竞争性对抗与竞争动态概论课件.pptVIP

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。 公司与竞争者共同参与竞争的市场个数 每一个单独市场对彼此的重要程度 Competitor Analysis Resource Similarity Extent to which firm’s tangible/intangible resources are comparable to competitor’s in type and amount I.e., FedEx and UPS – both have efficient operations and focus on cost reduction 资源相似性是指与竞争对手相比，公司的有形资源和无形资源在类型和数量上的相似程度。 结论 Combination of market commonality resource similarity indicate a firm’s direct competitors. HOW——竞争者分析框架：矩阵方法 PAGE：127 图 5.3 一个竞争者分析框架 战略聚焦： 案例： PAGE：124 全球汽车制造业中的市场共性与资源相似性 Competitive dynamics in slow, fast and standard-cycle markets 三、竞争动态与不同周期市场 COMPETITIVE DYNAMICS Competitive dynamics differ in slow-cycle, fast-cycle, and standard-cycle markets. 在慢周期市场、快周期市场和标准周期市场中，竞争动态各不相同。 Competitive Dynamics: 3 Market Cycles 1. Slow-Cycle Markets Markets in which the firms competitive advantages are shielded from imitation for long periods of time, and in which imitation is costly Build a one-of-a-kind competitive advantage which creates sustainability (I.e., proprietary and difficult for competitors to understand) Organizational structure should be used to effectively support strategic efforts Gradual Erosion of a Sustained Competitive Advantage Slow-Cycle Markets 竞争动态 图5.4 可持续性竞争优势的逐渐侵蚀 竞争动态 慢周期市场 公司的竞争优势难以被模仿，因为模仿需要较长的时间和高昂的成本 。 竞争优势维持的时间可以更长一些。 建立一种独特而专有的能力可以帮助公司获得竞争优势并维持竞争优势 （例如：竞争对手难以模仿的和专有的优势）。 一旦获得了专有的竞争优势，公司的竞争性行为将以保护、维持和扩大竞争优势为主。 组织结构应该有效地支持公司的战略。 Competitive Dynamics: 3 Market Cycles (Cont’d) 2. Fast-Cycle Markets Markets in which the firms capabilities that contribute to competitive advantages are not shielded from imitation and where imitation is often rapid and inexpensive Focus: learning how to rapidly and continuously develop new competitive advantages that are superior to those they replace (creating innovation) Avo