Game theory – Notes from competetive strategy

I have just completed the first week of the course Competetive Strategy by Tobias Kretschmer on Coursera. If you are interested in game theory and competitive strategy, then i highly recommend the course (the first test deadline is the 22th of July). The course is free and the video lectures are of excellent quality and easy to follow. It isn’t necessary to read anything, since the video lectures cover all the theory needed to take the tests.

When I take these classes, I like to take notes. In another online class I found some note on a blog, which was very useful. Therefore I would like to share my notes too for other fellow Competitive Strategy users.

Week 1

Simultaneous games

Games consist of the following parts:

  • Players
  • Actions
  • Rules
  • Payoffs

In game theory a strategy is defined as: A player‘s plan of actions in a game, given any possible circumstances.

A dominant strategy is one that always does better than any other strategy. This has the outcome, that if a dominant strategy exist, then a rational player will always follow this strategy. If a dominant strategy exist for your rival, you know what your rival will do.

A dominated strategy is one that never does better than another strategy. With the assumption of rationality, you can rely on your rival never following a dominated strategy.

In the elimination process you remove all the dominated strategies, since they will not be followed by a rational player.

A Nash equilibrium is a combination of strategies where no player would want to deviate from their strategy.

A Nash equilibrium is not the same as a dominant strategy. A dominant strategy looks as one company in isolation, while a Nash equilibrium exist because of combined strategies.

A Nash equilibrium can contain dominant strategies, but not dominated strategies.

A Nash equilibrium does not have to contain dominant strategies.

A game does not have to contain a Nash equilibrium and can contain mere than one.

The prisoners dilemma is a concept describing the situation where all players would be better of, but where joint payoffs are not optimized, since players act in their own self interest.

Sequential games

In sequential games we can not use a matrix, but we can use a game tree instead.

Sequential games have a time element. The first decision starts the game.

Backward induction is used to solve a sequential game. This means elimination of actions at the final node and from there work forwards.

It can be important to make commitments, so rival firms believe your threats. Many threads are not credible.

Differences in simultaneous and sequential games

Simultaneous Sequential
Model used Matrix Game Tree
Time element No Yes
Prior knowledge of rivals action No Yes

Week 2

Reasons for cooperation

Competetion is not always in the companies best interest. The prisoners dilemma is an example of this.

There are two mechanisms to achieve cooperation between profit maximizing firms:

  1. Repeated games
  2. Commitment

Repeated games

The game does not happen only once, but is repeated. One player can threaten another player (If you does not behave cooperatively in this game, we will retaliate in the next game).

These kind of threats can enforce cooperation in some situations (Depends on the type of repeated games).

There are two types of repeated games:

  1. Finite repetition
  2. Infinite repetition

Finite repetition

It is clear from the beginning how often the game will be repeated and when it ends in games with finite repetition.
Backward induction is used in finite repetition to analyze the games. It has three stages:
  1. First consider the last stage of a game and determine the best action at this time
  2. With this information, determine what to do in the penultimate stage
  3. Continue until the best strategy for every stage of the game is found

In repeated games with finite repetition, we have the end game effect. This means that since there in the last stage of the game no longer is a threat of retaliation enforcing cooperation, then the outcome will be triggered as if a single game.

The end game effect is true for any prisoners’ dilemma with finite repetitions.

Infinite repetition

In games with infinite repetition there is no defined end of the game and the number of repetitions is not clear.
Every game is repeated of a probability of p.
Factors influencing cooperation:
  • Number of competitors
  • The interest rate
  • Degree of punishment

Commitment

There are two types of commitment:
  1. Aggressive commitment
  2. Cooperative commitment
Aggressive commitment is about eliminating moves which lead to unattractive equilibria. This will often change the game from a simultaneous game to a sequential game.

Cooperative commitment can be done in different ways:

  • Reputation building
  • Self-binding commitment
  • Most favored customer clause

Week 3

Complements

Product A and B are complements if the use of A has a positiv impact on the users’ utility of B and vice versa.
This can be written as:
U(A+B) > U(A) + U(B)
We call it surprising complements if the complements are also substitutes. If the competitor loweres the price of a substitute good, this decreases the market share, but if the substitute is also a complement then it will also increase the total size of the market, which result in a positive net effect.
This could for example be two competitors in a mall. If the competitor lowers the price, he will gain market share, but he will also increase the customer base for the entire mall.
Sometimes it makes sense to support the supplier of the complement. This can lead to:
  • Better quality of the complement
  • Higher sales of the complement

Both are also beneficial for the company’s own product since they are complements.

