Skip to main content

Wharton on Dynamic Competitive Strategy



Wharton on Dynamic Competitive Strategy

George S. Day (Editor), David J. Reibstein (Editor)

ISBN: 978-0-471-68957-7 August 2004 480 Pages



"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.
Introduction: The Dynamic Challenges for Theory and Practice 1


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


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


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


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