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Course: INTERNATIO 665, Spring 2012School: MN State
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p 8 8 chhaptteer ca r ManagingGlobal CompetitiveDynamics PartII:BusinessLevelStrategies Global Strategy Global MikeW.Peng Copyright 2009 Cengage. All rights reserved. PowerPoint Presentation by John Bowen, Columbus State Community College Outline Strategy as action Industry-based considerations Resource-based considerations Institution-based considerations Attack and counterattack Cooperation and...
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p 8
8
chhaptteer
ca r
ManagingGlobal
CompetitiveDynamics
PartII:BusinessLevelStrategies
Global Strategy
Global
MikeW.Peng
Copyright 2009 Cengage.
All rights reserved.
PowerPoint Presentation by John Bowen, Columbus State Community College
Outline
Strategy as action
Industry-based considerations
Resource-based considerations
Institution-based considerations
Attack and counterattack
Cooperation and signaling
Local firms versus multinational enterprises
Debates and extensions
The savvy strategist
Copyright 2009 Cengage. All
rights reserved.
82
Strategy as Action
Copyright 2009 Cengage. All
rights reserved.
Source: C. M. Grimm & K. G. Smith, 1997, Strategy as Action: Industry
Rivalry and Coordination (p. 62), Cincinnati: Thomson South-Western.
83
Figure 8.1
Industry-based considerations
Resource-based considerations
Concentration
Valuable capabilities to attack,
deter and retaliate
Industry leader
Product homogeneity
Rarity of certain assets
Stability of demand and supply
Entry barriers
Imitability of competitive actions
Organizational skills for actions
Market commonality with rivals
Resource similarity with rivals
A Comprehensive
Model of Global
Competitive Dynamics
Competitive
dynamics
Attack/Counterattack
Cooperation
Institution-based considerations
Domestic competition: Primarily
competition/antitrust policy
International competition: Primarily
trade/antidumping policy
Copyright 2009 Cengage. All
rights reserved.
84
Figure 8.2
StrategyasAction
Strategy is interaction
Firms, like militaries, often compete aggressively
Military principles cannot be completely applied in
business
Militaries fight over geography, firms compete in markets
Markets involve products and geography
Multimarket competition: Firms engaging the same rivals
in multiple markets
Multimarket competition may result in mutual
forbearance
Copyright 2009 Cengage. All
rights reserved.
85
IndustryBasedConsiderations
Collusion and prisoners dilemma
Industry characteristics and collusion vis--vis
competition
Concentrationratio
Industrypriceleader
Homogeneousproducts
Stabilityofdemand,supply,andtechnology
Highfrequency,lowvalueorders
Friendlysocialrelationshipsamongrivalmanagers
Highentrybarriers
Highmarketcommonality(mutualforbearance)
Copyright 2009 Cengage. All
rights reserved.
86
A Prisoners Dilemma for Airlines and Payoff Structure
(assuming a total of 200 passengers)
Copyright 2009 Cengage. All
rights reserved.
87
Figure 8.3
Industry Characteristics and Possibility
of Collusion vis--vis Competition
COLLUSION POSSIBLE
COLLUSION DIFFICULT (COMPETITION LIKELY)
Few firms (high concentration)
Many firms (low concentration)
Existence of an industry price leader
No industry price leader
Homogeneous products
Heterogeneous products
High entry barriers
Low entry barriers
High market commonality (mutual forbearance)
Lack of market commonality (no mutual
forbearance)
Copyright 2009 Cengage. All
rights reserved.
88
Table 8.2
ResourceBasedConsiderations:VRIO
Value
Rarity
Imitability
Organization
Resource Similarity
Fighting low cost rivals
Copyright 2009 Cengage. All
rights reserved.
89
A Framework for Competitor Analysis
Between a Pair of Rivals
Copyright 2009 Cengage. All
rights reserved.
Sources: Adapted from (1) M. Chen, 1996, Competitor analysis and interfirm rivalry: Toward a theoretical integration (p. 108), Academy of
Management Review, 21: 100134 and (2) J. Gimeno & C. Y. Woo, 1996, Hypercompetition in a multimarket environment: The role of
strategic similarity and multimarket contact in competitive de-escalation (p. 338), Organization Science, 7: 322341.
