合作賽局 : 競合策略 (co-opetition)

© 2005 Pearson Education Canada Inc.15.1

合作賽局合作賽局 ::競合策略競合策略 (co-opetition)(co-opetition)


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Business :competition, auctions Business :competition, auctions Politics : electionPolitics : election 軍事外交軍事外交 :: 美中台關係美中台關係 Law : Law : 制度設計制度設計 (( 責任歸屬責任歸屬 ,..),..) BiologyBiology …….. 參考拙譯著參考拙譯著


非合作與合作賽局非合作與合作賽局非合作賽局非合作賽局 : : 競爭競爭1.1. 同時出招同時出招 : : Normal formNormal form

2.2. 先後出招先後出招 : : extensive form extensive form 合作賽局合作賽局 : : 策略聯盟策略聯盟 , , 互補性互補性1.1. 原版原版2.2. 網站網站3.3. 譯本譯本


產業競爭分析產業競爭分析 1. B.S.C.P.G1. B.S.C.P.G 2. Porter Five Force 2. Porter Five Force 3. SWOT3. SWOT


波特的難題波特的難題1. 1. 能將能將 Intel Intel 與與 MicrosoftMicrosoft 置入置入 Porter’s Porter’s

framework ?framework ? 佳珍自助餐與世新的關係佳珍自助餐與世新的關係 ?? 為何選世新為何選世新 ?? ~~ 互補廠商互補廠商2. Business is not always “war”2. Business is not always “war”


The traditional way: The traditional way:

outsmarting the competitors outsmarting the competitors

capturing market share capturing market share beating up suppliers (beating up suppliers ( 痛擊痛擊 )) locking up customers (locking up customers ( 套牢套牢 )) “ “ It is not enough to succeed. It is not enough to succeed.

Other must fail.” Other must fail.”

(( 別人的痛苦是我的快樂別人的痛苦是我的快樂 ))


But But Business is not always “war” Business is not always “war”

– listen to customerslisten to customers– work with suppliers work with suppliers – establish strategic partners even with establish strategic partners even with

competitors competitors – Most business succeed only if others Most business succeed only if others

also succeed also succeed


Is business peace ? Is business peace ?

No No – Battles with competitors over market share Battles with competitors over market share – Fights with suppliers over costFights with suppliers over cost– Conflicts with customers over priceConflicts with customers over price

國親合國親合 ?? 民進黨與台聯民進黨與台聯 ? ? 立委選舉立委選舉 : : 大選區時最大的敵人是同黨同志大選區時最大的敵人是同黨同志

So what business is ?So what business is ?


So what business is ?So what business is ?

A New Mindset A New Mindset – ““Business is cooperation when it Business is cooperation when it

comes to creating a pie and comes to creating a pie and competition when it comes to dividing competition when it comes to dividing it up ”it up ”

– Business is simultaneously war and Business is simultaneously war and peace—Co-opetition peace—Co-opetition

– You can cooperate without having to You can cooperate without having to ignore your self-interestignore your self-interest


Value Net Value Net


Defining “Complementor” Defining “Complementor” or “Competitors ”or “Competitors ”

from customers’ perspectivefrom customers’ perspective from suppliers’ perspectivefrom suppliers’ perspective


from customers’ perspective(1)from customers’ perspective(1) A player is your competitors if customers value A player is your competitors if customers value

your product less when they have the other your product less when they have the other player’s product than when have your product player’s product than when have your product alone.alone. 若顧客因擁有其他參賽者的產品而降低對若顧客因擁有其他參賽者的產品而降低對妳產品的評價時妳產品的評價時 , , 該參賽者就是你的競爭者該參賽者就是你的競爭者

Example: Coca-Cola and Pesi-Cola Example: Coca-Cola and Pesi-Cola Example: Intel and American airline may end up Example: Intel and American airline may end up

as competitors as competitors ~as videoconferencing takes off and becomes a ~as videoconferencing takes off and becomes a

substitutes for business trips. substitutes for business trips. what else ?what else ?


from customers’ perspective(2)from customers’ perspective(2)

A player is your complementor if A player is your complementor if customers value your product more when customers value your product more when they have the other player’s product than they have the other player’s product than when have your product alone.when have your product alone. 若顧客因擁若顧客因擁有其他參賽者的產品而增加對妳產品的評價時有其他參賽者的產品而增加對妳產品的評價時 , , 該參賽者就是你的互補者該參賽者就是你的互補者

