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

PART2:FORMULATIONOFSTRATEGICACTIONSCHAPTER5

COMPETITIVERIVALRYANDDYNAMICSIRELAND|HOSKISSON|HITTTHEMANAGEMENTOFSTRATEGYCONCEPTSANDCASES10E

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)略管理過程

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;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)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OPENINGCASE開篇案例及啟示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)很多人來說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。破壞性創(chuàng)新：戰(zhàn)勝競(jìng)爭(zhēng)對(duì)手的法寶

EXAMPLESOFDISRUPTIVEINNOVATION1XeroxwasdisruptedbyCanonApple’siPhonehasdisruptedthecellphoneandpersonalcomputermarkets,creatingthesmartphonesegmentAstheiPadcontinuestoimproveitsgraphicspower,gameplatformhardwareandsoftwareproducersarethreatened

破壞性創(chuàng)新：戰(zhàn)勝競(jìng)爭(zhēng)對(duì)手的法寶舉例：施樂受到了來自佳能的破壞性創(chuàng)新。蘋果的iPhone破壞了整個(gè)移動(dòng)電話和個(gè)人電腦市場(chǎng)，創(chuàng)造出了智能手機(jī)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始感受到了威脅。引導(dǎo)案例OPENINGCASEDISRUPTIVEINNOVATION:WINNINGRIVALRYBATTLESAGAINSTCOMPETITORSEXAMPLESOFDISRUPTIVEINNOVATION2Inthevideo-on-demandmarket,Walmart’sVudu,anon-subscriptionvideostreamingservice,maydisruptApple’siTuneserviceClaytonChristensensuggestsdisruptiveinnovationsinclude““thepersonalcomputer,therouter,Toyota’sautomobiles,Kodak’soriginalcamera,Xerox’soriginalphotocopier,andCanon’sdesktopphotocopier.””破壞性創(chuàng)新：：戰(zhàn)勝競(jìng)爭(zhēng)對(duì)對(duì)手的法寶舉例在視頻需求市市場(chǎng)，沃爾瑪瑪憑借著Vudu提供的在線視視頻服務(wù)，破破壞了蘋果的的iTunes服務(wù)。萊頓·克里斯坦森還還列舉了幾種種破壞性創(chuàng)新新的例子，如如個(gè)人電腦、、路由器、豐豐田汽車、柯柯達(dá)相機(jī)、施施樂復(fù)印機(jī)和和佳能的臺(tái)式式復(fù)印機(jī)。引導(dǎo)案例一、幾個(gè)重要要概念I(lǐng)MPORTANTDEFINITIONS1、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,andNintendo競(jìng)爭(zhēng)者競(jìng)爭(zhēng)者：是指在同一市市場(chǎng)中進(jìn)行競(jìng)競(jìng)爭(zhēng)的，針對(duì)對(duì)相同目標(biāo)顧顧客群提供相相似產(chǎn)品的公公司舉例：■航空業(yè)中的西西南航空、達(dá)達(dá)美航空、聯(lián)聯(lián)合航空、美美國(guó)大陸航空空和捷藍(lán)航空空■可口可樂和百百事可樂■蘋果的系列產(chǎn)產(chǎn)品（Macs、iPads、iPods、iPhones）與索尼、微微軟和任天堂堂生產(chǎn)的電腦腦和移動(dòng)游戲戲平臺(tái)展開的的激烈的視頻頻游戲市場(chǎng)的的競(jìng)爭(zhēng)。