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Summary
Summary
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.
Author Notes
GEORGE S. DAY, PhD, is a marketing professor at The Wharton School. He is widely recognized as the father of market-driven strategy.
DAVID J. REIBSTEIN, PhD, is a marketing professor at The Wharton School. He is the leading scholar in the field of competitive marketing strategy.
Reviews 1
Choice Review
This long, important volume originated from ongoing colloquia at the Wharton School (Univ. of Pennsylvania). Wharton marketing faculty authors dominate its 17 chapters; four balanced divisions organize the strategic cycle: "Analyzing the Competitive Environment"; "Anticipating Competitors' Actions and Reactions"; "Formulating Dynamic Strategies"; and, "Choosing among Alternate Strategies." Apparent throughout is the debt to Michael E. Porter's pioneering Competitive Strategy (CH, Feb'81). While each chapter specializes, the whole is remarkably concerted in pursuing the theme of strategy and interactions with competitors' responses over time. Approaches range from the practical and well known (e.g., preemption, signaling) to the more sophisticated and esoteric (e.g., game theory, conjoint analysis). This breadth permits not only check lists for practical inquiries but also citations to recent academic journal literature, particularly in marketing. Although the collection must mostly ignore other functional areas and such essential implementation aspects as the organization's culture, structure, and systems, it is highly recommended for covering and penetrating its chosen, critical area. Upper-division undergraduate through professional. J. C. Thompson; emeritus, University of Connecticut
Table of Contents
| Introduction: The Dynamic Challenges for Theory and Practice | p. 1 |
| Part I Understanding Advantages in a Changing Competitive Environment | p. 19 |
| Chapter 1 Assessing Competitive Arenas: Who Are Your Competitors? | p. 23 |
| Chapter 2 Maintaining the Competitive Edge: Creating and Sustaining Advantages in Dynamic Competitive Environments | p. 48 |
| Chapter 3 Integrating Policy Trends into Dynamic Advantage | p. 76 |
| Chapter 4 Technology-Driven Environmental Shifts and the Sustainable Competitive Disadvantage of Previously Dominant Companies | p. 99 |
| Part II Anticipating Competitors' Actions | p. 123 |
| Chapter 5 Game Theory and Competitive Strategy | p. 127 |
| Chapter 6 Behavioral Theory and Naive Strategic Reasoning | p. 151 |
| Chapter 7 Coevolution: Toward a Third Frame for Analyzing Competitive Decision Making | p. 177 |
| Chapter 8 Anticipating Reactions: Factors That Shape Competitor Responses | p. 198 |
| Chapter 9 Understanding Competitive Relationships | p. 220 |
| Part III Formulating Dynamic Competitive Strategies | p. 233 |
| Chapter 10 Creative Strategies for Responding to Competitive Actions | p. 237 |
| Chapter 11 Preemptive Strategies | p. 256 |
| Chapter 12 Signaling to Competitors | p. 277 |
| Chapter 13 Commitment: How Narrowing Options Can Improve Competitive Positions | p. 293 |
| Chapter 14 Antitrust Constraints to Competitive Strategy | p. 313 |
| Part IV Choosing Among Alternative Competitive Strategies | p. 339 |
| Chapter 15 Using Conjoint Analysis to View Competitive Interaction through the Customer's Eyes | p. 343 |
| Chapter 16 The Competitive Dynamics of Capabilities: Developing Strategic Assets for Multiple Futures | p. 368 |
| Chapter 17 Putting the Lesson before the Test: Using Simulation to Analyze and Develop Competitive Strategies | p. 395 |
| Notes | p. 424 |
| Index | p. 451 |
