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战略性进入壁垒 Strategic Entry Barriers

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竞争策略（中文版）

Ludwig-Maximilians-Universität München (LMU)

4.8 (443 calificaciones) | 51K estudiantes inscritos

This is a Chinese version of Competitive Strategy. You can find the original course in English from our course catalog. 此版本是Coursera首次尝试推出的中文翻译版。课程视频为英文原版附中文字幕，课程页面和测验已译成中文，帮助中心提供中文支持。在本课程（共六个模块）中，你将了解企业在战略决策相互依存的情况下如何行事。例如，你的行动会如何影响竞争对手的利润，反之亦然。我们将会借助博弈论的基本工具分析企业如何选择策略以获得竞争优势。

Destrezas que aprenderás

Game Theory, Strategic Thinking, Competition (Economics), Porter'S Five Forces Analysis, Strategic Management

Revisiones

4.8 (443 calificaciones)

5 stars
385 ratings
4 stars
51 ratings
3 stars
6 ratings
1 star
1 ratings

EE

Mar 15, 2016

非常喜欢这门课，也喜欢授课教授: 言语不多但通过问题式教学和案例分析将难点解析得很清楚。\n\n建议对策略和博弈有一定了解后学起来更有趣味。

AL

Dec 22, 2015

Nice course.\n\nBut the Chinese translation is weird.

De la lección

进入新市场 Entering a New Market

本模块与市场进入有关。我们首先看一下用于评估市场吸引力的不同工具，再讨论已被证明有助于进入新市场的策略。我们也会从其他角度分析这一现象，了解现有企业为了阻挡新竞争者进入市场需要采取的措施。

市场吸引力 Market Attractiveness6:25

结构性进入壁垒 Structural Entry Barriers12:41

战略性进入壁垒 Strategic Entry Barriers6:55

Impartido por:

Tobias Kretschmer
Professor

Transcripción

So the previous video was all about structural entry barriers.

What they are and how they affect the attractiveness of entry.

This one is going to be about strategic entry barriers, so let's first have a

look at what they actually are and then see how they work economically.

So, remember entry barriers are factors that allow incumbent firms to earn

positive economic profits. So, it's something good to have an entry

barrier if you are an incumbent. While making it unprofitable for newcomers

to enter the industry, so, entrants, newcomers, will not want to

enter a market with high entry barriers, and leaving aside the structural entry

barriers which are basically entry barriers that are somehow part of the

nature of the industry, let's now focus on strategic entry barriers.

Strategic entry barriers are the result of conscious strategic actions,

aggressive strategic actions by the incumbent,

intended to keep the entrant out of the industry.

So, why would one do this and what could that be?

Well, an incumbent typically, when trying to deter entry, takes some costly action.

Right? This could mean overinvesting in

advertising or in branding, or making offers, making favorable long

term contracts to potential consumers. And these consumers will then find it

hard to sign up with an entrant. So, these are all entry deterring actions.

Why are they? Because they will make it more difficult,

they would make it less attractive for an entrant to come into a market.

Why would an incumbent do this? He would only do this if two conditions

are met. The first one is that the incumbent earns

higher profits despite deterring, by staying a monopolist rather than a

duopolist which let's another person, another player come into the market.

The second condition is that this entry deterrent strategy changes the

entrant's expectations about the nature of post-entry competition.

So in other words, entry deterrence has to be profitable, and it has to be

successful in keeping the other player out of the market.

So now assume that we have some kind of behavior, let's say signing people,

signing consumers up on long-term contracts.

Let's say over-investing in capacity, or in a brand, or something along those

lines. What does that do economically?

How does that play out? And when should we deter entry?

So let's say without any threat of entry, without anything happening, we make a

level of profits that's up here. So these are my monopoly profits.

After period 1, after t1, there could be entry, maybe because a patent is running

out, maybe because a license comes up for sale.

Maybe because technologoy develops in a way such that from t2 onwards

another player can come into the market. So I now have 2 things I could do, I have

2 options. The first one is to block entry, so that

means I overinvest in capacity, I sign up people on long term contracts,

I overinvest in marketing, okay. This means

I engage in some costly strategic action that lowers my profits compared to

monopoly profits but its successful in keeping the entrant out.

The other option is to accommodate entry, in which case I don't change anything

about my behavior in period one and then after period two I just accept that

someone is going to come into my market. So the level of profit is going to be

high early on, and then it drops because I become a duopolist.

I have a second player in the market. I have a competitor in the market.

So, there's two things we can think about.

One thing is that the difference between monopoly profits and the profits from

blocking entries is simply the cost of deterring entry.

The second is the difference between monopoly profits and the profits when

accommodating entry is the cost of losing market share.

Alright, so both things are costly. The differenc is here, that blocking entry

comes straight away and accommodating entry comes only after

the entrant enters the market. So when should we deter and when should

we accommodate? Well, if we think about it this way, if

we think about using this graph, very stylized one, of course.

But thinking about it using this graph, we simply have to compare

the net present value of these two objects.

Let's think of the net present value of accommodating entry.

So early on we make high profits, and then after the entrant comes in, we make

lower profits. Okay, so the net present value, we have to

discount profit payoffs that we get in the future, but this is basically the

area of profits for accommodating entry. Let's now have a look at the profits from

blocking entry. The net present value from blocking

entry. So here I make profits that are here all

the time. So that means that, the net present value

is going to be all this level of profits, all these profits.

So what you can see here, is basically two regimes, two parts.

Over here, it seems more attractive to accommodate entry, because you are not

changing your behavior, right. This is the cost of deterring entry.

On the other hand, over here, it's attractive to have blocked entry, because

there's a cost to loosing market share, as we have seen just now.

So, depending on how highly you evaluate the future you are going to want to

accommodate entry if your focus is on the present

or you would want to block entry if your focus is on the future.

So now we know how to choose a market. It depends on Porter's Five Forces, the

attractiveness of a market, and it depends on the degree of entry barriers

that there is in the market. The next step now is going to be to

figure out what the best way to enter a market is.

And this is what we'll discuss in the next videos.

So, thanks very much, and stay tuned.

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