行业竞争分析与企业定位策略

行业竞争分析与企业定位策略

背景简介

在企业战略规划与执行过程中，行业和竞争分析是不可或缺的一部分。通过这一分析，企业能够识别市场中的各种力量，如供应商、消费者、潜在的新进入者以及替代品等，进而制定出适应市场环境的策略。本章将深入探讨行业和竞争分析的各个方面，以及如何通过分析确定企业的竞争定位。

法律影响与环境影响

法律和环境因素对特定行业的影响尤为显著。例如，烟草和大麻行业就受到不同司法管辖区法律法规的严格限制。这些限制包括对产品销售和使用的严格监管，以及对广告、包装和税收的具体要求。大麻产业则处于一个不断演变的法律环境中，不同地区对大麻的合法性有着截然不同的态度。

此外，环境影响也与法律影响紧密相关，特别是在向低碳经济过渡过程中所出现的风险和机会。能源、航空、公用事业和汽车行业等重要领域，由于法规、税收、消费者偏好或自愿行动的变化，必须调整业务运营，以适应低碳排放解决方案的市场需求。

竞争定位

企业如何在市场中定位自身，是关乎成败的关键。本章介绍了成本领先、差异化和专注三种通用竞争策略，并通过案例分析让读者理解这些策略如何影响企业在行业中的竞争地位。例如，成本领先策略的企业通过规模经济和成本控制来获得价格优势，而差异化策略则通过提供独特的价值主张来吸引顾客。专注策略则专注于特定细分市场或客户群体，为他们提供特别的产品或服务。

竞争策略的评估

评估企业的竞争策略需要考虑多个维度，包括策略是否能抵御行业力量的冲击，是否与外部行业影响相协调，以及公司是否具备执行策略所需的资源和能力。例如，PESTLE分析能够帮助企业识别行业中的政治、经济、社会、技术、法律和环境趋势，从而制定更为精准的战略。

案例问题分析

本章提供了多个案例问题，引导读者思考在特定情境下企业应如何行动。例如，面对新竞争者的威胁，企业是选择降价竞争还是通过提供独特的价值主张来维护其市场地位。这些案例问题不仅加深了对理论知识的理解，而且也提高了实际操作能力。

总结与启发

通过对行业和竞争分析的深入学习，我们可以发现，企业需要不断地对市场进行观察和分析，以适应外部环境的变化。法律和环境因素对行业的影响不容忽视，企业必须根据自身定位和策略，灵活应对这些变化。同时，通过案例问题的讨论，我们可以更好地理解理论与实践之间的联系，提升战略决策的能力。

关键词

法律影响，环境影响，PESTLE分析，竞争策略，行业力量

博客正文内容

506

学习模块6：行业和竞争分析

受法律影响较大的行业示例包括烟草和大麻。各司法管辖区对烟草产品的制造、分销、营销、销售和使用有广泛的法律和规定，以遏制消费及其相关的不良健康后果，包括二手烟。法律规定了广告禁令、包装上的图形图像、最低购买年龄、公共场所禁烟以及对尼古丁含量和香料的限制。这些法律除了普遍对烟草征收的高额税收外，这些税收鼓励了非应税的假冒活动，政府必须加以监管。在不同司法管辖区对这些法律的采纳或变更显著影响了烟草行业的销售。作为对这些影响以及导致香烟销量下降的更广泛社会影响的回应，烟草行业主要专注于开发所谓的减害产品，这些产品可能带来的健康风险较小，因此可能创造更有利的法律环境。

大麻产业正处在一个不断演变的法律环境中，一些司法管辖区已经合法化了其生产、销售和使用（加拿大），而有些则在次主权层面有不同的法律（美国），大多数其他地区仍然完全禁止大麻（亚洲大部分地区）。

环境影响通常与法律影响密切相关，包括与向低碳经济过渡相关的风险和机会，有关废物和土地使用的法律和实践，以及环境保护。

过渡风险和机会对于能源、航空、公用事业和汽车行业等重要影响，因为它们涉及化石燃料的生产和消费，这些燃料是碳排放的罪魁祸首。由于法规、税收、消费者偏好或自愿行动的变化，这些行业的公司必须改变其业务运营，否则将面临与低碳排放解决方案的竞争，从而失去市场份额。

