- Häftad (Paperback / softback)
- Antal sidor
- John Wiley & Sons Inc
- Gunther, Robert E.
- 228 x 152 x 32 mm
- Antal komponenter
- 23:B&W 6 x 9 in or 229 x 152 mm Perfect Bound on White w/Gloss Lam
- 580 g
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Wharton on Dynamic Competitive Strategy
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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 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
Bloggat om Wharton on Dynamic Competitive Strategy
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 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.
Introduction: The Dynamic Challenges for Theory and Practice. PART I: UNDERSTANDING ADVANTAGES IN A CHANGING COMPETITIVE ENVIRONMENT. Chapter 1. Assessing Competitive Arenas: Who Are Your Competitors? (G. Day). Chapter 2. Maintaining Competitive Edge: Creating and Sustaining Advantages in Dynamic Competitive Environments (G. Day). Chapter 3. Integrating Policy Trends into Dynamic Advantage (E. Bailey). Chapter 4. Technology--Driven Environmental Shifts and the Sustainable Competitive Disadvantage of Previously Dominant Companies (E. Clemons). PART II: ANTICIPATING COMPETITORSa ACTIONS. Chapter 5. Game Theory and Competitive Strategy (T. Ho & K. Weigelt). Chapter 6. Behavioral Theory and Naive Strategic Reasoning (R. Meyer & D. Banks). Chapter 7. Coevolution: Toward a Third Frame for Analyzing Competitive Decision Making (E. Johnson & J. Russo). Chapter 8. Anticipating Reactions: Factors That Shape Competitor Responses (S. Venkataraman, et al.). Chapter 9. Understanding Competitive Relationships (J. Raju & A. Roy). PART III: FORMULATING DYNAMIC COMPETITIVE STRATEGIES. Chapter 10. Creative Strategies for Responding to Competitive Actions (H. Gatignon & D. Reibstein). Chapter 11. Preemptive Strategies (J. Wind). Chapter 12. Signaling to Competitors (O. Heil et al.). Chapter 13. Commitment: How Narrowing Options Can Improve Competitive Positions (L. Thomas). Chapter 14. Antitrust Constraints to Competitive Strategy (D. Yao). PART IV: CHOOSING AMONG ALTERNATIVE COMPETITIVE STRATEGIES. Chapter 15. Using Conjoint Analysis to View Competitive Interaction through the Customera s Eyes (P. Green & A. Krieger). Chapter 16. The Competitive Dynamics of Capabilities: Developing Strategic Assets for Multiple Futures (P. Schoemaker & R. Amit). Chapter 17. Putting the Lesson Before the Test: Using Simulation to Analyze and Develop Competitive Strategies (D. Reibstein & M. Chussil). Notes. Index.