企业战略管理 04.ppt

The Management of Strategy (Concepts and Cases) Part II: Strategic Actions: Strategy Formulation Chapter 4: Building and Sustaining Competitive Advantage The Strategic Management Process Chapter 4: Building and Sustaining Competitive Advantage Overview: Six content areas Competitors, competitive rivalry, competitive behavior and competitive dynamics Market commonality and resource similarity: Building blocks of competitor analysis Competitive actions: Awareness, motivation and ability Factors driving competitor’s competitive actions Competitor’s response to actions taken against it Competitive dynamics in slow, fast and standard-cycle markets Competition Between HP and Dell: The Battle Rages On Dell lost position as global top-seller of PCs End of 2006: HP 18.1% vs. Dell’s 14.7% 2005 and 2006: 32% overall decline in stock value Dell way: bypass middle-man and sell custom-built computers directly to consumer This single business model lowered costs and hence prices of products, no longer created value to the degree it had historically …. … Why? Competitive actions/reactions HP: found ways to innovate and reinvent itself – since it couldn’t compete with Dell in the direct-sales battlefield they used their strength and developed personal relationships with retailers Dell decides to venture into retail sales – a reaction to HP! Chapter 4: Building and Sustaining Competitive Advantage Overview: Six content areas Competitors, competitive rivalry, competitive behavior and competitive dynamics Market commonality and resource similarity: Building blocks of competitor analysis Competitive actions: Awareness, motivation and ability Factors driving competitor’s competitive actions Competitor’s response to actions taken against it Competitive dynamics in slow, fast and standard-cycle markets Introduction and Definitions Competitors Firms operating in the same market, offering similar products and targeting similar customers Competitive Rivalry