竞争定位

评估公司的竞争策略和地位所有公司都有竞争策略，无论是有意还是无意。有意的策略源于全公司的规划、绩效测量和反馈循环，以磨练策略。无意的策略源于公司内部各个团队追求自己的激励，做他们过去所做的事，或遵循行业或专业规范。无意的策略很少是最佳的，而且往往会加剧公司普遍存在的沟通和协调问题，尽管这种方法在诸如探索性研究等领域可能表现良好。Munos（2009）发现了制药研发中的规模不经济现象，大多数新药是由以相对“未管理”的方式运营的小公司发现的。

最终，一个有效的竞争策略体现在公司为其利益相关者增加价值的记录上，例如经济利润。其有效性只能事后判断。为了前瞻性地评估竞争策略，分析师应该从三个维度评估策略：策略是否能抵御五个行业力量的防御？■ 策略是否从PESTLE分析中识别的预期外部行业影响中受益，或者至少不与之相悖？■ 公司是否拥有执行策略所需的资源和能力？

显然，这些问题的分析和答案是公司和行业特定的（CFA协会出版了一本有用的行业对照行业分析：投资者框架的参考书，其中包含示例）。然而，我们可以识别出三种众所周知的竞争策略，在各种行业中都取得了成功，如第6展示所示：成本领先、差异化和专注。这三种通用策略基于迈克尔·波特对竞争的研究。虽然公司确实往往会有特定的变化，但通用策略解释了实践中的大部分策略——就像许多公司的商业模式很好地用传统模型来描述一样。对于公司来说，处于“中间状态”是一个糟糕的情况——既不是成本领先者，也没有差异化，也没有专注。

© CFA Institute. For candidate use only. Not for distribution.

Competitive Positioning

509

展示 6：通用竞争策略

Means of executing strategy

Which of the Five Forces it defends against (why it works)

Industry appropriateness

Cost Leadership

Differentiation

Focus

■ Economies of scale from fixed costs

■ Investments in advertising, favorable access to raw materials

■ Culture of strict cost control

■ Aggressive pricing to gain high volume

■ Low-cost distribution

■ Economies of scope

■ Threat of new entrants: Capital requirements and scale advantages deter entrants

■ Bargaining power of customers: Customers can only bring prices down to the costs of the marginal producer, leaving margin for the cost leaders

■ Industry rivalry: Rivals may not be able to compete on price with cost leaders

■ Capital intensive

■ Price-conscious customers

■ Customers do not value or notice product differences

■ Minimal innovation in industry

strong understanding of their needs

■ May incorporate elements of strategy from both cost leadership and differentiation, but focused on particular group

brand, customer service, proprietary distribution channels

■ Protection using trademarks, copyright, patents

■ Superior quality, unique features

■ Culture of strong customer experience

■ Premium pricing

■ Integration of services, software, and hardware

■ Threat of new entrants and of substitutes: Customer loyalty to unique product can deter switching, protect market share

■ Bargaining power of customers: Customers may be unable to unwilling to comparison shop or switch

■ Threat of new entrants and of substitutes: Customer loyalty to unique product can deter switching, protect market share

■ Bargaining power of suppliers: The company may have the ability to pass along price increases to customers and/or margin to absorb cost increases

■ Price is not foremost concern for customers

■ Difficult (or uneconomical) to serve customer group, product, or geography for other players

for customers

■ Customers value distinctiveness

■ Innovation in industry, with products varying in features and forms

Risks to the strategy

■ Cost inflation, loss of discipline

■ Technological change that results in loss of cost leadership or market share

■ Imitation by competitors

■ Buyers become sophisticated, no longer demand level of service

■ Desire for premiumization among customers

■ Pricing premium becomes too high for customers to bear

■ May preclude high market share, as customers value exclusivity

■ Larger competitors outcompete on price

■ The differences in demand between the between the narrow group and industry as a whole narrow

■ Buyers become sophisticated, no longer demand level of service

QUESTION SET

1. Manitou Resorts is a 25-room boutique hotel located in a rural mountain area approximately three hours from a major urban center. It provides accommodations, high-end dining options, and an on-site health and wellness spa. Manitou’s primary customers are young professional couples in the middle-to-upper-income brackets. The CEO is contemplating several options for expansion, as the resort is frequently at full capacity. Which of the following initiatives would be consistent with Manitou’s current competitive strategy?