重要定義IMPORTANTDEFINITIONS2、COMPETITIVERIVALRY:theongoingsetofcompetitiveactionsandcompetitiveresponsesthatoccuramongfirmsastheymaneuverforanadvantageousmarketposition3、COMPETITIVEBEHAVIOR:thesetofcompetitiveactionsandresponsesthefirmtakestobuildordefenditscompetitiveadvantagesandtoimproveitsmarketposition重要定義2、競(jìng)爭(zhēng)性對(duì)抗：：是指競(jìng)爭(zhēng)者者為了獲取有有力的市場(chǎng)地地位而采取的的一系列競(jìng)爭(zhēng)爭(zhēng)性行動(dòng)，以以及隨之產(chǎn)生生的競(jìng)爭(zhēng)性反反應(yīng)。3、競(jìng)爭(zhēng)性行為：：是指公司為為了建立或保保持競(jìng)爭(zhēng)優(yōu)勢(shì)勢(shì)，提高市場(chǎng)場(chǎng)地位而采取取的競(jìng)爭(zhēng)性行行動(dòng)以及競(jìng)爭(zhēng)爭(zhēng)性反應(yīng)。IMPORTANTDEFINITIONS4、COMPETITIVEDYNAMICS:allcompetitivebehavior,thatis,thetotalsetofactionsandresponsestakenbyallfirmscompetingwithinamarket競(jìng)爭(zhēng)動(dòng)態(tài)：所所有的競(jìng)爭(zhēng)性性行為，也就就是說在一個(gè)個(gè)市場(chǎng)上競(jìng)爭(zhēng)爭(zhēng)的所有公司司采取的所有有行動(dòng)和反應(yīng)應(yīng)。幾個(gè)概念之間間的關(guān)系從競(jìng)爭(zhēng)者到競(jìng)競(jìng)爭(zhēng)動(dòng)態(tài)圖5.1從競(jìng)爭(zhēng)者到競(jìng)競(jìng)爭(zhēng)動(dòng)態(tài)二、競(jìng)爭(zhēng)者分分析WHYWHATHOWCOMPETITORANALYSIS1、WHY———競(jìng)爭(zhēng)者分析意義：Competitoranalysisisusedtohelpafirmunderstanditscompetitors.Withtheanalysis,afirmisbetterabletopredictcompetitors’behaviorswhenformingitscompetitiveactionsandresponses.競(jìng)爭(zhēng)者分析可可以幫助公司司了解競(jìng)爭(zhēng)對(duì)對(duì)手；通過競(jìng)爭(zhēng)者分分析，公司在在采取競(jìng)爭(zhēng)者者行動(dòng)和反應(yīng)應(yīng)時(shí)能夠更好好地預(yù)測(cè)競(jìng)爭(zhēng)爭(zhēng)對(duì)手的行動(dòng)動(dòng)。COMPETITORANALYSIS2、WHAT——識(shí)別競(jìng)競(jìng)爭(zhēng)者的方法法：1）、Generalcompetitors（一般競(jìng)爭(zhēng)者）：所有競(jìng)爭(zhēng)相相同目標(biāo)顧客客的一切企業(yè)業(yè)。2）、Formcompetitors（形式競(jìng)爭(zhēng)者）：滿足顧客同一一種需要的產(chǎn)產(chǎn)品生產(chǎn)企業(yè)業(yè)。3）、Industrycompetitors（行業(yè)競(jìng)爭(zhēng)者）：在同一個(gè)行行業(yè)中提供類類似或容易相相互替代產(chǎn)品品的生產(chǎn)企業(yè)業(yè)。4）、Brandcompetitors（品牌競(jìng)爭(zhēng)者）：產(chǎn)品的品種種、規(guī)格等都都相同，只有有品牌不同的的產(chǎn)品生產(chǎn)企企業(yè)?？逻_(dá)膠卷的競(jìng)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)競(jìng)爭(zhēng)者分析框框架：矩陣方方法PAGE：127圖5.3一個(gè)競(jìng)爭(zhēng)者分分析框架CompetitorAnalysisMarketCommonalityEachindustrycomposedofvariousmarketswhichcanbesubdividedinto(segments)I.e.,FinancialindustryExamplesfromtext(p.123)IndustryMarketMarketSegmentProductSegmentGeographicMarketFinancialInsuranceCommercial,ConsumerHealth,lifeEast,westBrokeragesvcs

