Strategy As Action: Competitive Dynamics and Competitive AdvantageOxford University Press, 2005 M08 25 - 288 páginas Strategy as Action presents an action plan for how firms can build, improve, and defend their competitive advantage at every stage of their life cycle. For start-up firms entering a market, it provides a model for exploiting competitive uncertainty and blind spots; for growth firms who have established some market advantages, it provides an action plan for exploiting relative resources; for mature firms, it explains how to exploit market position; finally, for firms that have no decisive resource advantage, it provides an action plan based on firm co-operative reactions. |
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... AT&T Wireless introduced its Digital One Rate service, which combined local, long-distance, and roaming service into its pricing plans. Since then, nearly all major rivals have quickly and successfully imitated AT&T Wireless and offered ...
... AT&T Wireless introduced its Digital One Rate service, which combined local, long-distance, and roaming service into its pricing plans. Since then, nearly all major rivals have quickly and successfully imitated AT&T Wireless and offered ...
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... AT&T matched or cut their long-distance rates to counter falling market share. On the day of the announcement of the price cuts, however, the stock prices of all three firms dropped.28 In the video game industry, the top three ...
... AT&T matched or cut their long-distance rates to counter falling market share. On the day of the announcement of the price cuts, however, the stock prices of all three firms dropped.28 In the video game industry, the top three ...
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... AT&T breakup, the company's long-distance market share has fallen from nearly 84 percent to 60 percent. More than 90 percent of consumers can now choose among several long-distance telephone carriers. Deregulation has also contributed ...
... AT&T breakup, the company's long-distance market share has fallen from nearly 84 percent to 60 percent. More than 90 percent of consumers can now choose among several long-distance telephone carriers. Deregulation has also contributed ...
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... AT&T was broken up into the 1984 1986 1989 1990–1991 1991 1992 1995 1996 Cable to the home Financial institutions Natural gas Banking International telecommunications Electricity Surface freight Telecommunications regional Bell systems ...
... AT&T was broken up into the 1984 1986 1989 1990–1991 1991 1992 1995 1996 Cable to the home Financial institutions Natural gas Banking International telecommunications Electricity Surface freight Telecommunications regional Bell systems ...
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Contenido
Part II Strategic Paradigms of Competitive Advantage | 29 |
Part III ActionBased Dynamic Model of Competitive Advantage | 81 |
Notes | 239 |
Index | 269 |
Otras ediciones - Ver todas
Strategy As Action: Competitive Dynamics and Competitive Advantage Curtis M. Grimm,Hun Lee,Ken G. Smith,Ken G Smith Vista previa limitada - 2006 |
Strategy As Action: Competitive Dynamics and Competitive Advantage Curtis M. Grimm,Hun Lee,Ken G. Smith Vista previa limitada - 2005 |
Strategy As Action: Competitive Dynamics and Competitive Advantage Curtis M. Grimm,Hun Lee,Ken G. Smith Vista previa limitada - 2005 |
Términos y frases comunes
Academy of Management achieve action model actions and reactions aggressive antitrust laws AT&T barriers blind spots brand buyers C. K. Prahalad Cendant challengers chapter co-optive actions compete competitive action competitive advantage competitive response competitive uncertainty competitor analysis cooperative customers deterrent actions dominant firm dynamic economic effective entrepreneurial actions entry environment example exploit first-mover Five Forces focal firm framework game theory Harvard Business School Holiday Holiday Inn imitate increase industry leaders innovation Kmart Kodak low-cost M. E. Porter manufacturing market share Michael Porter Microsoft model of advantage monopoly opportunities organizational patents payoffs Pepsi percent performance predatory pricing price cuts product or service profit relative market position relative resource relative resource position resource advantages resource-based view retail Ricardian actions rivalry Second Cup segment significant specific Starbucks strategic group Strategic Management Journal strategy suppliers U.S. airline industry uncertainty and blind value chain Wal-Mart
Referencias a este libro
Intermodale Wettbewerbsdynamik im europäischen Personenverkehr ... Caroline Heuermann,Caroline Porwoll Vista previa limitada - 2007 |