A. The development of 10 stand-alone lakefront cottages to accommodate families of up to six people, providing access to family-related activities such as pools, water sports, and evening entertainment

B. The addition of conference room facilities to accommodate corporate events that could be priced at a 10%–15% discount to a 150-room franchise hotel approximately 30 minutes from Manitou

C. Developing a management and reservation system to identify recommendations to referral partners such as golf courses, taxi/shuttle services, or other guest experiences to increase fee revenue

Solution:

C is correct. Manitou Resorts’ current competitive strategy is a focus strategy targeting a specific customer segment: young professionals in middle-to-upper-income brackets located in a nearby city and focused on wellness and relaxation. The other options represent an expansion into new customer segments (family vacations and corporate events), which could be inconsistent with its current customer base. A represents a cost leadership competitive strategy, while B represents a differentiation strategy.

1. Warehouse Club Inc. is considering launching a “private label” brand of non-perishable food products. Based on its current competitive strategy, which of the following is the most appropriate rationale to support?

A. Customers do not notice product differences.

B. Customers value new product features and forms.

C. Products can be segmented into regular and premium brands.

Solution:

A is correct. Warehouse Club Inc.’s current competitive strategy is cost leadership. In a cost leadership strategy, industry appropriateness is determined by capital intensity, price-conscious customers, customers not valuing or noticing product differences, and minimal innovation in the industry. B represents an example of a differentiation strategy. C represents an example of a focus strategy.

1. To defend against the bargaining power of suppliers, customers may be unable or unwilling to comparison shop or switch in which of the following competitive strategies (select all that apply):

___ Cost leadership

___ Differentiation

___ Focus

Solution:

Both differentiation and focus. That “customers may be unable or unwilling to comparison shop or switch” is a common feature of both differentiation and focus strategies. In a cost leadership strategy, “customers can only bring prices down to the costs of the marginal producer, leaving margin for the cost leaders.”

1. A risk to a differentiation competitive strategy is:

A.

B.

C.

limited market share due to exclusivity.

larger competitors outcompete on price.

technological change that results in loss of market share.

Solution:

A is correct. Since a differentiation strategy pursues a unique product or service offering, it creates a risk that the strategy may preclude high market share, as customers value exclusivity. B is a risk to a focus strategy where larger competitors outcompete on price. C is a risk to a cost leadership strategy where the technological change results in cost leadership or market share loss.

1. A large online retailer in the USA has begun to offer a “price-matching” guarantee on its website to match any competitor’s online price for an identical product, including Iliso Marketplace. Recommend and justify whether Iliso should launch a similar guarantee to protect its market share.

Solution:

No, Iliso should not launch a similar guarantee. A price-matching guarantee is a strategy pursued by companies with a cost leadership approach by using aggressive pricing to gain volume. Iliso Marketplace Ltd. operates with a differentiation strategy that permits premium pricing if aligned with a strong customer experience. If Iliso maintained its customer experience offering and began to reduce its revenue to match cost leaders, the company would likely decrease its overall profitability.

© CFA Institute. For candidate use only. Not for distribution.

Competitive Positioning

511

prices down to the costs of the marginal producer, leaving margin for the cost leaders.”

1. A risk to a differentiation competitive strategy is:

A.

B.

C.

limited market share due to exclusivity.

larger competitors outcompete on price.

technological change that results in loss of market share.

Solution:

A is correct. Since a differentiation strategy pursues a unique product or service offering, it creates a risk that the strategy may preclude high market share, as customers value exclusivity. B is a risk to a focus strategy where larger competitors outcompete on price. C is a risk to a cost leadership strategy where the technological change results in cost leadership or market share loss.

