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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Página 7
Competitive Dynamics and Competitive Advantage Curtis M. Grimm, Hun Lee, Ken G. Smith. made Quaker Oats the number two player in the dry food segment of the pet food industry.7 Ralston's response was swift and aggressive. Within weeks of ...
Competitive Dynamics and Competitive Advantage Curtis M. Grimm, Hun Lee, Ken G. Smith. made Quaker Oats the number two player in the dry food segment of the pet food industry.7 Ralston's response was swift and aggressive. Within weeks of ...
Página 9
Competitive Dynamics and Competitive Advantage Curtis M. Grimm, Hun Lee, Ken G. Smith. Figure 1.1 Disruptive Competition. reaction, one important measure of fast-paced competition is the speed with which firms respond to one another's ...
Competitive Dynamics and Competitive Advantage Curtis M. Grimm, Hun Lee, Ken G. Smith. Figure 1.1 Disruptive Competition. reaction, one important measure of fast-paced competition is the speed with which firms respond to one another's ...
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Competitive Dynamics and Competitive Advantage Curtis M. Grimm, Hun Lee, Ken G. Smith. as response speed increases, the time window for earning first-mover advantages is narrowed. Studies have found that the returns of first movers who ...
Competitive Dynamics and Competitive Advantage Curtis M. Grimm, Hun Lee, Ken G. Smith. as response speed increases, the time window for earning first-mover advantages is narrowed. Studies have found that the returns of first movers who ...
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Competitive Dynamics and Competitive Advantage Curtis M. Grimm, Hun Lee, Ken ... response has largely resulted in increased price discounting for many ... Competition in the Twenty-First Century. Figure 1.5 Foreign. DISRUPTIVE COMPETITION 11.
Competitive Dynamics and Competitive Advantage Curtis M. Grimm, Hun Lee, Ken ... response has largely resulted in increased price discounting for many ... Competition in the Twenty-First Century. Figure 1.5 Foreign. DISRUPTIVE COMPETITION 11.
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Competitive Dynamics and Competitive Advantage Curtis M. Grimm, Hun Lee, Ken G. Smith. powerful brands such as Kraft, Frito-Lay, and Procter & Gamble have cut prices in response to increased competition from private labels.26 There seems ...
Competitive Dynamics and Competitive Advantage Curtis M. Grimm, Hun Lee, Ken G. Smith. powerful brands such as Kraft, Frito-Lay, and Procter & Gamble have cut prices in response to increased competition from private labels.26 There seems ...
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 |