北京大学光华管理学院
刘 学
Xueliu,GSM,PKU
Who 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 among 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)
Xueliu,GSM,PKU
Identifying arenas
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 asking a sample of customers to indicate the degree of substitutability between all of possible pairs of products or brands on rating scale.
Xueliu,GSM,PKU
Product industry hierarchy
housewares
Food preparation appliances
coffeemakers
percolators
Drip coffeemakers
Product features
and price options
Product features
and price options
brands
brands
industry
Product
class
Product
type
Product
variants
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Competitive advantage cycle
Performance Rewards
Satisfaction • profits
Loyalty • share
Investment
in renewal
Source of advantage
superior assets
superior capacities
Competitive dynamics
Erode advantages
Positional
advantages
realized
superior
customer value
Key source
factors
Barriers
to imitation
Xueliu,GSM,PKU
Map of women’s clothing retailers
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Women’s wear value for money
Women’s wear fashionability
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Substitution from supply side
Which rivals are serving related product class with the same technology, manufacturing processes, 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?
Xueliu,GSM,PKU
What Strategic Moves Are Rivals Likely to Make Next?
A firm’s own best strategic moves are affected by
Current strategies of competitors
Actions competitors are likely to take next
Profiling key rivals involves studying
Current position in industry
Strategic objectives
Basic competitive approaches
Xueliu,GSM,PKU
Competitor Analysis
Successful strategists take great pains in scouting competitors
Understanding their strategies
Watching their actions
Evaluating their vulnerability to driving forces and competitive pressures
Sizing up their resource strengths and weaknesses and their capabilities
Trying to anticipate rivals’ next moves
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Predicting Moves of Rivals
Predicting rivals’ next moves involves
Analyzing their current competitive positions
Examining public pronouncements about what it will take to be successful in industry
Gathering information from grapevine about current activities and potential changes
Studying past actions and leadership
Determining who has flexibility to make major strategic changes and who is locked into pursuing same basic strategy
Xueliu,GSM,PKU
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
Xueliu,GSM,PKU
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
Xueliu,GSM,PKU
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
Xueliu,GSM,PKU
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
Xueliu,GSM,PKU
