挑戰市場領導者策略之個案研究-以三星電子與Nike為例

Abstract

The aim of this research is to study how a company can challenge and even replace the market leader by a combination of strategies. In the past, researchers might focus on static point of view to discuss the relationship between company resources, ability or industry characteristics, or the studies would highlight how successful a company is in a single industry. In this research, two companies from different industries were selected as the target of case study, and analysis of competition process of these two companies with the concept of challenger strategies were conducted to examine how the late-comers tried to catch up the leader in their own industries, and to address that success of challenges comes from the active interactions of competition activities, but not just decided by static resources. This research is based on secondary material (research reports, journal articles, company website and documents, news), and Samsung Electronics Corp. in global mobile phone industry and Nike, Inc. in U.S. athletic footwear industry are discussed. Below are the main conclusions: (1) To challenge the market leader, the product strategy can be set to enter the market in flank segments at the beginning, and the challenger should focus on specific sections on the value chain and may prepare its next stage competition by value chain expansion or alliance. (2) The selected challenger strategies relate to the characteristics of industry and the key complementary assets each company owns in the industry. In this study, the two companies from different industries have similarity that they both focus on technology, product development, market need, marketing and branding. (3) To analysis competition activities by challenger strategy, we can firstly divide them into product strategies and value chain activities, and we should keep in mind the possibility of mixture of strategies in a limited time span.