戰(zhàn)略管理第六章

Chapter6CraftingBusinessStrategyforDynamicContextsOBJECTIVESIdentifythechallengestosustainablecompetitiveadvantageindynamiccontexts1Understandthefundamentaldynamicsofcompetition2Evaluatetheadvantagesanddisadvantagesofchoosingafirst-moverstrategy3Analyzeanddevelopstrategiesformanagingindustryevolution4Analyzeanddevelopstrategiesfortechnologicaldiscontinuities5Analyzeanddevelopstrategiesforhigh-speedenvironmentalchange6Explaintheimplicationsofadynamicstrategyforthestrategydiamondandstrategyimplementation71THETALEOFNAPSTERSold

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for$9.99/monthStreamingReal-network'sRhap-sodyletsmusicloverslistenasmuchastheywantforonemonthlyfeeAlacarteRoxioandiTunessellsinglesongs2THREECAUSESOFDYNAMICCONTEXTSExamplesCompetitive

InteractionWhenincumbentsand,

especially,newentrantsuseanewbusinessmodeltheydrive

dynamisminmarketMini-millsenteredwithanewbusinessmodelandincumbentsteelcompaniesdidnotrespondAsindustriesevolveandcompetitionshiftsfromdifferentiationtoprice/low-cost,advantagesshiftbetweenrivalsArmandHammeralmostlostitsleadpositionwhenbakingsodabecamecommoditizedIndustry

evolutionWhentechnologicalchangeisdiscontinuous,itdoesnotsustainexistingleadersadvantagesTheshifttodigitalphotographyfavorsthestrengthsofSonynotphotographyincumbentlikeKodakTechnological

change3PHASESOFCOMPETITIVEINTERACTIONPhase1

Discovery

andcompetitivenewactionPhase2

CustomerreactionPhase3

CompetitorreactionPhase4

EvaluationofactionandreactioneffectivenessSource: AdaptedfromK.G.Smith,W.J.Ferrier,andC.M.Grimm,“KingoftheHill:DethroningtheIndustryLeader,”AcademyofManagementExecutive15:2(2001),59-704THESPECTRUMOFCOMPETITIVERESPONSESSTRATEGIESEasewiththreatcan

becontrolledGreatDifficultContainment/Neutralization/Shaping/Absorption/AnnulmentScopeofresponseLimitedExtensive5CONTAINMENTContainmentNeutralizationShapingAbsorptionAnnulmentLimittheextenttowhichthenewentrant’sinnovationimpactsyourbusinessForexample:

AmericanAirlinescanpartiallycontainSouthwestbyusingitsbargainingpowertosecuremoreexclusiveairportgates6NEUTRALIZATIONContainmentNeutralizationShapingAbsorptionAnnulmentTrytoshort-circuitthemovesofinnovatorsornewentrantsbeforetheymakethemForexample:

TheRecordingIndustryAssociationofAmericalaunchedsuchafiercelegalattackonNapsterthatitforcedevensmallerNapster-likefirmstostayoutofthefray7SHAPINGContainmentNeutralizationShapingAbsorptionAnnulmentShapetheinnovationsoitbecomessomethingtheincumbentcanlivewithorevenbenefitfromForexample:

ForyearstheAmericanMedicalAssociationusedregulatorstoattackchiropractors;nowtheyshapechiropracticmedicinetobecomeacomplementtotraditionalmedicine8ABSORPTIONContainmentNeutralizationShapingAbsorptionAnnulmentMinimizetherisksentailedbybeingeitherafirstmoveroranimitatorForexample:

Inthelate1980sMicrosoftpurchasedIntuit,themakerofQuickenandQuickBooks;becauseitidentifiedmoney-managementsoftwareasahigh-growthopportunity.9ANNULMENTContainmentNeutralizationShapingAbsorptionAnnulmentImproveincumbentproductsandservicestoannulaninnovationornewentrant’sofferingForexample:

Kodakhasimprovedthequalityofitsfilm-basedprintssothattheyaresuperiortomanydigital-basedalternatives10PROSANDCONSOFFIRSTMOVERSRapidtechnologyadvancesallowafast-followertoleapfrogthefirstmoverItachievesabsolutecostadvantageThefirstmover’sofferingstrikesachordbutisflawedItsreputationandimageadvantages

arehardtocopyThefirstmoverlacksakeycomplement(e.g.,channelaccess)thatthefollowerpossessesItscustomersarelockedin(i.e.,switchingcostsexist)First-movercostsoutweightheadvantagesofbeingthefirst-moveScaleofthefirstmovemakesimitationunlikelyAfirst-followerisoftenbetteroffthanafirstmoverwhen:Afirst-moverisoftenbetteroffthanafastfollowerwhen:11AGALLERYOFFIRST-MOVERSANDFASTFOLLOWERSProductPioneer(s)Imitators/fastfollowersCommentsAutomatedtellermachines(ATMs)DeLaRue(1967)Docutel(1969)Diebold(1971)IBM(1973)NCR(1974)Thefirstmoversweresmallentrepreneurialupstartsthatfacedtwotypesofcompetitors:(1)largerfirmswithexperiencesellingtobanksand(2)thecomputergiants.ThefirstmoversdidnotsurviveBallpointpensReynolds(1945)Eversharp(1946)Parker(1954)Bic(1960)Thepioneersdisappearedwhenthefadfirstendedinthelate1940s.Parkerentered8yearslater.BicenteredlastandsoldpensascheapdisposablesCommercialjetsDeHaviland(1952)Boeing(1958)Douglas(1958)Thepioneersrushedtomarketwithajetthatcrashedfrequently.BoeingandDouglas(laterknownasMcDonnell-Douglas)followedwithsafer,larger,andmorepowerfuljetsunsulliedbytragiccrashesCreditcardsDinersclub(1950)Visa/Master-Card(1966)AmericanExpress(1968)Thefirstmoverwasundercapitalizedinabusinessinwhichmoneyisthekeyresource.AmericanExpressenteredlastwithfundsandnamerecognitionfromitstraveler’scheckbusinessDietsodaKirsch’sNo-Cal

