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 6
... market.3 Let us consider an example of intense competition driven by ... share, which is the world's largest, from nearly nothing within just three ... market leader in this industry, especially in the dry food segment.6 Quaker Oats's ...
... market.3 Let us consider an example of intense competition driven by ... share, which is the world's largest, from nearly nothing within just three ... market leader in this industry, especially in the dry food segment.6 Quaker Oats's ...
Página 7
... market share. Finally, consider the following examples of intense competition driving firms to corporate spying. Oracle Corporation hired a detective agency to spy on its rival, Microsoft. The detective agency allegedly stole two ...
... market share. Finally, consider the following examples of intense competition driving firms to corporate spying. Oracle Corporation hired a detective agency to spy on its rival, Microsoft. The detective agency allegedly stole two ...
Página 12
... 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 competitors—Sony, Microsoft, and Nintendo—have been slashing prices to ...
... 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 competitors—Sony, Microsoft, and Nintendo—have been slashing prices to ...
Página 14
... market share in every market, and new brand names are striving to reach new customers. Firms are simultaneously marketing products in such diverse locations as Pawtucket, Rhode Island, and Pretoria, South Africa. Figure 1.5 shows that ...
... market share in every market, and new brand names are striving to reach new customers. Firms are simultaneously marketing products in such diverse locations as Pawtucket, Rhode Island, and Pretoria, South Africa. Figure 1.5 shows that ...
Página 17
... market share has fallen from nearly 84 percent to 60 percent. More than 90 percent of consumers can now choose among ... markets as well as the assumptions and processes of daily business. Managers face increasing ambiguity about ...
... market share has fallen from nearly 84 percent to 60 percent. More than 90 percent of consumers can now choose among ... markets as well as the assumptions and processes of daily business. Managers face increasing ambiguity about ...
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 |