competitivedynamics(英文版)(文件)
【正文】 ompetitive Actions Strategic Actions Price cut Example Significant mitments of specific and distinctive anizational resources Difficult to implement Difficult to reverse Relatively easy to implement Relatively easy to reverse Undertaken to “fine tune” strategy Gauging the Likelihood of Response Actor’s Reputation Market leaders are more likely to be copied “ Risk taking” firms are less likely to be copied “ Price Predators(價(jià)格掠奪 者 )” are less likely to be copied Type of Competitive Action Tactical or Strategic Easier to respond to Require fewer resources to mount a response Market Dependence Competitor Resources Smaller firms are more likely to respond to tactical actions Limited resources may lead to alternatives such as Strategic Alliances Gauging the Likelihood of Response Firms that are more dependent on a single industry are more likely to respond than are diversified firms Industry dependent firms will likely respond to either strategic or tactical actions Relative Size Speed Innovation Quality Ability for Action and Response Outes 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 Outes Competitive Advantage Temporary Advantage Evolutionary Outes Entrepreneurial or MarketPower GrowthOriented Actions Feedback Model of Interfirm Rivalry: Likelihood of Attack and Response Relative Size Quality Innovation Speed Ability for Action and Response Model of Interfirm Rivalry: Likelihood of Attack and Response Firm size can have opposing effects on petitive dynamics Quality Speed Large firms may exert market power over rivals and erect barriers to entry against smaller petitors However, smaller petitors may be more nimble(敏捷 ) and innovative Ability for Action and Response Relative Size Innovation Model of Interfirm Rivalry: Likelihood of Attack and Response “ Think and act big and we’ll get smaller. Think and act small and we’ll get bigger.” Herb Kelleher, CEO, Southwest Airlines Relative Size Quality Innovation Speed Quick response is crucial to both the first mover and the fast second mover Ability for Action and Response Model of Interfirm Rivalry: Likelihood of Attack and Response Consistent innovation is required for market leadership in many dynamic industries Ability for Action and Response Relative Size Quality Innovation Speed Model of Interfirm Rivalry: Likelihood of Attack and Response Exceeding customer expectations is a necessity to pete in the 21st century Ability for Action and Response Relative Size Quality Innovation Speed Model of Interfirm Rivalry: Likelihood of Attack and Response Quality Dimensions of Goods Services Product Quality Dimensions: Perceived quality Subjective assessment of characteristics (produ
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