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2000 Prentice Hall

Objectives
Identifying Competitors
Evaluating Competitors
Competitive Intelligence Systems
Competitive Strategies
Customer vs. Competitor Orientation
2000 Prentice Hall
Induce your competitors not to invest in
those products, markets and services
where you expect to invest the most
that is the fundamental rule of strategy.
Bruce Henderson, Founder of BCG
There is nothing more exhilarating than
to be shot at without result.
Winston Churchill
2000 Prentice Hall
Five Forces Determining Segment
Structural Attractiveness
Potential Entrants
(Threat of
Mobility)
Buyers
(Buyer power)
Substitutes
(Threats of
substitutes)
Suppliers
(Supplier power)
Industry
Competitors
(Segment rivalry)
2000 Prentice Hall
Barriers and Profitability
Low, stable
returns
Low
High, stable
returns
High
Low
Low, risky
returns
High, risky
returns
High
E
n
t
r
y

B
a
r
r
i
e
r
s

Exit barriers
2000 Prentice Hall
Industry Competition
Number of Sellers - Degree of
Differentiation
Entry, Mobility, Exit barriers
Cost Structure
Degree of Vertical Integration
Degree of Globalization
2000 Prentice Hall
High
Low High
Low
Q
u
a
l
i
t
y

Vertical Integration
Strategic Groups in the Major
Appliance Industry
Group A
Narrow line
Lower mfg. cost
Very high service
High price
Group D
Broad line
Medium mfg. cost
Low service
Low price
Group C
Moderate line
Medium mfg. cost
Medium service
Medium price
Group B
Full line
Low mfg. cost
Good service
Medium price
2000 Prentice Hall
Analyzing Competitors
Competitor
Actions
Objectives
Strengths &
Weaknesses
Reaction
Patterns
Strategies
2000 Prentice Hall
Competitors Expansion
Plans
Markets
P
r
o
d
u
c
t
s

Individual
Users
Commercial
& Industrial
Educational
Personal
Computers
Hardware
Accessories
Software
Dell
2000 Prentice Hall
Hypothetical Market
Structure & Strategies
40%
Market
leader
30%
Market
challenger
20%
Market
follower
Expand Market
Defend Market Share
Expand Market Share
Attack leader
Status quo
Imitate
10%
Market
nicher
Special-
ize
2000 Prentice Hall
Defense Strategies
Attacker
(3) Preemptive
defense

(4) Counter-
offensive
defense
Defender
(1)
Position
defense
(5)
Mobile
defense
(2) Flank defense
(6) Contraction
defense
2000 Prentice Hall
Optimal Market Share
P
r
o
f
i
t
a
b
i
l
i
t
y

Market share
0% 25% 50% 75% 100%
Optimal market share
2000 Prentice Hall
Attack Strategies
Attacker

Defender
(3) Encirclement attack
(4) Bypass attack
(2) Flank attack
(5) Guerilla attack
(1) Frontal attack
2000 Prentice Hall
Specific Attack Strategies
Price-discount
Cheaper goods
Prestige goods
Product proliferation
Product innovation
Improved services
Distribution innovation
Manufacturing cost reduction
Intensive advertising promotion
2000 Prentice Hall
Nichemanship
End-user specialist
Vertical-level specialist
Customer-size specialist
Specific-customer specialist
Geographic specialist
Product or product-line specialist
Product-feature specialist
Job-shop specialist
Quality-price specialist
Service specialist
Channel specialist

2000 Prentice Hall
Balance
Competition
Customer
+ Fighter orientation
+ Alert
+ Exploit weaknesses
- Reactive
+ ID opportunities
+ Long-run profit
+ Emerging needs & groups
2000 Prentice Hall
Review
Identifying Competitors
Evaluating Competitors
Competitive Intelligence Systems
Competitive Strategies
Customer vs. Competitor Orientation

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