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 vii
... example, the opening chapter discusses the evolving competitive environment, including the phenomena of deregulation and privatization, globalization, and technological change that motivate and necessitate the action-oriented approach ...
... example, the opening chapter discusses the evolving competitive environment, including the phenomena of deregulation and privatization, globalization, and technological change that motivate and necessitate the action-oriented approach ...
Página 6
... example of intense competition driven by technological change. Broadcasters in television and radio face an ever-increasing number of rivals from conventional and innovative entrants. Over the past decade, more than 600 new television ...
... example of intense competition driven by technological change. Broadcasters in television and radio face an ever-increasing number of rivals from conventional and innovative entrants. Over the past decade, more than 600 new television ...
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... examples highlight both the innovativeness and the urgency of competition in this new age. The first example from the wireless service industry illustrates how quickly and easily rivals can imitate a first-mover's competitive action and ...
... examples highlight both the innovativeness and the urgency of competition in this new age. The first example from the wireless service industry illustrates how quickly and easily rivals can imitate a first-mover's competitive action and ...
Página 10
... example, in the airline industry the average number of firm moves, both actions and reactions, per year grew from 3.25 in 1978 to eight in 1986. In the software industry, the average number of moves per firm increased from just over one ...
... example, in the airline industry the average number of firm moves, both actions and reactions, per year grew from 3.25 in 1978 to eight in 1986. In the software industry, the average number of moves per firm increased from just over one ...
Página 36
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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 |