单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,*,Xueliu,GSM,PKU,*,北京大学光华管理学院,刘 学,竞争对手行为分析,11/20/2024,1,Xueliu,GSM,PKU,北京大学光华管理学院竞争对手行为分析10/5/20231Xu,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),11/20/2024,2,Xueliu,GSM,PKU,Who are your rivals?A competit,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.,11/20/2024,3,Xueliu,GSM,PKU,Identifying arenasOne of the k,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,11/20/2024,4,Xueliu,GSM,PKU,Product industry hierarchyhous,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,11/20/2024,5,Xueliu,GSM,PKU,Competitive advantage cycle In,Map of womens clothing retailers,Womens wear value for money,Womens wear fashionability,11/20/2024,6,Xueliu,GSM,PKU,Map of womens clothing retail,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?,11/20/2024,7,Xueliu,GSM,PKU,Substitution from supply sideW,What Strategic Moves Are Rivals Likely to Make Next?,A firms 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,11/20/2024,8,Xueliu,GSM,PKU,What Strategic Moves Are R,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,11/20/2024,9,Xueliu,GSM,PKU,Competitor AnalysisSuccessful,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,11/20/2024,10,Xueliu,GSM,PKU,Predicting Moves of RivalsP,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,11/20/2024,11,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,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,11/20/2024,12,Xueliu,GSM,PKU,竞争对手分析目假设现行战略潜在能力反目标是什么自身、对手主动,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,11/20/2024,13,Xueliu,GSM,PKU,竞争对手的潜在能力快速反应的能力：10/5/202313Xu,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,11/20/2024,14,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,