COMPETITIVE STRATEGY3Word文档下载推荐.docx
- 文档编号:15695556
- 上传时间:2022-11-15
- 格式:DOCX
- 页数:58
- 大小:101.26KB
COMPETITIVE STRATEGY3Word文档下载推荐.docx
《COMPETITIVE STRATEGY3Word文档下载推荐.docx》由会员分享,可在线阅读,更多相关《COMPETITIVE STRATEGY3Word文档下载推荐.docx(58页珍藏版)》请在冰豆网上搜索。
CompetitiveStrategyinEmergingIndustries
Emergingindustriesarenewlyformedorre-formedindustriesthathavebeencreatedbytechnologicalinnovations,shiftsinrelativecostrelationships,emergenceofnewconsumerneeds,orothereconomicandsociologicalchangesthatelevateanewproductorservicetothelevelofapotentiallyviablebusinessopportunity.Emergingindustriesarebeingcreatedallthetime;
someofthemanycreationsofthe1970sincludesolarheating,videogames,fiberoptics,wordprocessing,bio-separationmedia,personalcomputers,andsmokealarms.Fromastrategicstandpoint,theproblemsofanemergingindustryarealsopresentwhenanoldbusinessexperiencesafundamentalchangeinitscompetitiverulescoupledwithgrowthinscalebyordersofmagnitude,causedbythesortsofenvironmentalchangesjustdescribed.Forexample,bottledwaterhasbeenaroundformanyyears,buttheascendanceofPerrierissymptomaticofagrowthandredefinitionofthebusinessthatarefundamental.Whensuchgrowthandredefinitionhaveoccurred,anindustrymustconfrontstrategicissuesthatdonotdiffersubstantiallyfromthoseofanindustrybeginninganew.
Theessentialcharacteristicofanemergingindustryfromtheviewpointofformulatingstrategyisthattherearenorulesofthegame.Thecompetitiveprobleminanemergingindustryisthatall
215
216COMPETITIVESTRATEGY
therulesmustbeestablishedsuchthatthefirmcancopewithandprosperunderthem.Theabsenceofrulesisbothariskandasourceofopportunity;
inanycaseitmustbemanaged.
Thischapterwillexaminetheproblemsofcompetitivestrategyinthisimportantstructuralenvironment,buildingontheanalyticalbasedevelopedinPartI.Firstthestructuralandcompetitorcharacteristicsofemergingindustrieswillbeoutlined,tohighlightthecompetitiveenvironmentinsuchasetting.Next,Iwillidentifythecharacteristicproblemsencounteredinthedevelopmentofanewindustry,thatlimititsgrowthandarecentraltothejockeyingforpositionamongcompetitors.Thefactorsthatdeterminethebuyersorbuyersegmentsthatwillbeearlybuyers,or"
earlyadopters,"
ofthenewindustry'
sproductwillbeidentified.Identifyingthesebuyersiscrucial,notonlyforformulatingcompetitivestrategydirectly,butalsoforforecastingindustrydevelopmentsinceearlyadopterscanhaveamajorimpactonthewayinwhichanindustrydesigns,produces,delivers,andmarketsitsproduct.
Havingidentifiedsomekeyaspectsoftheenvironmentinemergingindustries,Iwillthenconsidersomeimportantstrategicchoicesthatfirmsinthemmustfaceandsomestrategicalternativesthatcanbesuccessfulincopingwiththem.Finally,someanalyticaltoolsforforecastingthefutureofemergingindustrieswillbepresented,alongwithprinciplesforselectingemergingindustriesthatofferfavorableprospectsascandidatesforentry.
TheStructuralEnvironment
Althoughemergingindustriescandifferagreatdealintheirstructures,therearesomecommonstructuralfactorsthatseemtocharacterizemanyindustriesinthisstageoftheirdevelopment.Mostofthemrelateeithertotheabsenceofestablishedbasesforcompetitionorotherrulesofthegameortotheinitialsmallsizeandnewnessoftheindustry.
COMMONSTRUCTURALCHARACTERISTICS
TechnologicalUncertainty.Thereisusuallyagreatdealofuncertaintyaboutthetechnologyinanemergingindustry:
Whatprod-
CompetitiveStrategyinEmergingIndustries217
netconfigurationwillultimatelyprovetobethebest?
Whichproductiontechnologywillprovetobethemostefficient?
Forexample,insmokealarmsthereiscontinueduncertaintyoverwhetherphotoelectricorionizationdetectorswillwinoutasthefavoredalternative;
botharecurrentlybeingproducedbydifferentcompanies.1ThephilipsandRCAapproachestovideodisctechnologyarecontendingforadoptionastheindustrystandard,asdidalternativeapproachestotelevisionsettechnologyinthe1940s.Alternativeproductiontechnologiesmayalsobepresent,allofwhichhavebeenuntriedonalarge-scalebasis.Inthemanufactureofopticalfibers,forexample,thereareatleastfivedifferentprocessesbackedbydifferentindustryparticipants.
StrategicUncertainty.Relatedtothetechnologicaluncertainty,butbroaderincause,areawidevarietyofstrategicapproachesoftenbeingtriedbyindustryparticipants.No"
right"
strategyhasbeenclearlyidentified,anddifferentfirmsaregropingwithdifferentapproachestoproduct/marketpositioning,marketing,servicing,andsoon,aswellasbettingondifferentproductconfigurationsorproductiontechnologies.Forexample,solarheatingfirmsaretakingawidevarietyofstanceswithrespecttosupplyingcomponentsversussystems,marketsegmentation,anddistributionchannels.Closelyrelatedt
- 配套讲稿:
如PPT文件的首页显示word图标,表示该PPT已包含配套word讲稿。双击word图标可打开word文档。
- 特殊限制:
部分文档作品中含有的国旗、国徽等图片,仅作为作品整体效果示例展示,禁止商用。设计者仅对作品中独创性部分享有著作权。
- 关 键 词:
- COMPETITIVE STRATEGY3