西交大MBA战略管理讲义5.pptx

Chapter 5
Competitive Dynamics
Declining emphasis on single, domestic markets and increasing emphasis on global markets
Advances in communication technology make coordination easier across multiple markets
Advances in technology and innovation have increased competitiveness of small and medium sized firms
National barriers are falling due to the number and scope of trade agreements (GATT/WTO, NAFTA, EEC/EU)
Factors Leading to More Complex Rivalry
Competitive Dynamics
Results from a series of competitive actions and competitive responses among firms competing within a particular industry
Competitive Rivalry
Exists when two or more firms jockey with one another in the pursuit of better market position
Actions and responses shape the competitive positions of each firm’s business level strategy
Actions taken by one firm elicit (引起) responses from competitors
A firm’s
strategic conduct is dynamic in nature
Competitive responses lead to additional actions from the firm that acted originally
Competitive Dynamics
Relative Size
Speed
Innovation
Quality
Ability for Action and Response
Outcomes
Drivers of Competitive Behavior
Awareness
Motivation
Capability
Competitor Analysis
Market
Commonality
Resource
Similarity
Interfirm Rivalry:
Attack & Response
Likelihood of Attack
First Mover Incentives
Likelihood of Response
Type of Competitive
Action
Dependence on the
Market
Resource Availability
Actor’s Reputation
Competitive
Slow, Standard
or Fast Cycle
Market Types
Competitive
Sustained
Outcomes
Competitive
Advantage
Temporary
Advantage
Evolutionary
Outcomes
Entrepreneurial
or Market-Power
Growth-Oriented
Actions
Feedback
Model of Interfirm Rivalry:
Likelihood of Attack and Response
Drivers of Competitive Behavior
Motivation
Capability
Awareness
Model of Interfirm Rivalry:
Likelihood of Attack and Response
Do managers understand the key characteristi