文档介绍：Chapter 5
Competitive Dynamics
Chapter 3
Internal
Environment
Chapter 2
External
Environment
The Strategic
Management
Process
Strategic Intent
Strategic Mission
Strategic
Competitiveness
Above Average
Returns
Feedback
Strategy Formulation
Chapter 4
Business-Level
Strategy
Chapter 5
Competitive
Dynamics
Chapter 6
Corporate-Level
Strategy
Chapter 8
International
Strategy
Chapter 9
Cooperative
Strategies
Chapter 7
Acquisitions &
Restructuring
Strategy Implementation
Chapter 10
Corporate
Governance
Chapter 11
Structure
& Control
Chapter 12
Strategic
Leadership
Chapter 13
Entrepreneurship
& Innovation
Strategic
Inputs
Strategic
Actions
Strategic
es
Declining emphasis on single, domestic markets and increasing emphasis on global markets
Advances munication technology make coordination easier across multiple markets
Advances in technology and innovation have petitiveness of small and medium sized firms
National barriers are falling due to the number and scope of trade agreements (GATT, NAFTA, EEC)
Factors Leading to plex Rivalry
Competitive Dynamics
Results from a series petitive actions petitive responses among peting within a particular industry
Competitive Rivalry
Exists when two or more firms jockey with one another in the pursuit of better market position
Actions and responses shape petitive positions of each firm’s business level strategy
Actions taken by one firm elicit responses petitors
A firm’s
strategic conduct is dynamic in nature
Competitive responses lead to additional actions from the firm that acted originally
Competitive Dynamics
Relative Size
Speed
Innovation
Quality
Ability for Action and Response
es
Drivers petitive Behavior
Awareness
Motivation
Capability
Competitor Analysis
Market
Commonality
Resource
Similarity
Interfirm Rivalry:
Attack & Response
Likelihood of Attack
First Mover Incentives
Likelihood of Response
Type petitive
Action
Dependence on the
Market