Chapter 6: Competitive Rivalry and Competitive Dynamics
Chapter 6: Competitive Rivalry and Competitive Dynamics
Chapter 6: Competitive Rivalry and Competitive Dynamics
CHAPTER SUMMARY
This chapter begins with definitions of several key terms used throughout the discussion
and an acknowledgement of the distinctiveness of this new, intense age of competition, which is
marked by accelerating actions and reactions amongst competitive players.
An integrative competitive rivalry model is presented at the firm level.
Market commonality and resource similarity are described as building blocks of
competitor analysis.
The effects of organizational characteristics on firms competitive behavior are reviewed,
and discussion of the factors that affect the likelihood of competitive action and response guide a
detailed examination of competitive rivalry.
How competitive rivalry is affected by the market cycle closes the chapters discussion
on competitive dynamics.
CHAPTER OUTLINE
KNOWLEDGE OBJECTIVES
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Chapter 6Competitive Rivalry and Competitive Dynamics
5. Discuss factors affecting the likelihood a competitor will respond to actions taken
against it.
6. Explain competitive dynamics in slow-cycle, fast-cycle, and standard-cycle markets.
LECTURE NOTES
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Chapter 6Competitive Rivalry and Competitive Dynamics
Strategists must also note that firms might get into competitions that are
not economically driven, but rather are personality driven. These
competitive rivalries are based on an initial competition for resources or
revenuesbut that over time can become personal battles between
CEOs. Sony and Matsushita have been battling for world dominance in
the consumer electronics industry for decades. The rivalry has become
so personal between the two CEOs that they refuse to attend the same
dinner parties or events. It escalated to the point where in 1989, after
Sonys Akio Morita closed the deal to purchase Columbia Pictures for
$3.4 billion, Matsushitas Masaharu Matsushita, not willing to be one-
upped by his rival, responded by purchasing MCA for $6.1 billion less
than a year later.
Understanding competition is important, as research shows that
intensified rivalry within an industry may result in decreased industry
average profitability. As discussed in the textbook, in 2001, Dell
launched an intense price war in the PC and server business, causing
prices to drop by as much as 50%. Profit margins declined for all firms,
including Dell. CEO Michael Dell believed that his direct-sales model
would enable Dell to better endure its own reduced profitability than
rivals who seek economies of scale could. Competitors, however,
responded to Dells pricing competitive action. For example, to increase
their advantage from economies of scale and scope, Hewlett-Packards
merged with Compaq Computer Corporation. While it remains to be
seen whether the new HP would be able to sustain the intense rivalry,
Dells strategy may contribute to its ability to outperform its rivals.
Indeed, it has been suggested that Dell sets the pace for the PC industry,
reflecting the strength of its direct sales strategy, and its superior cash
flow management.
See Figure 6.2: A 1. Describe the major components of the competitive rivalry
Model of model.
Competitive Rivalry a. Competitor Analysis
(slide 6).
b. Drivers of Competitive Behavior
c. Interim Rivalry
d. Outcomes
2. How do the patterns of action and response that result in
competitive rivalry influence a firms business-level strategy?
a. The mutual interdependence of competitors actions.
b. The intensity of rivalry within a market.
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Chapter 6Competitive Rivalry and Competitive Dynamics
Competitor Analysis - This section discusses how the concept of competitor analysis was
addressed earlier in the text and is now extended to describe what firms study as the first step to
being able to predict competitors behavior in the form of its competitive actions and responses.
See slide 8. 4. What determines the extent to which firms are competitors?
a. Market commonality - the number of shared markets
b. Resource similarity - the similarity in resources
Market Commonality - This section presents the concepts of market commonality, multi-market
competition and how the potential to respond competitively across markets complicates and
impacts the rivalry between competitors.
Market Commonality
Firms with high market commonality and highly similar resources are
direct and mutually acknowledged competitors. However, direct rivals
do not always intensify their competition. The drivers of competitive
behavioras well as the likelihood that a competitor will initiate
competitive actions or reactionsinfluence the intensity of rivalry, even
for direct competitors.
