Wharton on Dynamic Competitive Strategy

  • ID: 2326420
  • Book
  • 480 Pages
  • John Wiley and Sons Ltd
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Praise for 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 & Son Distinguished Professor of International Marketing, Kellogg Graduate School of Management Northwestern University

"An ambitious and welcomed effort at addressing strategy from an interdisciplinary perspective."
Don Lehmann, George E. Warren Professor of Business
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 of Marketing, Shell Oil Products Company

"A Rosetta stone for strategy. Read it and keep it by your side!"
Dale Moss, former director of worldwide sales, British Airways

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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? 23George S. Day

Chapter 2. Maintaining Competitive Edge: Creating and Sustaining Advantages in Dynamic Competitive Environments 48George S. Day

Chapter 3. Integrating Policy Trends into Dynamic Advantage 76Elizabeth E. Bailey

Chapter 4. Technology–Driven Environmental Shifts and the Sustainable Competitive Disadvantage of Previously Dominant Companies 99Eric K. Clemons

PART II: ANTICIPATING COMPETITORS′ ACTIONS 123

Chapter 5. Game Theory and Competitive Strategy 127Teck Hua Ho and Keith Weigelt

Chapter 6. Behavioral Theory and Naïve Strategic Reasoning 151Robert J. Meyer and Darryl Banks

Chapter 7. Coevolution: Toward a Third Frame for Analyzing Competitive Decision Making 177Eric J. Johnson and J. Edward Russo

Chapter 8. Anticipating Reactions: Factors That Shape Competitor Responses 198S. Venkataraman, Ming–Jer Chen, and Ian C. MacMillan

Chapter 9. Understanding Competitive Relationships 220Jagmohan S. Raju and Abhik Roy

PART III: FORMULATING DYNAMIC COMPETITIVE STRATEGIES 233

Chapter 10. Creative Strategies for Responding to Competitive Actions 237Hubert Gatignon and David Reibstein

Chapter 11. Preemptive Strategies 256Jerry Wind

Chapter 12. Signaling to Competitors 277Oliver P. Heil, George S. Day, and David J. Reibstein

Chapter 13. Commitment: How Narrowing Options Can Improve Competitive Positions 293Louis A. Thomas

Chapter 14. Antitrust Constraints to Competitive Strategy 313Dennis A. Yao

PART IV: CHOOSING AMONG ALTERNATIVE COMPETITIVE STRATEGIES 339

Chapter 15. Using Conjoint Analysis to View Competitive Interaction through the Customer′s Eyes 343Paul E. Green and Abba M. Krieger

Chapter 16. The Competitive Dynamics of Capabilities: Developing Strategic Assets for Multiple Futures 368Paul J. H. Schoemaker and Raphael Amit

Chapter 17. Putting the Lesson Before the Test: Using Simulation to Analyze and Develop Competitive Strategies 395David J. Reibstein and Mark J. Chussil

Notes 424

Index 451

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George S. Day
David J. Reibstein
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