(1952)RoyalCrown’sDietRiteCola(1962)Pepsi’sPatioCola(1963)Coke’sTab(1964)DietPepsi(1964)DietCoke(1982)ThefirstmovercouldnotmatchthedistributionadvantagesofCokeandPepsi.Nordidithavethemoneyormarketingexpertiseneededformassivepromotionalcampaigns12AGALLERYOFFIRST-MOVERSANDFASTFOLLOWERS(CONT.)ProductPioneer(s)Imitators/fastfollowersCommentsLightbeerRheingold’sand

Gablinger’s(1968)MeisterBrauLite

(1967)MillerLite(1975)Naturallight(1977)Coorslight(1978)Budlight(1982)Thefirstmoversentered9yearsbeforeMillerand16yearsbeforeBudweiser,butfinancialproblemsdrovebothoutofbusiness.Marketinganddistributiondeterminedtheoutcome.Costlylegalbattles,againrequiringaccesstocapital,werecommonplacePCoperatingsystemsCP/M(1974)MicrosoftDOS(1981)MicrosoftWindows(1985)ThefirstmoversettheearlyindustrystandardbutdidnotupgradefortheIBMPC.Microsoftboughtanimitativeupgradeandbecamethenewstandard.Windowsenteredlaterandborrowedheavilyfrompredecessors(andcompetitorApple),thenemergedastheleadinginterfaceVideogamesMagnavox’s

Odyssey(1972)Atan’sPong(1972)Nintendo(1985)Sega(1989)Microsoft(1998)Themarketwentfromboomtobusttoboom.Thebustoccurredwhenhomecomputersseemedlikelytomakevideogamesobsolete.Kidslostinterestwhengameslackedchallenge.Pricecompetitionruled.Nintendorekindledinterestwithbettergamesandrestoredmarketorderwithmanagedcompetition.MicrosoftenteredwithitsXboxwhenperceivedgamingtobeapossiblecomponentofitswiredworldSource: AdaptedfromS.Schnaars,ManagingImitationStrategies(NewYorkFreePress,1994),37-4313StatusofcomplementaryassetsEVALUATINGAFIRM’SFIRST-MOVERDEPENDENCIES

ONINDUSTRYCOMPLEMENTSFreelyavailableorunimportantTightlyheldandimportantBasesoffirstmoveradvantagesStrongprotectionfromimitationWeakprotectionfromimitationItisdifficultforanyonetomakemoney:IndustryincumbentmaysimplygivenewproductorserviceawayaspartofitslargerbundleofofferingsValue-creationopportunitiesfavortheholderofcomplementaryassets,whowillprobablypursueafast-followerstrategyFirstmovercandowelldependingontheexecutionofitsstrategyValuewillgoeithertofirstmoverortopartywiththemostbargainingpower14ST錯RA召TE芽GI戒ES陡F儉OR號M渣AN征AG道IN余G謀CO沸MM環(huán)OD靈IT扔IZ碼AT甜IO揭NMa助na搬gi鉆ng督c次om劃mo車di毫ti隆za坊ti爹onAn拳ti葛ci洲pa性ti干ngRe唉sp什on滾di繼ngVa鋼lu織e-報in名-u喝se結(jié)a薪pp障ro泄ac異hPr朝oc棍es凝s干in微no桑va擊ti右onap計pr券oa腫chMa輸rk滾et嫂f柏oc芽usSe濕rv狀ic繡ein滾no錯va雕ti慶onTimkenbundlescommodityproductwithkeycomponentsDellsellsdirectlyto

consumersK-martandKBToysbothreducednumberofcustomerswhentheyrestructuredHotelsmaychargeextrafor

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bilitiesthatsupportcompetitiveretaliationEmphasizesproductorservicevalueandofferingswithinindustrydefinitionDi伴me鉆ns祥io米ns父of會c偶om額pe淚ti胞ti蒸onHe殃ad劑-t尾o-拍He慣ad差c沙om浴pe進ti午ti好onNe布w-念ma惜rk底et監(jiān)c乳re聽at學(xué)io拳nLooksacrossgroupsandsegmentsEmphasizessubstitutesacrossindustriesEmphasizesredefinitionofthebuyerandbuyer’spreferencesEmphasizesrethinkingoftheindustrybusinessmodelEmphasizesstrategicintent-seekingtoshapetheexternalenvironmentovertimeEmphasizescomplementaryproductsandserviceswithinandacrossindustriesandsegments20SO己ME覺W肯EL宅L-獨KN很OW報N田DI買SR多UP睡TI拒ON辱SCompaqgrewfromzerorevenuesto$1billion

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