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
... services and pricing plans were initiated by most rivals, the number jumped ... service provider can own in any given market.3 Let us consider an example of ... product, Gravy Train, represented a major threat to Ralston because it made ...
... services and pricing plans were initiated by most rivals, the number jumped ... service provider can own in any given market.3 Let us consider an example of ... product, Gravy Train, represented a major threat to Ralston because it made ...
Página 7
... product introductions. Ralston also quickly moved into the declining semimoist dog food segment, where Quaker Oats had the leading product ... service industry illustrates how quickly and easily rivals can imitate a first-mover's competitive ...
... product introductions. Ralston also quickly moved into the declining semimoist dog food segment, where Quaker Oats had the leading product ... service industry illustrates how quickly and easily rivals can imitate a first-mover's competitive ...
Página 10
... Service reports that the number of new products introduced in consumer ... product cycles have shrunk to as short as six months.18 In the automobile ... Product Introductions of Consumer Packaged Goods, 1987–. 10 THE NEW COMPETITIVE ADVANTAGE.
... Service reports that the number of new products introduced in consumer ... product cycles have shrunk to as short as six months.18 In the automobile ... Product Introductions of Consumer Packaged Goods, 1987–. 10 THE NEW COMPETITIVE ADVANTAGE.
Página 11
... product cycle to one year on future cars,19 while BMW intends to introduce a ... products, another competitor introduces its next generation of products, offering ... Service. Figure 1.4 Competition in the Twenty-First Century. Figure 1.5 ...
... product cycle to one year on future cars,19 while BMW intends to introduce a ... products, another competitor introduces its next generation of products, offering ... Service. Figure 1.4 Competition in the Twenty-First Century. Figure 1.5 ...
Página 20
... products, and speed responses to changing demands—all while reducing inventory requirements. As a result, the long-established emphasis on standardized products and services may be coming to an end. The ability to tailor a product or ...
... products, and speed responses to changing demands—all while reducing inventory requirements. As a result, the long-established emphasis on standardized products and services may be coming to an end. The ability to tailor a product or ...
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 |