyclemarkets.在慢周期市場(chǎng)、快周期市場(chǎng)和標(biāo)準(zhǔn)周期市場(chǎng)中，競(jìng)爭(zhēng)動(dòng)態(tài)各不相同。34.CompetitiveDynamics:3MarketCycles1.Slow-CycleMarketsMarketsinwhichthefirm'scompetitiveadvantagesareshieldedfromimitationforlongperiodsoftime,andinwhichimitationiscostlyBuildaone-of-a-kindcompetitiveadvantagewhichcreatessustainability(I.e.,proprietaryanddifficultforcompetitorstounderstand)Organizationalstructureshouldbeusedtoeffectivelysupportstrategicefforts35.

GradualErosionofaSustainedCompetitiveAdvantage

36.

Slow-CycleMarkets競(jìng)爭(zhēng)動(dòng)態(tài)圖5.4

可持續(xù)性競(jìng)爭(zhēng)優(yōu)勢(shì)的逐漸侵蝕37.

競(jìng)爭(zhēng)動(dòng)態(tài)慢周期市場(chǎng)公司的競(jìng)爭(zhēng)優(yōu)勢(shì)難以被模仿，因?yàn)槟７滦枰^長(zhǎng)的時(shí)間和高昂的本錢。競(jìng)爭(zhēng)優(yōu)勢(shì)維持的時(shí)間可以更長(zhǎng)一些。建立一種獨(dú)特而專有的能力可以幫助公司獲得競(jìng)爭(zhēng)優(yōu)勢(shì)并維持競(jìng)爭(zhēng)優(yōu)勢(shì)〔例如：競(jìng)爭(zhēng)對(duì)手難以模仿的和專有的優(yōu)勢(shì)〕。一旦獲得了專有的競(jìng)爭(zhēng)優(yōu)勢(shì)，公司的競(jìng)爭(zhēng)性行為將以保護(hù)、維持和擴(kuò)大競(jìng)爭(zhēng)優(yōu)勢(shì)為主。組織結(jié)構(gòu)應(yīng)該有效地支持公司的戰(zhàn)略。38.CompetitiveDynamics:3MarketCycles(Cont’d)2.Fast-CycleMarketsMarketsinwhichthefirm'scapabilitiesthatcontributetocompetitiveadvantagesarenotshieldedfromimitationandwhereimitationisoftenrapidandinexpensiveFocus:learninghowtorapidlyandcontinuouslydevelopnewcompetitiveadvantagesthataresuperiortothosetheyreplace(creatinginnovation)Avoidloyaltytoanyoneproduct,possiblycannibalizingtheirowncurrentproductstolaunchnewonesbeforecompetitorslearnhowtodosothroughsuccessfulimitation39.

競(jìng)爭(zhēng)動(dòng)態(tài)快周期市場(chǎng)公司獲得的競(jìng)爭(zhēng)優(yōu)勢(shì)不能免于被模仿。技術(shù)不是專有的模仿是快速和低本錢的競(jìng)爭(zhēng)優(yōu)勢(shì)難以維持市場(chǎng)是多變的聚焦：學(xué)習(xí)如何快速和持續(xù)地開(kāi)展新的、優(yōu)于以往的競(jìng)爭(zhēng)優(yōu)勢(shì)〔持續(xù)創(chuàng)新〕40.

競(jìng)爭(zhēng)動(dòng)態(tài)快周期市場(chǎng)不再“忠誠(chéng)〞于任何一種產(chǎn)品，而是要在競(jìng)爭(zhēng)對(duì)手成功模仿之前就實(shí)現(xiàn)產(chǎn)品的更新?lián)Q代.在競(jìng)爭(zhēng)對(duì)手對(duì)第一種產(chǎn)品作出反響之前，不斷地嘗試開(kāi)發(fā)另一種暫時(shí)的競(jìng)爭(zhēng)優(yōu)勢(shì).41.DevelopingTemporaryAdvantagestoCreateSustainedAdvantage

開(kāi)展暫時(shí)性優(yōu)勢(shì)來(lái)創(chuàng)造可持續(xù)性優(yōu)勢(shì)42.CompetitiveDynamics:3MarketCycles(Cont’d)3.Standard-CycleMarketsMarketswherefirm’scompetitiveadvantagesaremoderatelyshieldedfromimitationandwhereimitationismoderatelycostlyCompetitiveadvantagespartiallysustainedasqualityiscontinuouslyupgradedSeektoservemanycustomersandgainalargemarketshareGainbrandloyaltythroughbrandnamesCarefuloperationalcontrol/manageaconsistentexperienceforthecustomer43.

競(jìng)爭(zhēng)動(dòng)態(tài)標(biāo)準(zhǔn)周期市場(chǎng)公司的競(jìng)爭(zhēng)優(yōu)勢(shì)受到適當(dāng)?shù)谋Ｗo(hù)以防止被模仿。競(jìng)爭(zhēng)者進(jìn)行模仿只需要付出適當(dāng)?shù)谋惧X。只要公司能夠不斷提升能力，領(lǐng)先于競(jìng)爭(zhēng)者，就可以維持局部競(jìng)爭(zhēng)優(yōu)勢(shì)。公司尋求更大的市場(chǎng)份額；大量的市場(chǎng)開(kāi)展規(guī)模經(jīng)濟(jì)；通過(guò)品牌名稱贏得顧客的忠誠(chéng)；仔細(xì)控制公司的經(jīng)營(yíng)運(yùn)作。44.COMPETITIVEDYNAMICSVERSUSRIVALRYCOMPETITIVERIVALRY (Individualfirms)Marketcommonalityandresourcesimilarity

COMPETITIVEDYNAMICS

(Allfirms)Marketspeed(slow-cycle,fast-cycle,andstandard-cycle45.競(jìng)爭(zhēng)性對(duì)抗與競(jìng)爭(zhēng)動(dòng)態(tài)競(jìng)爭(zhēng)性對(duì)抗 〔單個(gè)公司〕市場(chǎng)共性與資源相似性競(jìng)爭(zhēng)動(dòng)態(tài) 〔所有公司〕市場(chǎng)速度〔慢周期市場(chǎng)、快周期市場(chǎng)和標(biāo)準(zhǔn)周期市場(chǎng)〕46.戰(zhàn)略聚焦：PAGE：139銷售云計(jì)算資源的競(jìng)爭(zhēng)47.?2021CengageLearning.

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