Market Commonality is concerned with the number of markets
with which the firm and a competitor are jointly involved and the degree
of importance of the individual markets to each. For example,
McDonalds and Burger King compete against each other in multiple
global fast-food markets, while Prudential and Cigna
(financial/insurance) compete against each other in several market
segments (institutional and retail) as well as product markets such as life
insurance and health insurance. Airlines, chemicals, and
pharmaceuticals are other industries in which firms often simultaneously
engage each other in multiple market competitions. More recently. AOL
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Chapter 6Competitive Rivalry and Competitive Dynamics
Resource Similarity - This section presents the concept of resource similarity, how firms with
similar types and amounts of resources are likely to have similar strengths, weaknesses, and
strategies, and the difficulty of assessing competitor resources (particularly, intangible resources).
See Figure 6.3: A 5. Discuss how mapping a firms competitor analysis can show the
Framework of extent to which firms in an industry compete.
Competitive Analysis a. Referring to Figure 6.3, firms in Quadrant I are direct
(slide 11). and mutually-acknowledged competitors.
b. Referring to Figure 6.3, firms in Quadrant III share few
See Additional Notes markets and have little resource similarity.
Below.
Resource Similarity
Resource Similarity is the extent to which the firms resources are
comparable to a rivals in terms of both type and amount. Firms with
similar types and amounts of resources tend to have similar strengths
and weaknessesand use similar strategies. The rivalry between CVS
and Walgreens demonstrates these expectations in the retail pharmacy
business. These firms are using the integrated cost
leadership/differentiation strategy to offer relatively low-cost goods with
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Chapter 6Competitive Rivalry and Competitive Dynamics
Drivers of Competitive Actions and Responses - This section discusses the factors that
influence competitive behavior.
Resource Dissimilarity
Resource Dissimilarity also influences competitive actions and re-
sponses between firms. For example, Wal-Mart initially used its cost-
leadership strategy to compete only in small communities (population of
25,000 or less). Using logistics systems and extremely efficient purchas-
ing practices as competitive advantages, Wal-Mart created what was at
that time a new type of valuewide selections of products at the lowest
competitive pricesfor customers in small retail markets. Local stores
lacked the ability to marshal resources at the pace required to respond
quickly and effectively. However, even when facing competitors with
greater resources or ability, firms should respond, no matter how daunt-
ing doing so seems. Choosing not to respond can ultimately result in
failure (or greater failure), as happened with many local retailers who
didnt respond to Wal-Marts competitive actions.
Competitive Rivalry - This section highlights the importance of studying the ongoing
competitive action-response sequence between competitors because of its effect on performance
and the successful use of strategies. Understanding competitors awareness, motivation, and
ability helps to predict the likelihood of competitive action and response.
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Strategic and Tactical Actions - This section defines the nature of competitive actions and
responses used by firms engaged in competitive rivalry.
See slide 14. 7. What are the differences between strategic and tactical
actions/responses?
a. Strategic actions/responses are market-based moves that
signify a significant commitment of organizational
resources to pursue a specific strategy. They are
difficult to implement and reverse.
b. Tactical actions/responses are market-based moves
taken to fine-tune a strategy that is already in place,
involving fewer resources. They are relatively easy to
implement and reverse.
Likelihood of Attack - This section presents factors (other than market commonality, resource
similarity, and the drivers of competitive behavior) which affect the likelihood a firm will use
strategic and tactical actions to attack its competitors.
See slide 15. 8. What other factors affect the likelihood a firm will use strategic
and tactical actions to attack its competitors?
a. First mover incentives
b. Organizational size
c. Quality
First Mover Incentives - This section categorizes the firms within a marketplace based on
the timing of their competitive behavior. How this timed behavior affects their strategy is
also discussed.
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See slide 18. 9. What are some of the characteristics of first movers?
a. Often build upon a strategic foundation of superior
research and development skills.
b. Tend to be aggressive and willing to experiment
with innovation.
c. Tend to take higher, yet reasonable, risks.
d. Need to have liquid resources (slack) that can be
quickly allocated to support actions.