810
Figure 8.4
InstitutionbasedConsiderations
Formal institutions governing domestic
competition: focus a on antitrust
Competitionpolicy
Antitrustpolicy
Competition/antitrustpolicyfocuseson:collusive
pricesetting,predatorypricingandextraterritoriality
Formal institutions governing international
competition: a focus on dumping
Copyright 2009 Cengage. All
rights reserved.
811
Major US Antitrust Laws and Landmark Cases
Sherman Act (1890)
Standard Oil (1911)
Clayton Act (1914)
ALCOA (1945)
Hart-Scott-Rodino Act
(HSR) (1976)
IBM (1976-82)
AT&T (1974-82)
Microsoft (1990-2001)
Final settlement with the US
Copyright 2009 Cengage. All
rights reserved.
government in 2001 but
found guilty by the EU in
2004
812
Table 8.3
ThreeMainTypesofAttack
Thrust
Thrust
Feint
Feint
Attacks
Attacks
Gambit
Gambit
Copyright 2009 Cengage. All
rights reserved.
813
Thrust
Copyright 2009 Cengage. All
rights reserved.
Source: Adapted from R. G. McGrath, M. Chen, & I. C. MacMillan, 1998, Multimarket maneuvering in uncertain
spheres of influence: Resource diversion strategies (p. 729), Academy of Management Review, 23: 724740.
814
Figure 8.6
Feint
Copyright 2009 Cengage. All
rights reserved.
Source: Adapted from R. G. McGrath, M. Chen, & I. C. MacMillan, 1998, Multimarket maneuvering in uncertain
spheres of influence: Resource diversion strategies (p. 731), Academy of Management Review, 23: 724740.
815
Figure 8.7
Gambit
Copyright 2009 Cengage. All
rights reserved.
Source: Adapted from R. G. McGrath, M. Chen, & I. C. MacMillan, 1998, Multimarket maneuvering in uncertain
spheres of influence: Resource diversion strategies (p. 733), from Academy of Management Review, 23: 724740.
Copyright 1998. Reprinted by permission of Academy of Management Review via Copyright Clearance Center.
816
Figure 8.8
AttackandCounterattack
Three main types of attack
Thrust
Feint
Gambit
Awareness, motivation, and capabilities
Istheattacksosubtlethatrivalsarenotawareofit?
Istheattackedmarketofmarginalvalue?
Strongcapabilitiesrequiredforcounterattacks
Copyright 2009 Cengage. All
rights reserved.
817
CooperationandSignaling
Signaling
Nonaggression
Marketentry
Truceseeking
Communicationviagovernments
Thomas Schelling: Using a protracted series of
successful bargains
Bargainingoftentakesplacethroughsignalsand
actions
Threeissuesemergeoncertaincollaborations
emerge:secrecy,exclusivity,andinformality
Copyright 2009 Cengage. All
rights reserved.
818
LocalFirmsversusMultinational
Enterprises
Dodger
Contender
Defender
Extender
Copyright 2009 Cengage. All
rights reserved.
819
How Local Firms in
Emerging Economies
Respond to
MNE Actions
Copyright 2009 Cengage. All
rights reserved.
Source: Adapted from N. Dawar & T. Frost, 1999, Competing with giants: Survival strategies for
local companies in emerging markets (p. 122), Harvard Business Review, March-April: 119129.
820
Figure 8.9
TwoMostSignificantDebates
Strategy versus IO economics and Antitrust Policy
Antitrustlawswerecreatedtodealwitholdrealities
Inglobalcompetition,whenforeignantitrustlawsaremore
permissive,USantitrustlawshurtUSfirms
Anticompetitiveorhypercompetitive?
USantitrustlawscreatestrategicconfusion
USantitrustlaws,whichcombatunfairpractice,maybeunfair,
especiallytolargeUSfirms
CompetitionversusAntidumping
Fairtradelaws(suchasantidumpinglaws)inonecountry
regardedasunfairtradelawselsewhere
Copyright 2009 Cengage. All
rights reserved.
821
TheSavvyStrategist
Strategy as action highlights the power of creative
destruction
To thoroughly understand the nature of your industry
To strengthen capabilities that more effectively compete
and/or cooperate
To understand the rules of the game governing
competition
Apply the four fundamental questions
Look ahead, reason back
Copyright 2009 Cengage. All
rights reserved.
822
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