1、北京大学光华管理学院北京大学光华管理学院刘刘 学学2022-10-5Who are your rivals?A competitive arena may be as broad as an industry or as narrow as product market.Usually,the tactical decision needs narrow definition of competitive arena,but strategic decision needs broader one.The arena definition is determined by choice amo
2、ng four dimensions the array of product or service categories(single product versus broad category);the class/segments of customers(single or multiple segments);geographic scope(single region or country versus global);number of activities in the value chain(many versus few)2022-10-5Identifying arena
3、s One of the key ways a competitive arena is to examine the patterns of substitution:supply-side and demand-side perspective.Substitution from the demand side:customer-defined arenas:cross-elasticities brand-switching data.Judgmental data:customer judgments of substitutability can be obtained by ask
4、ing a sample of customers to indicate the degree of substitutability between all of possible pairs of products or brands on rating scale.2022-10-5Product industry hierarchyhousewaresFood preparation appliancescoffeemakerspercolatorsDrip coffeemakersProduct features and price optionsProduct features
5、and price optionsbrandsbrandsindustryProduct classProduct typeProductvariants2022-10-5Competitive advantage cycle Performance Rewards Satisfaction profits Loyalty shareInvestment in renewalSource of advantage superior assetssuperior capacitiesCompetitive dynamicsErode advantages Positional advantage
6、s realizedsuperior customer valueKey sourcefactorsBarriersto imitation2022-10-5Map of womens clothing retailers Womens wear value for moneyWomens wear fashionability2022-10-5Substitution from supply side Which rivals are serving related product class with the same technology,manufacturing processes,
7、material resources,sales force,and distribution channels?What is the geographic scope of the market?it is regional or global?Which competitors should be included-only those presently serving the market or potential entrants with capacity to compete?2022-10-5What Strategic Moves Are Rivals Likely to
8、Make Next?A firms own best strategic moves are affected byCurrent strategies of competitorsActions competitors are likely to take nextProfiling key rivals involves studyingCurrent position in industryStrategic objectivesBasic competitive approaches2022-10-5Competitor AnalysisSuccessful strategists t
9、ake great pains in scouting competitors Understanding their strategiesWatching their actionsEvaluating their vulnerability to driving forces and competitive pressuresSizing up their resource strengths and weaknesses and their capabilitiesTrying to anticipate rivals next moves2022-10-5Predicting Move
10、s of RivalsPredicting rivals next moves involvesAnalyzing their current competitive positionsExamining public pronouncements about what it will take to be successful in industryGathering information from grapevine about current activities and potential changesStudying past actions and leadershipDete
11、rmining who has flexibility to make major strategic changes and who is locked into pursuing same basic strategy2022-10-5竞争对手行为推断架构信息或知识动机可能的行动空间资源感知环境假设行动行动的可能性2022-10-5竞争对手分析目标假设现行战略潜在能力反应目标是什么目标忠实度现实与目标的差距自身、对手行业趋势主动行动？对我们战略的反应2022-10-5竞争对手的潜在能力 快速反应的能力：适应变化能力：外部注意力及判断；资源-现金储备、借贷能力、尚未推出的新产品 持久竞争能力：资金储备、技术、管理层的一致性 增长潜力：人力资源、资本、战略能力2022-10-5竞争对手分析与企业情报系统竞争对手分析与企业情报系统 竞争对手情报系统:建立竞争对手档案 a.动态简报;b.分类分析简报;c.战略分析报告 供应商情报系统:a.品种及规格;b.质量;c.价格;d.销售人员个人信息 客户情报系统:a.客户的采购决策人信息;b.客户的财务状态信息-信用评价2022-10-5