Example: hot dog and mustard Example: hot dog and mustard 為何啤酒屋的花生與雞翅膀免費供應為何啤酒屋的花生與雞翅膀免費供應 ?? Example: Example: 好停車對學校的評價好停車對學校的評價 what else? what else?


from suppliers’ perspectivefrom suppliers’ perspective

A player is your competitors if it is less A player is your competitors if it is less attractive for a supplier to provide attractive for a supplier to provide resource to you when it is also supplying resource to you when it is also supplying the other player than when it is supplying the other player than when it is supplying you alone.you alone. 若供應商因提供其他參賽者資源而降若供應商因提供其他參賽者資源而降低對妳提供資源的吸引力時低對妳提供資源的吸引力時 , , 該參賽者就是你的該參賽者就是你的競爭者競爭者

Example:Example: 老師老師 : : 世新與台科大世新與台科大What else ?What else ?


from suppliers’ perspectivefrom suppliers’ perspective A player is your complementor if it is more A player is your complementor if it is more

attractive for a supplier to provide attractive for a supplier to provide resource to you when it is also supplying resource to you when it is also supplying the other player than when it is supplying the other player than when it is supplying you alone.you alone. 若供應商因提供其他參賽者資源而增若供應商因提供其他參賽者資源而增加對妳提供資源的吸引力時加對妳提供資源的吸引力時 , , 該參賽者就是你的該參賽者就是你的互補者互補者

Note book Note book 為何愈來愈便宜為何愈來愈便宜 ?? Example: Compaq and Dell competes for Example: Compaq and Dell competes for

the limited supply of Intel’s chip.the limited supply of Intel’s chip. Example: Example: 華航華航 ,, 長榮與波音長榮與波音 What else ?What else ?


Value Net for UniversityValue Net for University


The elements of a “industry game”The elements of a “industry game”

P: Players~ customers, suppliers, P: Players~ customers, suppliers,

competitors, complementorscompetitors, complementors A: Added value A: Added value R: Rules R: Rules T: Tactics (T: Tactics ( 戰術戰術 )) S: ScopeS: Scope

~ ~ PARTSPARTS


Quiz 0319Quiz 0319

請簡述請簡述 smartphone smartphone 的競爭歷史的競爭歷史何謂何謂 horizontal differentiation horizontal differentiation 為何為何 smartphone smartphone 的競爭是的競爭是 horizontal horizontal

differentiationdifferentiation iphone iphone 較較 blueberry blueberry 有何優勢有何優勢


QUIZ 03/26QUIZ 03/26

Q1: Q1: 何謂何謂 Switching costSwitching cost Q2: Q2: 何謂何謂 Number portability Number portability Q3: Q3: 實施實施 Number portability Number portability 對產業結對產業結

構的影響為何構的影響為何 ? ? 這與這與 product product differentiation differentiation 有何關係有何關係 ??


PlayersPlayers

先找出先找出 customers , supplierscustomers , suppliers 再由再由 customers’ perspective customers’ perspective 與與

suppliers’ perspectivessuppliers’ perspectives

找找 competitorscompetitors


Added value Added value

Your added value =The size of the Your added value =The size of the pie when you are in the game pie when you are in the game

- the size of the pie when you are out - the size of the pie when you are out of the game.of the game.

=What you bring to others=What you bring to others What you get from a game can not What you get from a game can not

be more than what you bring, which be more than what you bring, which is your added value.is your added value.


Card game : Card game : 陳老師’陳老師’ s version s version

陳老師陳老師 has 26 red cardshas 26 red cards 26 students each has one black card26 students each has one black card One red card and one black card One red card and one black card

together are worth $100.together are worth $100. Who will get what ?Who will get what ?


陳老師’陳老師’ s versions version

Q: Imagine that you are one of the Q: Imagine that you are one of the students, and students, and 陳老師陳老師 offers you $20 offers you $20 for you red card. Would you take it ?for you red card. Would you take it ?

