"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
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
DAVID J. REIBSTEIN, PhD, is a marketing professor at The Wharton School. He is a leading scholar in the field of competitive marketing strategy.
ROBERT E. GUNTHER was the coordinating writer for Wharton on Managing Emerging Technologies and Wharton on Dynamic Competitive Strategy.