The company can also enter the complementary market and produce the complement themself.

Producing the complement internal in the company has the following disadvantages:

  • Market for complement may be unattractive
  • Complement may require competencies the firm lacks
  • Prospective customers might be put off by firm’s dominant position
Producing the complement internal in the company has the following advantages:
  • Better tailoring of complement to own product
  • Quality control for complement
  • Internalisation of the positive effects of the complement on own product (Cross subsidies, Bundling, increasing Lock-In)

Cross subsideries is when a company lowers the price on one product to gain higher margins on a complementary prodruct. E.g. when Sony sells the Playstation cheap (The Playstation 3 was initially sold for less than the production cost) to profit from the complement, video games.

Bundling is when products is sold as together in a bundle for a single price.

Lock-In is when customers occur high switching cost if they choose another competing product. This means that customers are not likely to switch.

Cooperation in markets with complements

Sometimes companies can be competitors in some markets and complementors in other markets. This doesn’t remove the competetion, but it decreases it. E.g. Sony and Apple. Both manufacture music electronic devices, but Sony is also a complementor to Apple’s Music store (Since Sony publish music).

Companies with complementary products benefits from cooperation. Strategic partnerships are very important in these markets.

Strategic partnership is a powerful way of:

  1. institutionalizing coordination
  2. formalising interests
Typical characteristics in strategic partnerships:
  • Shared decision making
  • Organisational linkages & coordination mechanisms (organisational integration)
  • Joint equity ownership (economic integration)

Week 4

There are four stages in the process of planning entry:

  1. Attractiveness of new market entry
  2. Choice of market
  3. Choice of entry type
  4. Entry strategy

Choice of market

The choice of market depends on to things:

  1. Market attractiveness
  2. Entry barriers

The most commonly used tool to describe market attractiveness is Porters Five Forces.

Porters Five Forces Framework

Apart from the five forces, we also have to consider government taxation and regulation, when analyzing attractiveness.

Entry barriers are defined as:

Factors that allow incumbent firms  to earn positive economic profits, while making it unprofitable for newcomers to enter the industry.

Entry barriers can be divided into to types:

  1. Structural entry barriers
  2. Strategic entry barriers

Examples of structural entry barriers:

  • Restricting others the access to key resources.
  • Supplier capacity
  • Patens
  • Having control over distribution channels
  • Location (Supermarkets)
  • Timing (Airlines)
  • Rationing by governments (Cabs)
  • Economies of scale (Minimum efficient scale and cost advantages)
  • Economies og scope (cost advantages)
  • Learning results in cost advantages.
  • Marketing advantages (Brand loyalty, switching costs)

Examples of strategic entry barriers:

 

Additional sources

Wikipedia – game theory: http://en.wikipedia.org/wiki/Game_theory

 

VN:F [1.9.22_1171]
Rating: 4.9/5 (20 votes cast)
Game theory - Notes from competetive strategy, 4.9 out of 5 based on 20 ratings
Share
facebooktwittergoogle_plusmail
Comments
  1. 11 år ago
    • 11 år ago
  2. 11 år ago
  3. 11 år ago
  4. 11 år ago
  5. 11 år ago
  6. 7 år ago
  7. 7 år ago
  8. 7 år ago
  9. 7 år ago
  10. 7 år ago
  11. 7 år ago
  12. 7 år ago
  13. 7 år ago
  14. 7 år ago
  15. 7 år ago
  16. 4 år ago
  17. 4 år ago
  18. 4 år ago
  19. 4 år ago
  20. 4 år ago
  21. 4 år ago
  22. 4 år ago
  23. 4 år ago
  24. 3 år ago

Skriv et svar

Din e-mailadresse vil ikke blive offentliggjort. Krævede felter er markeret med *

Disse HTML koder og attributter er tilladte: <a href="" title=""> <abbr title=""> <acronym title=""> <b> <blockquote cite=""> <cite> <code> <del datetime=""> <em> <i> <q cite=""> <strike> <strong>