饮食行业竞争动态分析报告.pptx

Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,*,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,*,*,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,*,*,Competitive Rivalry and Competitive Dynamics,Michael A.Hitt,R.Duane Ireland,Robert E.Hoskisson,Chapter 5,1,Southwestern Publishing Company,第1页,Strategy Implementation,Chapter 13,Strategic,Entrepreneurship,Chapter 11,Organizational,Structure and,Controls,Chapter 10,Corporate,Governance,Chapter 12,Strategic,Leadership,Strategy Formulation,Strategic,Competitiveness,Above-Average,Returns,Strategic Intent,Strategic Mission,Chapter 2,The External,Environment,Chapter 3,The Internal,Environment,The Strategic Management Process,Feedback,Strategic Inputs,Strategic Actions,Strategic Outcomes,Chapter 5,Competitive Rivalry,and Competitive,Dynamics,Chapter 4,Business-Level,Strategy,2,第2页,Definitions,Competitors,firms operating in the,same market,offering,similar products,and targeting,similar customers,Competitive rivalry,the ongoing set of,competitive actions and responses,occurring between competitors,competitive rivalry influences an individual firms ability to gain and sustain competitive advantages,3,第3页,Definitions,Competitive behavior,the set of,competitive actions,and,competitive responses,the firm takes to build or defend its competitive advantages and to improve its market position,Competitive dynamics,the,total set of actions and responses,taken by all firms competing within a market,4,第4页,From Competitors to Competitive Dynamics,Competitors,Through competitive,behavior,Competitive actions,Competitive responses,To gain an advantageous,market position,Competitive Dynamics,Competitive actions and responses taken by all,firms competing in a market,Competitive,rivalry,Engage in,What results?,What results?,Why?,How?,5,第5页,個案:,General Mills,早餐穀片市場,主要競爭者家樂氏與,Post(Philip Morris,旗下,Kraft),競爭手法價格/創新產品,買一送一促銷,General Mills,問題,現有競爭者,潛在競爭者,供應商貨源受污染,1995年,GM,總裁宣佈取消價格促銷戰術,家樂氏跟進,Post,乘機爭奪市場,次要競爭者(私有品牌)伺機大顯身手,改良產品,提升效率,和零售商建立良好關係,大廠競爭反應,減價,私有品牌利潤受到壓縮而出售產品線,6,第6页,Effect of Competitive Rivalry on a Firms Strategies,Success of a strategy is determined by:,the firmcompetitive actions,how well it,anticipates,competitors responses to them,how well the firm anticipates and,responds,to its competitors initial actions,Competitive rivalry,affects all types of strategies,most dominant influence is on the firms,business-level strategy or strategies,.,7,第7页,A Model of Competitive Rivalry,Competitive Analysis,Market commonality,Resource similarity,Drivers of Competitive,Behavior,Awareness,Motivation,Ability,Interim Rivalry,Likelihood of Attack,First mover incentives,Organizational size,Quality,Likelihood of Response,Type of competitive action,Reputation,Market dependence,Outcomes,Market position,Financial performance,feedback,8,第8页,Competitive Rivalry,Firms are,mutually interdependent,one firms competitive actions have noticeable,effects,on competitors,one firms competitive actions,elicit,competitive responses from competitors,competitors,feel,each others actions and responses,Marketplace success is a function of both individual strategies and the consequences of their use,9,第9页,Competitor Analysis,Competitor analysis,a,technique,firms use to understand their competitive environment.Along with the general and industry environments,the competitive environment comprises the firms external environment,a technique used to help the firm,understand,its competitors,the first step to being able to,predict,competitors behavior,in the form of its competitive actions and responses,10,第10页,Market Commonality,Market Commonality is concerned with,the,number of markets,with which a firm and a competitor are jointly involved,the,degree of importance,of the individual markets to each competitor,Most industries markets are somewhat related in terms of,technologies,core competencies,Multimarket competition,Firms competing in several markets,11,第11页,Resource Similarity,Resource similarity,the extent to which the firms tangible and intangible resources are comparable to a competitors in terms of both,type and amount,Firms with similar types and amounts of resources are likely to,have similar strengths and weaknesses,use,similar strategies,Assessing resource similarity can be difficult if critical resources are intangible rather than tangible,12,第12页,A Framework of Competitor Analysis,Market,Commonality,High,Low,Low,High,Resource,Similarity,The shaded area represents degree of market commonality between two firms,Resource endowment B,Resource endowment A,KEY,I,II,III,IV,13,第13页,Drivers of Competitive Actions and Responses:,Awareness is the extent to