1. A large online retailer in the USA has begun to offer a “price-matching” guarantee on its website to match any competitor’s online price for an identical product, including Iliso Marketplace. Recommend and justify whether Iliso should launch a similar guarantee to protect its market share.

Solution:

No, Iliso should not launch a similar guarantee. A price-matching guarantee is a strategy pursued by companies with a cost leadership approach by using aggressive pricing to gain volume. Iliso Marketplace Ltd. operates with a differentiation strategy that permits premium pricing if aligned with a strong customer experience. If Iliso maintained its customer experience offering and began to reduce its revenue to match cost leaders, the company would likely decrease its overall profitability.

© CFA Institute. For candidate use only. Not for distribution.

Competitive Positioning

511

prices down to the costs of the marginal producer, leaving margin for the cost leaders.”

1. A risk to a differentiation competitive strategy is:

A.

B.

C.

limited market share due to exclusivity.

larger competitors outcompete on price.

technological change that results in loss of market share.

Solution:

A is correct. Since a differentiation strategy pursues a unique product or service offering, it creates a risk that the strategy may preclude high market share, as customers value exclusivity. B is a risk to a focus strategy where larger competitors outcompete on price. C is a risk to a cost leadership strategy where the technological change results in cost leadership or market share loss.

1. A large online retailer in the USA has begun to offer a “price-matching” guarantee on its website to match any competitor’s online price for an identical product, including Iliso Marketplace. Recommend and justify whether Iliso should launch a similar guarantee to protect its market share.

Solution:

No, Iliso should not launch a similar guarantee. A price-matching guarantee is a strategy pursued by companies with a cost leadership approach by using aggressive pricing to gain volume. Iliso Marketplace Ltd. operates with a differentiation strategy that permits premium pricing if aligned with a strong customer experience. If Iliso maintained its customer experience offering and began to reduce its revenue to match cost leaders, the company would likely decrease its overall profitability.

© CFA Institute. For candidate use only. Not for distribution.

Competitive Positioning

511

prices down to the costs of the marginal producer, leaving margin for the cost leaders.”

1. A risk to a differentiation competitive strategy is:

A.

B.

C.

limited market share due to exclusivity.

larger competitors outcompete on price.

technological change that results in loss of market share.

Solution:

A is correct. Since a differentiation strategy pursues a unique product or service offering, it creates a risk that the strategy may preclude high market share, as customers value exclusivity. B is a risk to a focus strategy where larger competitors outcompete on price. C is a risk to a cost leadership strategy where the technological change results in cost leadership or market share loss.

1. A large online retailer in the USA has begun to offer a “price-matching” guarantee on its website to match any competitor’s online price for an identical product, including Iliso Marketplace. Recommend and justify whether Iliso should launch a similar guarantee to protect its market share.

Solution:

No, Iliso should not launch a similar guarantee. A price-matching guarantee is a strategy pursued by companies with a cost leadership approach by using aggressive pricing to gain volume. Iliso Marketplace Ltd. operates with a differentiation strategy that permits premium pricing if aligned with a strong customer experience. If Iliso maintained its customer experience offering and began to reduce its revenue to match cost leaders, the company would likely decrease its overall profitability.

© CFA Institute. For candidate use only. Not for distribution.

Competitive Positioning

511

prices down to the costs of the marginal producer, leaving margin for the cost leaders.”

1. A risk to a differentiation competitive strategy is:

A.

B.

C.

limited market share due to exclusivity.

larger competitors outcompete on price.

technological change that results in loss of market share.

Solution:

A is correct. Since a differentiation strategy pursues a unique product or service offering, it creates a risk that the strategy may preclude high market share, as customers value exclusivity. B is a risk to a focus strategy where larger competitors outcompete on price. C is a risk to a cost leadership strategy where the technological change results in cost leadership or market share loss.

1. A large online retailer in the USA has begun to offer a “price-matching” guarantee on its website to match any competitor’s online price for an identical product, including Iliso Marketplace. Recommend and justify whether Iliso should launch a similar guarantee to protect its market share.

