Die Wharton Business School ist die älteste Institution ihrer Art in Amerika und eine der bestangesehenen der Welt. Ein Expertenteam aus fünf verschiedenen Fachgebieten in Wharton diskutiert hier eine der wichtigsten Fragen für ein Unternehmen der Gegenwart - die Sicherung der Wettbewerbsfähigkeit. Neueste Konzepte kreativer Strategien werden vorgestellt.
Die Wharton Business School ist die älteste Institution ihrer Art in Amerika und eine der bestangesehenen der Welt. Ein Expertenteam aus fünf verschiedenen Fachgebieten in Wharton diskutiert hier eine der wichtigsten Fragen für ein Unternehmen der Gegenwart - die Sicherung der Wettbewerbsfähigkeit. Neueste Konzepte kreativer Strategien werden vorgestellt.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
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.
Inhaltsangabe
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? 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
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? 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
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