网范文：“Competitor-oriented Objectives: The Myth of Market Share ” 竞争者导向目标,如市场份额的目标,这篇营销范文总结表明,竞争者导向目标会降低盈利能力。然后通过12个新探讨的证据,这个证据支持这样的结论:竞争者导向目标是有害的,特别是当经理收到对于市场份额的竞争对手的信息。不幸的是,许多企业将继续使用竞争者导向目标，损害他们的盈利能力。许多管理者有一种天然的倾向要打败他们的竞争对手。
在这篇范文中，关注竞争对手定位和价值之间的关系。我们表明,竞争者导向目标是不利于公司的盈利能力，以及不适合决策支持，英语论文网站，这样一种取向加剧了作用。竞争者导向的追求目标和长期持有的信念是一致的,业务就像战争。下面的范文继续详述。
Abstract
Competitor-oriented objectives, such as market-share targets, are promoted by academics and are commonly used by firms. A 1996 review of the evidence, summarized in this , indicated that competitor-oriented objectives reduce profitability. However, we found that this evidence has been ignored by managers. We then describe evidence from 12 new studies, one of which is introduced in this . This evidence supports the conclusion that competitor-oriented objectives are harmful, especially when managers receive information about market shares of competitors. Unfortunately, we expect that many firms will continue to use competitor-oriented objectives to the detriment of their profitability.
Key words: competition, market share, objectives, profitability.
Introduction
Many managers have a natural inclination to want to beat their competitors. Our concern in this is the relationship between competitor orientation and performance. We show that competitor-oriented objectives are detrimental to firms’ profitability and that the use of information and decision aids to support such an orientation exacerbates the harm. The pursuit of competitor-oriented objectives is consistent with the long-held belief that business is like warfare. In the late 19th century, it was popular for executives to strive for revenue maximization.
To see how well they were doing, they compared themselves to their competitors in the industry. Judging from Lanzillotti (1958), competitor-oriented objectives, typically expressed in terms of market share, were commonly utilized by large firms well before the 1950s. Oxenfeldt (1959) lamented the common use of market-share objectives and discussed the logical and practical flaws of pursuing such objectives. Economists frown on competitor-oriented objectives (Mueller 1992). They consider the proper objective of business to be profits, not market share. Business school academics, however, have rushed to support market share objectives, noting that higher market shares are correlated with higher profitability.
Influential support came from two Harvard Business Review s: Buzzell, Gale, and Sultan (1975) and Porter (1979). Other articles and books, such as Porter (1980), agreed with these claims. These writings gave credence to the already popular view that business is like war and that the goal is to win by defeating competitors. Porter (1979) went further by referring to customers and suppliers as competitors. Henderson, founder of Boston Consulting Group, claimed, in a 1989 Harvard Business Review article, that it is all about survival: “ … Darwin is probably a better guide to business competition than economists are.” Market share is positively correlated to profits.
A meta-analysis of the relationship between market share and profitability by Szymanski et al. (1993) identified 48 studies that ed 276 elasticities from econometric models. The elasticities ranged from -0.16 to 0.84 with the unweighted mean elasticity equal to 0.20. However, it does not follow logically that seeking higher market share will improve profits. Rather the correlation between market share and profitability is more logically interpreted as showing that firms with better offerings tend to achieve higher market shares. Advocates of competitor-oriented objectives do not provide evidence relevant to their claims. However, much evidence has been published that show such objectives to be commonly used.
Effects of competitor-oriented objectives Kohn’s (1986) review of competition contains 388 references drawn from a variety of areas including sports, education, and the performing arts (but not from business). He concluded that, in general, competitor-oriented objectives harm performance. In the rest of this section, we review studies related to business. 4 Laboratory studies In general, managerial objectives affect the performance of a firm (Keil et al. 2017, Locke and Latham 2017).
A&C described prior evidence on the effects of competitor-oriented objectives on performance:
In Deutsch’s (1958, 1960) laboratory experiments, two hypothetical trucking companies had to share a road. Both parties were less profitable when told they were told to do better than their opponents than when told do the best they could for themselves.
Corfman and Lehmann (1994) asked 57 subjects to make “advertising spending decisions as marketing managers of a medium-sized manufacturer selling in mature markets.” The advertising decision involved high (competitive) or low (cooperative) budgets. Although the profits were much higher for the cooperative budget, 78% of the subjects chose the competitive budget.
Anterasian and Graham (l989) examined the performance of a sample of 42 businesses drawn from the Federal Trade Commission’s Line of Business Program. The lines of business were selected from eight manufacturing industries that had experienced a boom-bust cycle from 1974 to 1977. Those lines of business that achieved stability in sales by giving up market share during the 1974 boom in their industry achieved higher returns on sales during the subsequent bust period. A&C used the performance of American firms to determine the extent to which a competitor orientation can affect profitability.
Information on pricing objectives of 20 large U.S. companies had been collected by Lanzillotti (1958) and Kaplan, Dirlam, and Lanzillotti (1958). These sample companies were selected from among the largest corporations on the basis of the willingness of management to cooperate by permitting extensive interviews with company officials. Lanzilloti et al. conducted week-long interviews with company officials between 1948 and 1951 and then again between 1956 and 1957. The companies’ objectives were the same in the follow-up interviews as in the initial interviews. In some firms, these objectives were based on long-standing policies. For example, as far back as 1937, A&P had stated that their primary aim in pricing was to achieve a larger market share.
Conclusions
The pursuit of competitor-oriented objectives is contrary to economic theory and lacks empirical support. Nevertheless, such objectives have been adopted by businesses. Miniter (2017), a former Wall Street Journal er, observed that market share was a common mantra used among business leaders and wrote that this was a contributing factor to the dot bubble. Despite evidence from diverse laboratory and field studies demonstrating that competitor-oriented objectives harm performance, the myth of market share lives on among business leaders who prefer to follow their gut instincts. We expect economic losses to continue at least until textbooks, business school courses, decision aids, and investors’ decisions reflect the evidence that pursuing profit, rather than defeating competitors, is the proper objective of businesses.()
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