Wharton on dynamic competitive strategy

著者

書誌事項

Wharton on dynamic competitive strategy

editors, George S. Day and David J. Reibstein, with Robert E. Gunther

John Wiley, c1997

  • : hbk
  • : pbk

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注記

Includes index

内容説明・目次

内容説明

WHARTON on DYNAMIC COMPETITIVE STRATEGY "A valuable contribution, this insightful book makes it clear that strategy is not a one-time search for a sustainable competitive advantage, but a continuous monitoring of the environment, consumers, and competitors with the object of making the right moves in a dynamically changing competitive landscape." -Philip Kotler S.C. Johnson & Sons Distinguished Professor of International Marketing J. L. Kellogg Graduate School of Management Northwestern University. "An ambitious and welcomed effort at addressing strategy from an interdisciplinary perspective." -Professor Don Lehmann Columbia University Graduate School of Business. "Wharton on Dynamic Competitive Strategy weaves together an unprecedented interdisciplinary analysis of competitive strategies that any global manager should consider indispensable reading...An impressive book." -Jon M. Huntsman, Sr. Chairman and CEO Huntsman Corporation. "Provocative and meaningful . . . Provides an excellent framework for formulating strategy." -Sam Morasca Vice President, Marketing Shell Oil Products Company. "A Rosetta stone for strategy. Read it and keep it by your side!" -Dale Moss Executive Vice President, Sales and Marketing USA British Airways, New York The competitive challenges facing you are more complex and fast-moving than ever. This environment demands dynamic competitive strategies-strategies that anticipate and adjust to competitors' countermoves, shifting customer demands, and changes in the business world. Wharton on Dynamic Competitive Strategy offers new perspectives on competitive strategy from a distinguished group of faculty at Wharton and other leading business schools around the world. This book presents the best insights from decades of research in key areas such as competitive strategy, simulations, game theory, scenario planning, public policy, and market-driven strategy. It represents the most cohesive collection of insights on strategy ever assembled by a leading school of business. Developed for the thinking manager, Wharton on Dynamic Competitive Strategy provides deep insights into the true dynamics of competition. In contrast to popular, quick-fix formulas for strategic success, this book provides perspectives that will help you better understand the underlying dynamics of competitive interactions and make better strategic decisions in a rapidly changing and uncertain world. The insights and approaches presented here are illustrated with real-world examples which demonstrate how these approaches can be applied to your strategic challenges. These chapters will help you better address key strategic issues such as: * Anticipating competitors' responses using game theory, simulations, scenario planning, conjoint analysis, and other tools-and designing the best strategy in light of these expected responses * Planning for multiple rounds of competition in the way that chess players think through multiple moves * Understanding how changes in technology and public policy or moves by competitors can undermine your current advantages or neutralize future advantages * Broadening your range of options for reacting to moves by competitors * Signaling and preempting rivals. This groundbreaking new book will change your view of strategy and give you the tools you need to succeed in a dynamic and intensely challenging world.

目次

Introduction: The Dynamic Challenges for Theory and Practice 1 PART I: UNDERSTANDING ADVANTAGES IN A CHANGING COMPETITIVE ENVIRONMENT 19 Chapter 1. Assessing Competitive Arenas: Who Are Your Competitors? 23 George S. Day Chapter 2. Maintaining Competitive Edge: Creating and Sustaining Advantages in Dynamic Competitive Environments 48 George S. Day Chapter 3. Integrating Policy Trends into Dynamic Advantage 76 Elizabeth E. Bailey Chapter 4. Technology-Driven Environmental Shifts and the Sustainable Competitive Disadvantage of Previously Dominant Companies 99 Eric K. Clemons PART II: ANTICIPATING COMPETITORS' ACTIONS 123 Chapter 5. Game Theory and Competitive Strategy 127 Teck Hua Ho and Keith Weigelt Chapter 6. Behavioral Theory and Naive Strategic Reasoning 151 Robert J. Meyer and Darryl Banks Chapter 7. Coevolution: Toward a Third Frame for Analyzing Competitive Decision Making 177 Eric J. Johnson and J. Edward Russo Chapter 8. Anticipating Reactions: Factors That Shape Competitor Responses 198 S. Venkataraman, Ming-Jer Chen, and Ian C. MacMillan Chapter 9. Understanding Competitive Relationships 220 Jagmohan S. Raju and Abhik Roy PART III: FORMULATING DYNAMIC COMPETITIVE STRATEGIES 233 Chapter 10. Creative Strategies for Responding to Competitive Actions 237 Hubert Gatignon and David Reibstein Chapter 11. Preemptive Strategies 256 Jerry Wind Chapter 12. Signaling to Competitors 277 Oliver P. Heil, George S. Day, and David J. Reibstein Chapter 13. Commitment: How Narrowing Options Can Improve Competitive Positions 293 Louis A. Thomas Chapter 14. Antitrust Constraints to Competitive Strategy 313 Dennis A. Yao PART IV: CHOOSING AMONG ALTERNATIVE COMPETITIVE STRATEGIES 339 Chapter 15. Using Conjoint Analysis to View Competitive Interaction through the Customer's Eyes 343 Paul E. Green and Abba M. Krieger Chapter 16. The Competitive Dynamics of Capabilities: Developing Strategic Assets for Multiple Futures 368 Paul J. H. Schoemaker and Raphael Amit Chapter 17. Putting the Lesson Before the Test: Using Simulation to Analyze and Develop Competitive Strategies 395 David J. Reibstein and Mark J. Chussil Notes 424 Index 451

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