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Текст 1 Confronting Competition

Increasing intensity of competition in global markets constitutes yet another challenge facing companies at all stages of involvement in international markets. As markets open up, and become more integrated, the pace of change accelerates, technology shrinks distances between markets and reduces the scale advantages of large firms, new sources of competition emerge, and competitive pressures mount at all levels of the organization.

As more and more firms venture into global markets, competition proliferates, posing new threats and dangers to be reckoned with. In addition to facing competition from well- established multinationals and from domestic firms entrenched in their respective product or service markets, firms face growing competition from firms in newly industrializing countries and previously protected markets in the Third World, as well as emerging global networks or coalitions of organizations of diverse national origins.

Firms from newly industrializing nations such as Taiwan, Singapore, Korea and Hong Kong are increasingly taking the initiative in competing in global markets, rather than acting as low-cost suppliers to firms in the Industrial Triad. The threat of competition from companies in countries such as India, China, Malaysia, and Brazil is also on the rise, as their own domestic markets are opening up to foreign competition, stimulating greater awareness of international market opportunities and of the need to be internationally competitive. Companies which previously focused on protected domestic markets are entering into markets in other countries, creating new sources of competition, often targeted to price-sensitive market segments.

At the same time, spurred by new advances in communications technology and rapid obsolescence, the speed of competitor response is accelerating. No longer does a pioneer in global markets enjoy a substantial lead time over competitors. Nimble competitors, benefiting from lower overhead and operating costs, enter rapidly with clones or low-cost substitutes, and take advantage of the pioneer’s investment in R&D and product development. Modem communications and information technology also encourage rapid competitor response to price changes, or new distribution and promotional tactics, and further heighten the pace of competition.

Not only is competition intensifying for all firms regardless of their degree of global market involvement, but the basis for competition is changing. Competition continues to be market-based and ultimately relies on delivering superior value to consumers. However, success in global markets depends on knowledge accumulation and deployment. Firms that win in the market place will be those that can use information to their advantage to guide the delivery of superior value. Further, “the increased blurring of product market boundaries and interlinking of markets means that how value is perceived and by whom is less clear.

Firms beginning to enter international markets are in a position to limit competitive exposure by choosing markets that are free of formidable foes. They can zero in on markets where they have a competitive advantage, such as being the low cost supplier in a price sensitive market. In addition, firms in PHASE 1 tend to be dealing with established competitors that are known quantities, and frequently compete on a single dimension, e.g., cost leadership.

Competition mounts quickly for firms in PHASE 2 as they expand their operations in international markets. Not only does competition increase, but it tends to proliferate and become quite diverse. New competitors may enter the market, and existing competitors react to the firm’s actions, requiring adaptation of its competitive strategy. Furthermore, the nature of competition may vary from one market to another. In some markets, the firm may differentiate its products, to beat competition while in others it needs to focus on cost leadership, making it difficult to leverage core competencies across markets.

Firms in PHASE 3 of international market development face intense competition throughout the world. Their far-flung operations will encounter competition of all types who may mount a frontal attack, or cherry-pick lucrative niches or attempt to block the firm’ expansion into new markets or market segments. In addition, global markets are often highly interdependent, with actions in one market having consequences for many other markets. The astute global market will attempt to gain a competitive edge and take advantage of these interdependencies.