See slide 19.
10. What are some of the potential benefits of being a successful
first mover?
a. Above-average returns
b. Customer loyalty
c. An early hold on market share
See slide 20. 11. What are some of the potential risks of being a first mover in
the market?
a. Difficult to accurately estimate potential returns.
b. Substantial costs of product innovation, which reduces
slack available for other opportunities.
c. Lower likelihood of introducing (or converting to) the
product that becomes the industry standard as the
market evolves.
See slide 21.
12. Compared to first movers, what are some of the characteristics
of second movers?
a. Respond to first mover, typically through imitation.
b. More cautious than first movers.
c. Tend to study customer reactions to product
innovations.
d. Tend to learn from the mistakes of first movers,
reducing their risks.
e. Take advantage of time to develop processes and
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Chapter 6Competitive Rivalry and Competitive Dynamics
Organizational Size - This section describes how an organizations size affects its likelihood of
taking competitive actions.
See slides 23-24. 1. What is the difference between large and small firms in terms of
their likelihood of taking competitive actions?
a. Small firms are nimble and flexible competitors who
rely on speed and surprise to defend their competitive
advantage. This allows greater variety of competitive
behavior options available to the small firm.
b. Large firms have a greater likelihood to initiate
competitive and strategic actions over time because they
often have greater slack. However, they tend to rely on
a limited variety of competitive actions, which can
ultimately reduce their competitive success.
Quality - This section describes how quality affects competitive rivalry and the need for
managers to create an organizational culture that focuses on quality across all value chain
activities.
See Table 6.1: 14. What are some examples of product dimensions that customers
Quality Dimensions use to measure quality?
of Goods and a. Product quality dimensions - performance, features,
Services (slide 26). flexibility, durability, conformance, serviceability,
aesthetics, perceived quality.
b. Service quality dimensions - timeliness, courtesy,
consistency, convenience, completeness, accuracy.
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Chapter 6Competitive Rivalry and Competitive Dynamics
Likelihood of Response - This section presents factors (other than market commonality, resource
similarity, and the drivers of competitive behavior) which affect the likelihood a firm will
competitively respond to actions by its competitors.
See slide 27. 15. What other factors affect how a firm is likely to respond to
actions by its competitors?
a. Types and effectiveness of the competitive action
b. Reputation of the firm making competitive actions
c. Dependence on the market
d. Whether the action significantly strengthens or weakens
the firms competitive position
Type of Competitive Action - This section explains that strategic actions generally elicit fewer
responses than tactical actions because of the significant resource commitment and the amount of
time needed for implementation.
Actors Reputation - This section discusses how a firms reputation to its competitors influences
the likelihood of a competitive response to their competitive actions.
Actor Reputation
Competitors are more likely to respond to strategic and tactical actions
taken by market leaders. For example, Home Depotthe worlds largest
home improvement retailer and the second largest U.S. retailer (behind
Wal-Mart)is known as an innovator in the home improvement market
and for its ability to develop new store formats (EXPO Design Centers
and Villagers Hardware Stores). As such, Home Depot knows that its
rivals study its strategic actions and respond to them. For example,
watching Home Depot, Lowes has transformed from a chain of small
stores into a chain of home improvement warehouses, thus increasing
the similarity of its store design with Home Depots.
Similarly, evidence shows that successful strategic actions are
quickly imitated, almost regardless of the actors reputation. For
example, although a second mover, IBM committed significant
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Chapter 6Competitive Rivalry and Competitive Dynamics
Dependence on the Market - This section describes why competitors with high market
dependence are likely to respond strongly to attacks threatening their market position.
Competitive Dynamics - This section explains the effects of varying rates of competitive speed
in different markets on the behavior of all competitors within a given market. Sustainability of
competitive advantage is an important difference among the three market types that are outlined.
