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Competitive Rivalry and Competitive Dynamic

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Arnett Kanchanatavee

on 17 October 2012

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Transcript of Competitive Rivalry and Competitive Dynamic

Thank you Recognize the degree of their mutual interdependence
Competing in same production line
Appeal to luxury buyers
Similar Products Compete for Market Share, Brand Loyalty, Brand Value, Profits and remain successful and profitable in such a competitive global market.
Race to become No.1 !! Competitive Rivalry
Competitive Dynamic Competitive Analysis Driver of Competitive Behavior Interfirm Rivalry Outcomes Market Commonality Founded in 1909, Germany
Market Share of 8.5% in US (March,2012)
WorldWide Revenue 32.5 Billion USD (Q2, 2012)
Product Segment - Luxury Automobiles Premium car market
Product Line-up
Global Market Expansion Founded in 1916, Germany
Market Share of 17.6% in US (March,2012)
WorldWide Revenue 48 Billion USD (Q2, 2012)
Product Segment-Luxury Automobiles Resources Similarity Competitor Analysis Phrase1. Awareness Phrase2. Motivation Phrase3. Ability Late Mover
Take long time to response
Can be successful if response is unique Tactic Action
Response Feedback Strategic Action: New product segment(1999) Strategic Response: Similar product (2005) Actions/ Responses Response Bigger:
Stronger action/response (more strategic type)
More resource to utilize (More slack)
Less flexible, slow response Organizational Size First Mover
Gain: loyalty, market share, higher return
Require a lot of investment, innovation
Incurred more risk Strategic Management
Group 4 HIGH HIGH Competitive Analysis highly competitive - Market Commonality
- Resource Similarity The shaded are presents the degree of market commonality between two firms. Portfolio of Resources A Portfolio of Resources B VS. Location : German Engineering
Skilled Labors Rivalry among these global giants is very intense Make luxury automobiles more desirable for consumers Smaller:
Weaker action/response (more tactic type)
Less resource to utilize (Less slack)
More flexible, Fast response Firm's resources: Engineering excellence, Designers, innovation etc.
Budget on Advertisement
Global expansion to India and China Likelihood of Attack
- First-Mover Incentives
- Organization Size
- Quality

Likelihood of Response
- Type of Competitive Action
- Reputation
- Market Dependence - Market Position
- Financial Performance - Awareness
- Motivation
- Ability Quality
Quality affects competitive rivalry
Poor quality (less likely to attack) Likelihood of Response Reputation
Attacked by leader, likely to response
If competitor is known for unpredictable response, less likely to response Response as attached
by market leader:
Market share of 4.57% @2006 Action:
Market leader,
Market share
of 14.10%@2006 The higher firm depend (income, reputation) on market, the more likely they will response. Market Dependence Market & Financial
Position Competitive Dynamic Slow Cycle Fast Cycle Standard Cycle LVMH vs. LOREAL LOREAL vs. Estee Lauder MobileSNS, OnlineGame vs. Facebook Budweiser vs. Del Monte 2013 Audi A4 Vs. 2012 BMW 3-Series Brought to you by
Sohee, Sarita, Pirapat, Arnecht (Junior) 1. 2. 3. 4. "If you know the enemy and know yourself, you need not fear the result of a hundred battles." - Sun Tzu
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