which competitors,recognize the degree of their mutual interdependence,mutual interdependence results from,market commonality,resource similarity,Awareness,Awareness,Drivers of competitive behavior,14,第14页,Motivation,Drivers of Competitive Actions and Responses:,Motivation concerns the firms,incentive,to take action,or to respond to a competitors attack,and relates to perceived gains and losses,Awareness,Drivers of competitive behavior,Motivation,15,第15页,Ability,Drivers of Competitive Actions and Responses:,Ability relates,to each firms resources,the,flexibility,these resources provide,Without available resources the firm lacks the ability,to attack a competitor,to respond to the competitors actions,Awareness,Drivers of competitive behavior,Motivation,Ability,16,第16页,Drivers of Competitive Actions and Responses:,A firm is,more likely to attack,the rival with whom it has,low market commonality,than the one with whom it competes in multiple markets,Because of the high stakes of competition under the condition of market commonality,there is a high probability that the attacked firm will respond to its competitors action in an effort to protect its position in one or more markets,Market,commonality,Drivers of competitive behavior influenced by,Market Commonality,17,第17页,Resource,similarity,Drivers of Competitive Actions and Responses:,The greater the,resource imbalance,between the acting firm and competitors or potential responders,the greater will be the delay,in response by the firm with a resource disadvantage,When facing,competitors with greater resources,or,more attractive market positions,firms should eventually respond,no matter how challenging the response,Drivers of competitive behavior influenced by,Market,commonality,Resource Similarity,18,第18页,Competitive Rivalry,Competitive action,a,strategic or tactical action,the firm takes to build or defend its competitive advantages or improve its market position,Competitive response,a,strategic or tactical action,the firm takes to counter the effects of a competitors competitive action,19,第19页,Strategic and Tactical Actions,Strategic action or a strategic response,a market-based move that involves a,significant commitment of organizational resources,and is difficult to implement and reverse,Tactical action or a tactical response,market-based move that is,taken to fine-tune a strategy,;it involves fewer resources and is relatively easy to implement and reverse,20,第20页,Factors Affecting Likelihood of Attack:,First movers allocate funds for,product,innovation,and development,aggressive,advertising,advanced,research and development,First movers can gain,the,loyalty,of customers who may become committed to the firms goods or services,market share,that can be difficult for competitors to take during future competitive rivalry,First mover,incentives,First Mover Incentives,21,第21页,Second Mover,跟隨第一行動者競爭性行動而行動企業(可享受搭便車效果),第二行動者通常是第一模仿行動者,第二行動者掌握部分顧客與顧客忠誠,防止部分第一行動者所面臨未知市場風險,成功與否決定於反應速度(愈快與有利),必須擁有模仿必要能力,第二行動者,22,第22页,Size,Factors Affecting Likelihood of Attack:,Small firms,are more likely,to launch competitive actions,to be quicker in doing so,Small firms are perceived as,nimble and flexible,competitors,relying on,speed and surprise,to defend their competitive advantages or develop new ones while engaged in competitive rivalry,Small firms have the flexibility needed to launch a,greater variety of competitive actions,First mover,incentives,Size,23,第23页,Factors Affecting Likelihood of Attack:,Large firms are likely to initiate more competitive actions as well as,strategic actions,during a given time period,Large organizations commonly have the,slack resources,required to launch a larger number of total competitive actions,First mover,incentives,Size,Size,“,Think and act big and well get smaller.Think and act small and well get bigger.”,-,Herb Kelleher,Former CEO,Southwest Airlines,24,第24页,Quality,Factors Affecting Likelihood of Attack:,Quality exists when the firms goods or services meet or exceed,customers expectations,First mover,incentives,Size,Quality,Product quality dimensions include,Performance,性能,Features,特徵,Flexibility,彈性,Durability,耐久性,Conformance,構造,Serviceability,有用性,Aesthetics,美感,Perceived quality,品質知覺,25,第25页,Quality,Factors Affecting Likelihood of Attack:,Quality exists when the firms goods or services meet or exceed customers expectations,First mover,incentives,Size,Quality,Service quality dimensions include,Timeliness,及時,Courtesy,殷勤,Consistency,一致,Convenience,方便,Completeness,完整,Accuracy,準確,26,第26页,Factors Affecting Likelihood of Response,Firms study three factors to predict how a competitor is likely to respond to competitive