See slide 30. 16. What are the three market types determined by the prevalent
speed of competition within the market?
a. Slow-cycle markets
b. Fast-cycle markets
c. Standard-cycle markets
Slow-Cycle Markets - This section discusses how firms achieve success in low-velocity
environments.
See slide 32. 17. How do firms achieve competitive success in a slow-cycle
market?
See Figure 6.4: a. Build a one-of-a-kind competitive advantage that is
Gradual Erosion of a proprietary and difficult for competitors to understand -
Sustained sustainability.
Competitive b. Once a proprietary advantage is developed, competitive
Advantage (slide 33). behavior should be oriented to protecting, maintaining,
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Chapter 6Competitive Rivalry and Competitive Dynamics
Slow-Cycle Markets
Slow-Cycle Markets are markets in which competitive advantages are
shielded from imitation for longer periods of time and/or where
imitation is costly. Historical conditions, causal ambiguity, social
complexity, copyrights, location, patents, and proprietary information
could all lead to one-of-a-kind advantages.
Walt Disney Co. continues to extend its proprietary characters,
such as Mickey Mouse, Minnie Mouse, and Goofy. These characters
have a unique historical development. Because patents shield it, the
proprietary nature of Disneys advantage in terms of animated
characters protects the firm from imitation by competitors (e.g., the
company once sued a day-care center, forcing it to remove the likeness
of Mickey Mouse from a wall of the facility).
Once a patent expires, a firm is no longer shielded from
competition. For example, in 2002 Merck got rocked by the loss of
revenue as the patent protection for leading drugs, such as
gastroesophageal reflux soother Prilosec, cholesterol drug Mevacor, and
hypertension medication Prinivil, expired.
Fast-Cycle Markets - This section discusses how firms achieve success in high-velocity
environments.
See slides 35. 18. How do firms achieve competitive success in a fast-cycle
market?
See Figure 6.5: a. Focus on learning how to rapidly and continuously
Obtaining Temporary develop new competitive advantages that are superior to
Advantages to Create those they replace - innovation.
Sustained Advantage b. Avoid loyalty to any of their products, possibly
(slide 36). cannibalizing their own current products to launch new
ones before competitors learn how to do so through
successful imitation.
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Chapter 6Competitive Rivalry and Competitive Dynamics
Fast-Cycle Markets
Fast-Cycle Markets are markets in which competitive advantages are not
shielded from imitation and where imitation happens quickly and
somewhat inexpensively. Competitive advantages are not sustainable in
fast-cycle markets. The pace of competition in fast-cycle markets is
almost frenzied as companies rely on ideas and the innovations resulting
from them as the engines of their growth. Because prices fall quickly in
these markets, companies need to introduce new or improved product
faster. For example, rapid declines in the prices of Intels and Advanced
Micro Devices (AMD) microprocessor chips made it possible for PC
manufacturers to continuously reduce their prices to end users. Imitation
of many fast-cycle products is relatively easy. Dell and Gateway have
imitated IBMs initial PC design to create their own PCs. Continuous
declines in the cost of parts, as well as the fact that the information and
knowledge required to assemble a PC isnt complicated and is readily
available, made it possible for additional competitors to enter this
market without significant difficulty.
Standard-Cycle Markets - This section discusses how firms achieve success in moderate-
velocity environments.
See slides 38. 19. How do firms achieve competitive success in a standard-cycle
market?
a. Competitive advantages can be partially sustained when
their quality is continuously upgraded.
b. Seek to serve many customers and gain a large market
share.
c. Gain brand loyalty through brand names.
d. Carefully control operations to manage a consistent
experience for the customer.
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Chapter 6Competitive Rivalry and Competitive Dynamics
Ethical Questions - Recognizing the need for firms to effectively interact with stakeholders
during the strategic management process, all strategic management topics have an ethical
dimension. A list of ethical questions appears after the Summary section of each chapter in the
textbook. The topic of ethics is best covered throughout the course to emphasize its prevalence
and importance. We recommend posing at least one of these questions during your class time to
stimulate discussion of ethical issues relevant to the chapter material that you are covering. (See
slides 39-43.)
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