CompetitiveDynamics(英文版)43946.pptx
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1、Chapter 5Chapter 5Competitive DynamicsCompetitive DDeclining emphasis on single,domestic markets and Declining emphasis on single,domestic markets and increasing emphasis on global marketsincreasing emphasis on global marketsAdvances in communication technology make Advances in communication technol
2、ogy make coordination easier across multiple marketscoordination easier across multiple marketsAdvances in technology and innovation have increased Advances in technology and innovation have increased competitiveness of small and medium sized firmscompetitiveness of small and medium sized firmsNatio
3、nal barriers are falling due to the number and National barriers are falling due to the number and scope of trade agreements(GATT/WTO,NAFTA,scope of trade agreements(GATT/WTO,NAFTA,EEC/EU)EEC/EU)Factors Leading to More Complex RivalryFactors Leading to More Complex RCompetitive DynamicsResults from
4、a series of competitive actions and Results from a series of competitive actions and competitive responses among firms competing within competitive responses among firms competing within a particular industrya particular industryCompetitive RivalryCompetitive RivalryExists when two or more firms joc
5、key with one another Exists when two or more firms jockey with one another in the pursuit of better market positionin the pursuit of better market Actions and Actions and responses shape the responses shape the competitive positions competitive positions of each firms of each firms business level bu
6、siness level strategystrategyActions taken Actions taken by one firm by one firm elicit(elicit(引起引起引起引起)responses from responses from competitorscompetitorsA firms A firms strategic conduct strategic conduct is dynamic in is dynamic in naturenatureCompetitive Competitive responses lead responses lea
7、d to additional to additional actions from the actions from the firm that acted firm that acted originallyoriginallyCompetitive DRelative SizeSpeedInnovationQualityAbility for Ability for Action and Action and ResponseResponseOutcomesOutcomesDrivers of Drivers of Competitive Competitive BehaviorBeha
8、viorAwarenessMotivationCapabilityCompetitor Competitor AnalysisAnalysisMarketCommonalityResourceSimilarityInterfirm Rivalry:Interfirm Rivalry:Attack&ResponseAttack&ResponseLikelihood of AttackLikelihood of AttackFirst Mover IncentivesLikelihood of ResponseLikelihood of ResponseType of CompetitiveAct
9、ionDependence on theMarketResource AvailabilityActors ReputationCompetitiveCompetitiveSlow,Standardor Fast CycleMarket TypesMarket TypesCompetitiveCompetitiveSustainedOutcomesOutcomesCompetitiveAdvantageTemporaryAdvantageEvolutionaryEvolutionaryOutcomesOutcomesEntrepreneurialor Market-PowerGrowth-Or
10、ientedActionsFeedbackFeedbackModel of Interfirm Rivalry:Likelihood of Attack and RDrivers of Competitive BehaviorMotivationCapabilityAwarenessModel of Interfirm Rivalry:Likelihood of Attack and ResponseDo managers understand Do managers understand the key characteristics of the key characteristics o
11、f competitors?competitors?AwarenessADoes the firm have appropriate incentives to attack or respond?Drivers of Competitive BehaviorMotivationMotivationCapabilityAwarenessModel of Interfirm Rivalry:Likelihood of Attack and RDoes the firm have the necessary resources to attack or respond?Drivers of Com
12、petitive BehaviorMotivationCapabilityCapabilityAwarenessModel of Interfirm Rivalry:Likelihood of Attack and RRelative SizeSpeedInnovationQualityAbility for Ability for Action and Action and ResponseResponseOutcomesOutcomesDrivers of Drivers of Competitive Competitive BehaviorBehaviorAwarenessMotivat