actions,type of competitive action,reputation,market dependence,27,第27页,Factors Affecting Likelihood of Response:,Strategic actions receive strategic responses,Tactical responses are taken to counter the effects of tactical actions,Strategic actions,elicit fewer,total competitive responses,A competitor likely will respond quickly to a tactical action,The time needed to implement and assess a strategic action delays competitors responses,Type of,competitive,action,Type of Competitive Action,28,第28页,Reputation,Factors Affecting Likelihood of Response:,An,actor,is the firm taking an action or response,Reputation is the,positive or negative attribute,ascribed by one rival to another based on,past competitive behavior,The firm studies responses that a competitor has taken,previously,when attacked to predict likely responses,Type of,competitive,action,Reputation,29,第29页,市場領袖較易被模仿,高風險企業行動較少被模仿,價格掠奪者較少被模仿,行動者名聲,30,第30页,Market,dependence,Factors Affecting Likelihood of Response:,Market dependence is,the extent to which a firms,revenues or profits,are derived from a particular market,In general,firms can predict that competitors with,high market dependence are likely to respond strongly,to attacks threatening their market position(,比較富士軟片攻擊美國市場與台灣市場),Type of,competitive,action,Reputation,Market Dependence,31,第31页,Competition,Competitive Dynamics,competitive dynamics concerns the,ongoing actions and responses,taking place among,all,firms competing within a market for advantageous positions,Competitive Rivalry,building and sustaining competitive advantages are at the,core of competitive rivalry,competitive advantages are the link to an,advantageous market position,32,第32页,Strategic Conduct is Dynamic,A firms strategic conduct is dynamic in nature,Actions and responses shape the competitive positions of each firms business level strategy,Firm B,Firm,A,33,第33页,Firm B,Firm,A,Strategic Conduct is Dynamic,Actions taken by one firm elicits responses from competitors,Competitive responses lead to additional actions from the firm that acted originally,Actions,Response,New Actions,New Response,34,第34页,Competitive Dynamics:,Slow-cycle markets,the firms competitive advantages are,shielded from imitation for long periods of time,imitation is,costly,Competitive advantages are sustainable in slow-cycle markets,A,proprietary,one-of-a-kind competitive advantage,leads to competitive success in a slow-cycle market,Slow-cycle,markets,Slow-Cycle Markets,35,第35页,Gradual Erosion of a Sustainable Competitive Advantage,Returns from a Sustainable Competitive Advantage,Time(Years),0,5,10,Launch,Exploitation,Counterattack,36,第36页,Fast-cycle,markets,Competitive Dynamics:,Fast-cycle markets,the firms competitive advantages,arent shielded from imitation,imitation happens,quickly,and somewhat,inexpensively,Competitive advantages arent sustainable,Competitors use,反攻,to quickly imitate or improve on the firms products,Non-proprietary technology is,diffused rapidly,Slow-cycle,markets,Fast-Cycle Markets,37,第37页,Obtaining,Temporary Advantages,to Create Sustained Advantage,Returns from a Series of Replicable Actions,Time(Years),0,5,10,15,Launch,Exploitation,Counterattack,Firm has already moved to next advantage,38,第38页,掌握快速週期市場先機策略性步驟,1,中斷現狀,以確認新機會與改變競爭規則來中斷現有狀態，透過速度與變化達成目,2,創造短暫優勢,以瞭解顧客、科技與未來為基礎，強調顧客導向與員工授權賦能,3,掌握主動權,積極轉進新競爭領域，努力創造新優勢或破壞競爭者原有優勢,4,維持衝勁,一個接一個行動，用來掌握先機與維持衝勁，使企業持續發展優勢,39,第39页,Competitive Dynamics:,Standard-cycle markets,the firms competitive advantages may be shielded from imitation,imitation is moderately costly,Competitive advantages are,partially sustainable,if the firm is able to,continuously upgrade,the quality of its competitive advantages,Firms,seek large market shares,gain customer loyalty through brand names,carefully control operations,Slow-cycle,markets,Fast-cycle,markets,Standard-cycle,markets,Standard-Cycle Markets,40,第40页,產業生命週期行動模式,主要任務,發展開放利基與競爭不確定性,第一行動者經營行動,主要任務,主要任務,創業行動,成長導向行動,市場力量行動,發展生產要素(互補性資產),鞏固市場地位,企業資源與市場優勢,形成期,成長期,成熟期,時間,41,第41页,第一行動者經營策略,策略,創新者擁有所需要互補性資產嗎?,模仿障礙很高?,有能力競爭者數量多寡?,獨自發展,有,高,少,聯盟,無,高,有限,授權,無,低,很多,成功開發與取得經營優勢資產,製造設備/行銷(銷售人力/通路網),專利權保障,60%專利在四年內會遭破解,新產品在決定開發後12-18個月內資訊會走漏,研發技能,取得互補性資產能力,42,第42页,成熟期產業,經過成長消退期,產業會出現合併風潮,成熟期產業只剩下數家大型企業,產業出現不一样策略性群體,同一群體企業競爭行動間有高度相互依存關係,有時群際間也會出現對立行動,43,第43页,成熟產業限制進入策略,產品多樣化,降價,持有緩衝產能,加寬產品線以限制潛在競爭者進入,先佔效益,吸脂策略者至成熟期時大幅降價(已经有規模經濟)建立市場佔有率,同時能够预防進入,以多餘緩衝產能做為抵制進入時擴大供給之用,44,第44页,成熟期產業敵對競爭策略,價格訊號,價格領導,非價格競爭,產業領導者以價格訊號控制敵對態勢,針對潛在競爭者,聯繫現有敵對業者,誰是價格領袖?,價格領導戰術性考量,市場滲透,產品發展,市場發展,產品多樣化,產能控制,45,第45页,衰退期產業競爭程度,退出障礙高度,衰退速度,產品普通性質,固定成本高低,放棄策略,收割或放棄策略,利基或領導策略,領導或利基策略,46,第46页,衰退產業策略選擇,高 產業競爭強度 低,少 企業經營需求口袋優勢 多,放棄,收割或放棄,利基或領導,領導或利基,47,第47页,收割策略,市場佔有率,開始收割,清算,現金流量 0,48,第48页,