Description
Book SynopsisThis book addresses one of the most pervasive issues on the corporate agenda: staying competitive. Wharton on Dynamic Competitive Strategy is not only a rich source of ideas and concepts but a valuable guide to help readers triumph in todaya s marketplace. George S. Day (Philadelphia, PA) is the Geoffrey T. Boisi Professor of Marketing.
Trade ReviewWHARTON 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 and 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
Table of ContentsIntroduction: 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 Naïve 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