Solution:

No, Iliso should not launch a similar guarantee. A price-matching guarantee is a strategy pursued by companies with a cost leadership approach by using aggressive pricing to gain volume. Iliso Marketplace Ltd. operates with a differentiation strategy that permits premium pricing if aligned with a strong customer experience. If Iliso maintained its customer experience offering and began to reduce its revenue to match cost leaders, the company would likely decrease its overall profitability.

© CFA Institute. For candidate use only. Not for distribution.

Competitive Positioning

511

prices down to the costs of the marginal producer, leaving margin for the cost leaders.”

1. A risk to a differentiation competitive strategy is:

A.

B.

C.

limited market share due to exclusivity.

larger competitors outcompete on price.

technological change that results in loss of market share.

Solution:

A is correct. Since a differentiation strategy pursues a unique product or service offering, it creates a risk that the strategy may preclude high market share, as customers value exclusivity. B is a risk to a focus strategy where larger competitors outcompete on price. C is a risk to a cost leadership strategy where the technological change results in cost leadership or market share loss.

1. A large online retailer in the USA has begun to offer a “price-matching” guarantee on its website to match any competitor’s online price for an identical product, including Iliso Marketplace. Recommend and justify whether Iliso should launch a similar guarantee to protect its market share.

Solution:

No, Iliso should not launch a similar guarantee. A price-matching guarantee is a strategy pursued by companies with a cost leadership approach by using aggressive pricing to gain volume. Iliso Marketplace Ltd. operates with a differentiation strategy that permits premium pricing if aligned with a strong customer experience. If Iliso maintained its customer experience offering and began to reduce its revenue to match cost leaders, the company would likely decrease its overall profitability.

© CFA Institute. For candidate use only. Not for distribution.

Competitive Positioning

511

prices down to the costs of the marginal producer, leaving margin for the cost leaders.”

1. A risk to a differentiation competitive strategy is:

A.

B.

C.

limited market share due to exclusivity.

larger competitors outcompete on price.

technological change that results in loss of market share.

Solution:

A is correct. Since a differentiation strategy pursues a unique product or service offering, it creates a risk that the strategy may preclude high market share, as customers value exclusivity. B is a risk to a focus strategy where larger competitors outcompete on price. C is a risk to a cost leadership strategy where the technological change results in cost leadership or market share loss.

1. A large online retailer in the USA has begun to offer a “price-matching” guarantee on its website to match any competitor’s online price for an identical product, including Iliso Marketplace. Recommend and justify whether Iliso should launch a similar guarantee to protect its market share.

Solution:

No, Iliso should not launch a similar guarantee. A price-matching guarantee is a strategy pursued by companies with a cost leadership approach by using aggressive pricing to gain volume. Iliso Marketplace Ltd. operates with a differentiation strategy that permits premium pricing if aligned with a strong customer experience. If Iliso maintained its customer experience offering and began to reduce its revenue to match cost leaders, the company would likely decrease its overall profitability.

© CFA Institute. For candidate use only. Not for distribution.

Competitive Positioning

511

prices down to the costs of the marginal producer, leaving margin for the cost leaders.”

1. A risk to a differentiation competitive strategy is:

A.

B.

C.

limited market share due to exclusivity.

larger competitors outcompete on price.

technological change that results in loss of market share.

Solution:

A is correct. Since a differentiation strategy pursues a unique product or service offering, it creates a risk that the strategy may preclude high market share, as customers value exclusivity. B is a risk to a focus strategy where larger competitors outcompete on price. C is a risk to a cost leadership strategy where the technological change results in cost leadership or market share loss.

1. A large online retailer in the USA has begun to offer a “price-matching” guarantee on its website to match any competitor’s online price for an identical product, including Iliso Marketplace. Recommend and justify whether Iliso should launch a similar guarantee to protect its market share.

Solution:

No, Iliso should not launch a similar guarantee. A price-matching guarantee is a strategy pursued by companies with a cost leadership approach by using aggressive pricing to gain volume. Iliso Marketplace Ltd. operates with a differentiation strategy that permits premium pricing if aligned with a strong customer experience. If Iliso maintained its customer experience offering and began to reduce its revenue to match cost leaders, the company would likely decrease its overall profitability.

© CFA Institute. For candidate use only. Not for distribution.\n