Wharton on Dynamic Competitive Strategy / Edition 1

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Wharton on Dyanmic Competitive Strategy The competitive challengesfacing you are more complex and fast-moving than ever. Thisenvironment demands dynamic competitive strategies-strategies thatanticipate and adjust to competitors' countermoves, shiftingcustomer demands, and changes in the business world. Wharton onDynamic Competitive Strategy offers new perspectives on competitivestrategy from a distinguished group of faculty at Wharton and otherleading business schools around the world. This book presents thebest insights from decades of research in key areas such ascompetitive strategy, simulations, game theory, scenario planning,public policy, and market-driven strategy. It represents the mostcohesive collection of insights on strategy ever assembled by aleading school of business. Developed for the thinking manager,Wharton on Dynamic Competitive Strategy provides deep insights intothe true dynamics of competition. In contrast to popular, quick-fixformulas for strategic success, this book provides perspectivesthat will help you better understand the underlying dynamics ofcompetitive interactions and make better strategic decisions in arapidly changing and uncertain world. The insights and approachespresented here are illustrated with real-world examples whichdemonstrate how these approaches can be applied to your strategicchallenges. These chapters will help you better address keystrategic issues such as:
* Anticipating competitors' responses using game theory,simulations, scenario planning, conjoint analysis, and othertools-and designing the best strategy in light of these expectedresponses
* Planning for multiple rounds of competition in the way that chessplayers think through multiple moves
* Understanding how changes in technology and public policy ormoves by competitors can undermine your current advantages orneutralize future advantages
* Broadening your range of options for reacting to moves bycompetitors
* Signaling and preempting rivals
This groundbreaking new book will change your view of strategy andgive you the tools you need to succeed in a dynamic and intenselychallenging world.

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Editorial Reviews

Philip Kotler
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.
Don Lehmann
An ambitious and welcomed effort at addressing strategy from an interdisciplinary perspective.
Jon M. Huntsman
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.
Sam Morasca
Provocative and meaningful . . . Provides an excellent framework for formulating strategy.
Dale Moss
A Rosetta stone for strategy. Read it and keep it by your side!
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Product Details

  • ISBN-13: 9780471172079
  • Publisher: Wiley
  • Publication date: 5/2/1997
  • Edition number: 1
  • Pages: 480
  • Product dimensions: 9.00 (w) x 6.00 (h) x 1.19 (d)

Meet the Author

GEORGE S. DAY, PhD, is a marketing professor at The Wharton School.He is widely recognized as the father of market-drivenstrategy.

DAVID J. REIBSTEIN, PhD, is a marketing professor at The WhartonSchool. He is the leading scholar in the field of competitivemarketing strategy.

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Table of Contents

Introduction: The Dynamic Challenges for Theory and Practice.


Chapter 1. Assessing Competitive Arenas: Who Are YourCompetitors? (G. Day).

Chapter 2. Maintaining Competitive Edge: Creating andSustaining Advantages in Dynamic Competitive Environments (G.Day).

Chapter 3. Integrating Policy Trends into Dynamic Advantage(E. Bailey).

Chapter 4. Technology-Driven Environmental Shifts and theSustainable Competitive Disadvantage of Previously DominantCompanies (E. Clemons). 


Chapter 5. Game Theory and Competitive Strategy (T. Ho & K.Weigelt).

Chapter 6. Behavioral Theory and Na├»ve StrategicReasoning (R. Meyer & D. Banks).

Chapter 7. Coevolution: Toward a Third Frame for AnalyzingCompetitive Decision Making (E. Johnson & J. Russo).

Chapter 8. Anticipating Reactions: Factors That Shape CompetitorResponses (S. Venkataraman, et al.).

Chapter 9. Understanding Competitive Relationships (J. Raju& A. Roy).


Chapter 10. Creative Strategies for Responding to CompetitiveActions (H. Gatignon & D. Reibstein).

Chapter 11. Preemptive Strategies (J. Wind).

Chapter 12. Signaling to Competitors (O. Heil etal.).

Chapter 13. Commitment: How Narrowing Options Can ImproveCompetitive Positions (L. Thomas).

Chapter 14. Antitrust Constraints to Competitive Strategy (D.Yao).


Chapter 15. Using Conjoint Analysis to View CompetitiveInteraction through the Customer's Eyes (P. Green & A.Krieger).

Chapter 16. The Competitive Dynamics of Capabilities: DevelopingStrategic Assets for Multiple Futures (P. Schoemaker & R.Amit).

Chapter 17. Putting the Lesson Before the Test: Using Simulationto Analyze and Develop Competitive Strategies (D. Reibstein &M. Chussil).



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Sort by: Showing all of 2 Customer Reviews
  • Anonymous

    Posted November 14, 2002

    An Excellent Book

    This book does an excellent job describing how strategic decision making applies to business. The book does not require advanced mathematical knowledge of game theory, and thus, it would be useful to any manager that wants to improve their company's competitive position. Each chapter could be a book of its own. Lesson Learned - "It's not want you want, it's what you want considering what everyone else wants".

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  • Anonymous

    Posted July 8, 2001

    Strategy research from the world's leading business school

    Both editors are marketing professors at The Wharton School (University of Pennsylvania), which is the world's leading business school (BusinessWeek and Financial Times). George Day is well-known for his market-driven strategy, while David Reibstein is one of the leading scholars in the field of competitive marketing strategy. The book is split in 4 parts, each consisting of 3-to-5 stand-alone chapters. Part I - Understanding Advantages in a Changing Competitive Environment - discusses competitive arenas, competitor analysis, and competitive advantage. The first two chapters expand largely on Michael Porter's (Harvard Business School) frameworks, whereby the other two chapters introduce approaches to include policy and technology trends into the strategic planning process. The aim of Part II - Anticipating Competitors' Actions - is to get inside the heads of competitors. Chapters 5 and 6 explain the possible use of the game theory within competitive strategy and strategic decision making. Chapter 7 builds on these chapters to integrate the economic frame (chapter 5), the behavioral frame (chapter 6), with an coevolution frame. The final chapters of this part introduce frameworks and approaches to understanding competitor response and competitive relationships. Part III - Formulating Dynamic Competitive Strategies - builds on the first two parts and introduces approaches to designing strategies. It introduces reactive strategies, preemptive strategies, signaling opportunities and uses, competitive positioning, and antitrust constraints (which is increasingly important to companies). In Part IV - Choosing Among Alternative Competitive Strategies - the three chapters introduce methods and frameworks for choosing the right strategy. Chapter 15, in which conjoint analysis is combined with scenario analysis, is perhaps the most complicated chapter of the book. Part IV also introduces the possibilities to use simulation tests for analyzing and testing strategies. Although this book is named 'Wharton on Dynamic Competitive Strategy', there are various chapters from other academic institutions. Each chapter is an excellent piece of work and can be read on a stand-alone basis. For beginners in the strategic field I recommend chapters 1 and 2 highly. The book is written in business US-English.

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