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,Chapter 5,Competitive Dynamics,Declining emphasis on single,domestic markets and increasing emphasis on globalmarkets,Advancesincommunication technologymake coordination easier acrossmultiple markets,Advancesintechnology and innovation have increasedcompetitivenessofsmall and mediumsized firms,Nationalbarriers are falling due tothenumberandscope oftrade agreements(GATT/WTO,NAFTA,EEC/EU),FactorsLeadingto MoreComplexRivalry,CompetitiveDynamics,Resultsfroma series ofcompetitiveactionsandcompetitiveresponses amongfirms competingwithina particularindustry,CompetitiveRivalry,Exists whentwoor morefirms jockeywith one another inthepursuitofbetter market position,Actions and responses shape the competitive positions of each firms business level strategy,Actions taken by one firm elicit(,引起,),responses from competitors,A firms,strategic conduct is dynamic in nature,Competitive responses lead to additional actions from the firm that acted originally,Competitive Dynamics,RelativeSize,Speed,Innovation,Quality,AbilityforAction and Response,Outcomes,Driversof Competitive Behavior,Awareness,Motivation,Capability,Competitor Analysis,Market,Commonality,Resource,Similarity,Interfirm Rivalry:,Attack&Response,Likelihood of Attack,First MoverIncentives,Likelihood of Response,TypeofCompetitive,Action,Dependence on the,Market,ResourceAvailability,ActorsReputation,Competitive,Slow,Standard,or FastCycle,Market Types,Competitive,Sustained,Outcomes,Competitive,Advantage,Temporary,Advantage,Evolutionary,Outcomes,Entrepreneurial,or Market-Power,Growth-Oriented,Actions,Feedback,Model ofInterfirm Rivalry:,Likelihood of AttackandResponse,Driversof Competitive Behavior,Motivation,Capability,Awareness,Model ofInterfirm Rivalry:,Likelihood of AttackandResponse,Do managers understand the key characteristics of competitors?,Awareness,Doesthefirm have appropriate incentives toattackor respond?,Driversof Competitive Behavior,Motivation,Capability,Awareness,ModelofInterfirmRivalry:,Likelihood of AttackandResponse,Does thefirm havethe necessaryresourcestoattack or respond?,Drivers of Competitive Behavior,Motivation,Capability,Awareness,ModelofInterfirmRivalry:,Likelihood of AttackandResponse,RelativeSize,Speed,Innovation,Quality,Ability forActionand Response,Outcomes,Drivers of Competitive Behavior,Awareness,Motivation,Capability,Competitor Analysis,Market,Commonality,Resource,Similarity,InterfirmRivalry:,Attack&Response,Likelihood of Attack,FirstMoverIncentives,Likelihood of Response,Typeof Competitive,Action,Dependenceon the,Market,Resource Availability,Actor,s Reputation,Competitive,Slow,Standard,or Fast Cycle,Market Types,Competitive,Sustained,Outcomes,Competitive,Advantage,Temporary,Advantage,Evolutionary,Outcomes,Entrepreneurial,or Market-Power,Growth-Oriented,Actions,Feedback,Model of Interfirm Rivalry:,Likelihood ofAttackand Response,Competitor Analysis,Resource Similarity,MarketCommonality,Model of Interfirm Rivalry:,Likelihood ofAttackand Response,Do firms compete with each other in multiple markets?,Market Commonality,Competitor Analysis,Resource Similarity,MarketCommonality,Multipoint competition tendsto reduce competitive interactions,but increases the likelihood of responsewhereinteraction occurs,For example,airlinespriceflightssimilarly butrespond quickly whencompetitors introduce promotionalprices,Model of Interfirm Rivalry:,Likelihood ofAttackand Response,Competitor Analysis,Resource Similarity,Do competitorspossess similar types or amounts of resources?,MarketCommonality,Model of Interfirm Rivalry:,Likelihood ofAttackand Response,Competitor Analysis,Resource Similarity,MarketCommonality,Firms are lessinclined to attack afirm that islikelyto retaliate,Firms with dissimilarresources aremore likely to attack,Firms with similar resourcesare more likely to be awareof each other,s competitivemoves,Model of Interfirm Rivalry:,Likelihood ofAttackand Response,Relative Size,Speed,Innovation,Quality,Abilityfor Action and Response,Outcomes,Driversof Competitive Behavior,Awareness,Motivation,Capability,Competitor Analysis,Market,Commonality,Resource,Similarity,Interfirm Rivalry:,Attack&Response,Likelihood ofAttack,First Mover Incentives,Likelihood ofResponse,Type ofCompetitive,Action,Dependence onthe,Market,Resource Availability,ActorsReputation,Competitive,Slow,Standard,or FastCycle,MarketTypes,Competitive,Sustained,Outcomes,Competitive,Advantage,Temporary,Advantage,Evolutionary,Outcomes,Entrepreneurial,orMarket-Power,Growth-Oriented,Actions,Feedback,ModelofInterfirmRivalry:,LikelihoodofAttackandResponse,InterfirmRivalry:,Attack&Response,LikelihoodofAttack,FirstMoverIncentives,LikelihoodofResponse,TypeofCompetitive,Action,Dependenceonthe,Market,ResourceAvailability,ActorsReputation,ModelofInterfirmRivalry:,LikelihoodofAttackandResponse,Likelihood of Attack,First Mover Incentives,First Mover advantage can be substantial,FirstMover,Firms that take an initial competitive action,Generally possess the resources and capabilities that enable them t