Wharton On Dynamic Competitive Strategy

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The book provides managers and students of competitive markets with an advanced tool box of innovative methods, techniques and approaches they can use when facing competitive challenges. While it has always been necessary to stay one step ahead of the competition, today companies need to anticipate future competitive moves and appropriate reactions to their moves. It provides the reader with the latest thinking and research on competitor analysis. It's a book to guide the thinking of practitioners who face immediate and long-run challenges from their competition.

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George S. Day is a marketing professor at The Wharton School. He is widely recognized as the father of market-driven strategy. David J. Reibstein, 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 Table of Contents 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 Competitors' Actions. Chapter 5. Game Theory and Competitive Strategy (T. Ho & K. Weigelt). Chapter 6. Behavioral Theory and Na?ve 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 Customer'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.