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竞争策略（中文版）

Ludwig-Maximilians-Universität München (LMU)

4.8 (443 ratings) | 51K Students Enrolled

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。

Skills You'll Learn

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

Reviews

4.8 (443 ratings)

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.

From the lesson

互补产品和战略合作伙伴关系 Complementary Products and Strategic Partnerships

在本模块中，我们将介绍互补产品的概念，并运用经济学术语来探讨它们的意义。我们将研究企业为何想要将产品捆绑出售，以及互补性如何产生转换成本。我们还将讨论企业间的协调对互补产品的重要性。最后，我们将学习战略合作伙伴关系作为一强大工具如何在特定环境下为企业带来利益。

示例 Examples4:57

战略合作伙伴关系 Strategic Partnerships7:33

Taught By

Tobias Kretschmer
Professor

Transcript

So, hello back. In the last couple of videos, we've

looked at strategies that firms can undertake when their products are

complements. And we'll now in this video develop this

idea further, and we'll look at how complementarity can help achieve

cooperation among firms that might otherwise compete.

And as we saw in the previous video sometimes competitors can also be

complementors. We used the example of two cloth stores in

a shopping mall in the previous video. But we're now going to take this a step

further and talk about companies that produce multiple products.

And these multiple products, some of those will be direct substitutes and some

of those will be complements. And we'll see two examples of that and

see how that may pan out in competition.

So, in certain situations firms may simply be competitors in one part of the

market. So, they might also be complementors in

the other part of the market. And in such a situation

they may not compete as harshly as if they were just competitors.

So in other words, the fact that you are producing a product that may be

complementary to your rival's product may soften competition and make you behave

more cooperatively. So let's have a look at two examples.

Think of music players and music content. We have two leading firms here, Sony and

Apple and both of those are clear competitors because they both sell

portable music players. Right?

So you've got the Sony MP3 players, you've got Apple's iPod, iPhone, and so

on. So clearly they are substitutes when it

comes to music listening devices. But at the same time they were also

complementers in a very specific way. Namely that the subsidiary by Sony

dealing with content, with music, Sony music, provides music content for use in

the Apple iPod, or the iPhone. So this means that the two produce

complements as well as producing substitute products.

This means two things. It means on the one hand that Sony

producing more music is good for Apple, right.

So the more content there is the better it becomes for Apple

to sell the iPod or the iPhone, but at the same time, Apple's iTunes store is also

an important sales platform for Sony's music content.

So that means that the iTunes store is an important complement for the music

content by Sony. So here, complementary and conflicting

interests are present in the same set of firms.

Another example is the example of mobile phone calls.

So we'll just take two, these are the two largest providers in Germany,

Vodafone and T-Mobile. And they are competitors because they

both sell mobile phone contracts. And it's pretty clear that you're going to

opt for either one of those two, it is unlikely that you're going to be using

both, or that it's more useful for you if you buy both.

So, they're clear competitors, right? So you either go for one or the other.

But on the other hand, they're also complementors.

And they're complementors in a very specific way because their networks are

interlinked. In other words, if you have a T-Mobile

contract, you can call Vodafone customers, and if you have a Vodafone

contract, you can call T-Mobile customers.

And is that a good thing? Is that a reason to think of

complementarities? Well, of course.

Because you join Vodafone, you join a particular network, because you

know that you can call your own members of your own network, but you

can also call T-Mobile customers and vice versa of course.

So this means that parts of the revenues of Vodafone and T-Mobile will come from

these cross network calls. In other words, the better the network

for Vodafone customers is, the more useful it is for T-Mobile and vice versa.

So again we have that interesting and strange situation where two firms compete

on the one hand but they also have complementary interests at the same time.

So to sum up, we can see or we have seen that complementarity can help achieve

cooperation. And to be a bit more specific, if two

companies produce similar or even the same products in one market and

complementary products in another market, they won't compete that harshly.

And we'll have a brief quiz on this, so do try to go through it and I'll see you

after this with our last video lecture for today.

So, see you in a second.

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