Banks

TransportationCommercialairtravelGroundtransportation

MARKETCOMMONALITYMarketcommonalityisconcernedwith:Thenumberofmarketswithwhichafirmandacompetitorarejointlyinvolved。Thedegreeofimportanceoftheindividualmarketstoeachcompetitor。公司與競(jìng)爭(zhēng)者者共同參與競(jìng)競(jìng)爭(zhēng)的市場(chǎng)個(gè)個(gè)數(shù)每一個(gè)單獨(dú)市市場(chǎng)對(duì)彼此的的重要程度CompetitorAnalysisResourceSimilarityExtenttowhichfirm’’stangible/intangibleresourcesarecomparabletocompetitor’sintypeandamountI.e.,FedExandUPS––bothhaveefficientoperationsandfocusoncostreduction資源相似性是是指與競(jìng)爭(zhēng)對(duì)對(duì)手相比，公公司的有形資資源和無形資資源在類型和和數(shù)量上的相相似程度。結(jié)論Combinationofmarketcommonality&resourcesimilarityindicateafirm’sdirectcompetitors.HOW———競(jìng)爭(zhēng)爭(zhēng)者分分析框框架：：矩陣陣方法法PAGE：：127圖5.3一個(gè)競(jìng)競(jìng)爭(zhēng)者者分析析框架架戰(zhàn)略聚聚焦：：案例：：PAGE：：124全球汽汽車制制造業(yè)業(yè)中的的市場(chǎng)場(chǎng)共性性與資資源相相似性性Competitivedynamicsinslow,fastandstandard-cyclemarkets三、競(jìng)競(jìng)爭(zhēng)動(dòng)動(dòng)態(tài)與與不同同周期期市場(chǎng)場(chǎng)COMPETITIVEDYNAMICSCompetitivedynamicsdifferinslow-cycle,fast-cycle,andstandard-cyclemarkets.在慢周周期市市場(chǎng)、、快周周期市市場(chǎng)和和標(biāo)準(zhǔn)準(zhǔn)周期期市場(chǎng)場(chǎng)中，，競(jìng)爭(zhēng)爭(zhēng)動(dòng)態(tài)態(tài)各不不相同同。CompetitiveDynamics:3MarketCycles1.Slow-CycleMarketsMarketsinwhichthefirm'scompetitiveadvantagesareshieldedfromimitationforlongperiodsoftime,andinwhichimitationiscostlyBuildaone-of-a-kindcompetitiveadvantagewhichcreatessustainability(I.e.,proprietaryanddifficultforcompetitorstounderstand)OrganizationalstructureshouldbeusedtoeffectivelysupportstrategiceffortsGradualErosionofaSustainedCompetitiveAdvantageSlow-CycleMarkets競(jìng)爭(zhēng)動(dòng)動(dòng)態(tài)圖5.4可持續(xù)續(xù)性競(jìng)競(jìng)爭(zhēng)優(yōu)優(yōu)勢(shì)的的逐漸漸侵蝕蝕競(jìng)爭(zhēng)動(dòng)動(dòng)態(tài)慢周期市場(chǎng)公司的的競(jìng)爭(zhēng)爭(zhēng)優(yōu)勢(shì)勢(shì)難以以被模模仿，，因?yàn)闉槟７路滦枰^長(zhǎng)長(zhǎng)的時(shí)時(shí)間和和高昂昂的成成本。。競(jìng)爭(zhēng)優(yōu)優(yōu)勢(shì)維維持的的時(shí)間間可以以更長(zhǎng)長(zhǎng)一些些。建立一一種獨(dú)獨(dú)特而而專有有的能能力可可以幫幫助公公司獲獲得競(jìng)競(jìng)爭(zhēng)優(yōu)優(yōu)勢(shì)并并維持持競(jìng)爭(zhēng)爭(zhēng)優(yōu)勢(shì)勢(shì)（（例如如：競(jìng)競(jìng)爭(zhēng)對(duì)對(duì)手難難以模模仿的的和專專有的的優(yōu)勢(shì)勢(shì)）。。一旦獲獲得了了專有有的競(jìng)競(jìng)爭(zhēng)優(yōu)優(yōu)勢(shì)，，公司司的競(jìng)競(jìng)爭(zhēng)性性行為為將以以保護(hù)護(hù)、維維持和和擴(kuò)大大競(jìng)爭(zhēng)爭(zhēng)優(yōu)勢(shì)勢(shì)為主主。組織結(jié)結(jié)構(gòu)應(yīng)應(yīng)該有有效地地支持持公司司的戰(zhàn)戰(zhàn)略。。