13、ionCapabilityCompetitor Competitor AnalysisAnalysisMarketCommonalityResourceSimilarityInterfirm Rivalry:Interfirm Rivalry:Attack&ResponseAttack&ResponseLikelihood of AttackLikelihood of AttackFirst Mover IncentivesLikelihood of ResponseLikelihood of ResponseType of CompetitiveActionDependence on the
14、MarketResource AvailabilityActors ReputationCompetitiveCompetitiveSlow,Standardor Fast CycleMarket TypesMarket TypesCompetitiveCompetitiveSustainedOutcomesOutcomesCompetitiveAdvantageTemporaryAdvantageEvolutionaryEvolutionaryOutcomesOutcomesEntrepreneurialor Market-PowerGrowth-OrientedActionsFeedbac
15、kFeedbackModel of Interfirm Rivalry:Likelihood of Attack and RCompetitor AnalysisResource SimilarityMarket CommonalityModel of Interfirm Rivalry:Likelihood of Attack and ResponseDo firms compete with each Do firms compete with each other in multiple markets?other in multiple markets?Market Market Co
16、mmonalityCCompetitor AnalysisResource SimilarityMarket Market CommonalityCommonalityMultipoint competition tends to Multipoint competition tends to reduce competitive interactions,but reduce competitive interactions,but increases the likelihood of response increases the likelihood of response where
17、interaction occurswhere interaction occursFor example,airlines price flights For example,airlines price flights similarly but respond quickly when similarly but respond quickly when competitors introduce promotional competitors introduce promotional pricespricesModel of Interfirm Rivalry:Likelihood
18、of Attack and RCompetitor AnalysisResource Resource SimilaritySimilarityDo competitors possess similar types or amounts of resources?Market CommonalityModel of Interfirm Rivalry:Likelihood of Attack and RCompetitor AnalysisResource Resource SimilaritySimilarityMarket CommonalityFirms are less inclin
19、ed to attack a Firms are less inclined to attack a firm that is likely to retaliatefirm that is likely to retaliateFirms with dissimilar resources Firms with dissimilar resources are more likely to attackare more likely to attackFirms with similar resources are Firms with similar resources are more
20、likely to be aware of each more likely to be aware of each others competitive movesothers competitive movesModel of Interfirm Rivalry:Likelihood of Attack and RRelative SizeSpeedInnovationQualityAbility for Ability for Action and Action and ResponseResponseOutcomesOutcomesDrivers of Drivers of Compe
21、titive Competitive BehaviorBehaviorAwarenessMotivationCapabilityCompetitor Competitor AnalysisAnalysisMarketCommonalityResourceSimilarityInterfirm Rivalry:Interfirm Rivalry:Attack&ResponseAttack&ResponseLikelihood of AttackLikelihood of AttackFirst Mover IncentivesLikelihood of ResponseLikelihood of
22、 ResponseType of CompetitiveActionDependence on theMarketResource AvailabilityActors ReputationCompetitiveCompetitiveSlow,Standardor Fast CycleMarket TypesMarket TypesCompetitiveCompetitiveSustainedOutcomesOutcomesCompetitiveAdvantageTemporaryAdvantageEvolutionaryEvolutionaryOutcomesOutcomesEntrepre
23、neurialor Market-PowerGrowth-OrientedActionsFeedbackFeedbackModel of Interfirm Rivalry:Likelihood of Attack and RInterfirm Rivalry:Attack&ResponseLikelihood of AttackLikelihood of AttackFirst Mover IncentivesLikelihood of ResponseLikelihood of ResponseType of CompetitiveActionDependence on theMarket
24、Resource AvailabilityActors ReputationModel of Interfirm Rivalry:Likelihood of Attack and ResponseLikelihood of AttackLikelihood of AttackFirst Mover IncentivesFirst Mover IncentivesFirst Mover advantage can be First MoverFirms that take an initial competitive actionFirms that take an initial compet
25、itive actionGenerally possess the resources and capabilities that Generally possess the resources and capabilities that enable them to be pioneers in new products,new enable them to be pioneers in new products,new markets or new technologiesmarkets or new technologiesCan earn above average profits u
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