A: The 50/50 split is the most likely A: The 50/50 split is the most likely outcomeoutcome


Card game : Card game : 黃老師’黃老師’ s version s version

黃老師黃老師 has originally 26 red cardshas originally 26 red cards 太高興了太高興了 , loses 3 cards , loses 3 cards 26 students each has one black card26 students each has one black card One red card and one black card One red card and one black card

together are worth $100.together are worth $100. Who will get what ?Who will get what ?


黃老師’黃老師’ s versions version

Q: Imagine that you are one of the Q: Imagine that you are one of the students, and students, and 黃老師黃老師 offers you $20 offers you $20 for you red card. Would you take it ?for you red card. Would you take it ?

A: you should accept any positive A: you should accept any positive dollar , why ?dollar , why ?


Added value :Added value : 陳老師版陳老師版 Your added value =The size of the pie Your added value =The size of the pie

when you are in the game (2600)when you are in the game (2600) - the size of the pie when you are out of the - the size of the pie when you are out of the

game(2500)game(2500) =What you bring to others(100)=What you bring to others(100) 陳老師的陳老師的 added value =100added value =100 What you get from a game can not be What you get from a game can not be

more than what you bring, which is your more than what you bring, which is your added value(100).added value(100).

每人分每人分 [0,100][0,100]


Added value :Added value : 黃老師版黃老師版 Your added value =The size of the Your added value =The size of the

pie when you are in the game (2300)pie when you are in the game (2300) - the size of the pie when you are out - the size of the pie when you are out

of the game(2300)of the game(2300) =What you bring to others (0)=What you bring to others (0) What you get from a game can not What you get from a game can not

be more than what you bring, which be more than what you bring, which is your added value.~0is your added value.~0

給你給你 1010 已經很好了已經很好了


加薪加薪 ??

您老闆何時會同意加您薪水您老闆何時會同意加您薪水 ?? 您會要求多少您會要求多少 ? ? 您真的很重要您真的很重要 ?? 何時要求加薪會成功何時要求加薪會成功 ??


增加增加 added value added value 的方法的方法1. 1. 讓自己不可替代且有市場價值讓自己不可替代且有市場價值2. Shortage strategy ~2. Shortage strategy ~ Wii Wii 缺貨缺貨 ~~ 任天堂故技重施任天堂故技重施 (1988(1988

3. 3. 帶進更多的供應商帶進更多的供應商


RulesRules

Rules structure the way the game is Rules structure the way the game is played. played.

These rules come form custom, These rules come form custom, contracts, or law.contracts, or law.


一塊蛋糕一塊蛋糕 , , 你切我選你切我選 , , 如何切如何切 ??

If you know the other side’s value, go If you know the other side’s value, go firstfirst

If you are uncertain, better to go secondIf you are uncertain, better to go second


Rules and Tactics Rules and Tactics 拆夥拆夥 :: 好聚好散好聚好散

如果你與你的朋友合夥成立一家公司如果你與你的朋友合夥成立一家公司多年以後多年以後 , , 有人想拆夥有人想拆夥拆夥的規則如下拆夥的規則如下 ::

1.1. 由其中一人提出價碼由其中一人提出價碼2.2. 另一人選”買”或是”賣”另一人選”買”或是”賣”?? 如果是你提出價錢如果是你提出價錢 , , 你會提多少你會提多少 ??

由你先提由你先提 ??


Scope Scope

Epson’s Entry in Laser Printers Epson’s Entry in Laser Printers 1989, three types of printers:1989, three types of printers:

1.1. dot-matrix ( $550, Epson)dot-matrix ( $550, Epson)

2.2. ink-jet ($650, HP)ink-jet ($650, HP)

3.3. Laser ($2,200, HP, fast growing) Laser ($2,200, HP, fast growing)


Epson’s mistake Epson’s mistake

推推 EPL-6000EPL-6000 HP price competition HP price competition Hurt HP’s sales of ink-jets, Hurt HP’s sales of ink-jets, HP promoted ink-jetsHP promoted ink-jets Then,….Then,….


what was Epson’s mistake ?what was Epson’s mistake ?

It misunderstood It misunderstood the scope of the the scope of the printer gameprinter game

牽一髮牽一髮 , , 動全局動全局全觀全觀 ,, 綜觀綜觀 ,……,…… 非部分均衡非部分均衡 , , 一般均衡一般均衡

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合作賽局 : 競合策略 (co-opetition)