CompetitiveDynamics:3MarketCycles(Cont’d)2.Fast-CycleMarketsMarketsinwhichthefirm'scapabilitiesthatcontributetocompetitiveadvantagesarenotshieldedfromimitationandwhereimitationisoftenrapidandinexpensiveFocus:learninghowtorapidlyandcontinuouslydevelopnewcompetitiveadvantagesthataresuperiortothosetheyreplace(creatinginnovation)Avoidloyaltytoanyoneproduct,possiblycannibalizingtheirowncurrentproductstolaunchnewonesbeforecompetitorslearnhowtodosothroughsuccessfulimitation競(jìng)爭(zhēng)動(dòng)動(dòng)態(tài)快周期市場(chǎng)公司獲獲得的的競(jìng)爭(zhēng)爭(zhēng)優(yōu)勢(shì)勢(shì)不能能免于于被模模仿。。技術(shù)不不是專專有的的模仿是是快速速和低低成本本的競(jìng)爭(zhēng)優(yōu)優(yōu)勢(shì)難難以維維持市場(chǎng)是是多變變的聚焦：：學(xué)習(xí)習(xí)如何何快速速和持持續(xù)地地發(fā)展展新的的、優(yōu)優(yōu)于以以往的的競(jìng)爭(zhēng)爭(zhēng)優(yōu)勢(shì)勢(shì)（持持續(xù)創(chuàng)創(chuàng)新））競(jìng)爭(zhēng)動(dòng)動(dòng)態(tài)快周期市場(chǎng)不再““忠誠(chéng)誠(chéng)”于于任何何一種種產(chǎn)品品，而而是要要在競(jìng)競(jìng)爭(zhēng)對(duì)對(duì)手成成功模模仿之之前就就實(shí)現(xiàn)現(xiàn)產(chǎn)品品的更更新?lián)Q換代.在競(jìng)爭(zhēng)爭(zhēng)對(duì)手手對(duì)第第一種種產(chǎn)品品作出出反應(yīng)應(yīng)之前前，不不斷地地嘗試試開發(fā)發(fā)另一一種暫暫時(shí)的的競(jìng)爭(zhēng)爭(zhēng)優(yōu)勢(shì)勢(shì).DevelopingTemporaryAdvantagestoCreateSustainedAdvantage發(fā)展暫暫時(shí)性性優(yōu)勢(shì)勢(shì)來創(chuàng)創(chuàng)造可可持續(xù)續(xù)性優(yōu)優(yōu)勢(shì)CompetitiveDynamics:3MarketCycles(Cont’d)3.Standard-CycleMarketsMarketswherefirm’’scompetitiveadvantagesaremoderatelyshieldedfromimitationandwhereimitationismoderatelycostlyCompetitiveadvantagespartiallysustainedasqualityiscontinuouslyupgradedSeektoservemanycustomersandgainalargemarketshareGainbrandloyaltythroughbrandnamesCarefuloperationalcontrol/manageaconsistentexperienceforthecustomer競(jìng)爭(zhēng)動(dòng)態(tài)態(tài)標(biāo)準(zhǔn)周期市場(chǎng)公司的競(jìng)競(jìng)爭(zhēng)優(yōu)勢(shì)勢(shì)受到適適當(dāng)?shù)谋１Ｗo(hù)以防防止被模模仿。競(jìng)爭(zhēng)者進(jìn)進(jìn)行模仿仿只需要要付出適適當(dāng)?shù)某沙杀?。只要公司司能夠不不斷提升升能力，，領(lǐng)先于于競(jìng)爭(zhēng)者者，就可可以維持持部分競(jìng)競(jìng)爭(zhēng)優(yōu)勢(shì)勢(shì)。公司尋求更大大的市場(chǎng)場(chǎng)份額；；大量的的市場(chǎng)發(fā)展規(guī)模模經(jīng)濟(jì)；；通過品牌牌名稱贏贏得顧客客的忠誠(chéng)誠(chéng)；仔細(xì)控制制公司的的經(jīng)營(yíng)運(yùn)運(yùn)作。COMPETITIVEDYNAMICSVERSUSRIVALRYCOMPETITIVERIVALRY(Individualfirms)MarketcommonalityandresourcesimilarityCOMPETITIVEDYNAMICS(Allfirms)Marketspeed(slow-cycle,fast-cycle,andstandard-cycle競(jìng)爭(zhēng)性對(duì)抗與與競(jìng)爭(zhēng)動(dòng)態(tài)競(jìng)爭(zhēng)性對(duì)抗（單個(gè)公司））市場(chǎng)共性與資資源相似性競(jìng)爭(zhēng)動(dòng)態(tài)（所有公司））市場(chǎng)速度（慢慢周期市場(chǎng)、、快周期市場(chǎng)場(chǎng)和標(biāo)準(zhǔn)周期期市場(chǎng)）戰(zhàn)略聚焦：PAGE：139銷售云