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| Author | : J. Scott Armstrong |
| Publisher | : |
| Total Pages | : 18 |
| Release | : 1991 |
| Genre | : |
| ISBN | : |
| Author | : J. Scott Armstrong |
| Publisher | : |
| Total Pages | : |
| Release | : 2011 |
| Genre | : |
| ISBN | : |
Competitor-oriented objectives, such as market-share targets, are promoted by academics and are commonly used by firms. A 1996 review of the evidence, summarized in this paper, found that competitor-oriented objectives reduced profitability. We describe new evidence from 12 studies, one of which is introduced in this paper. The new evidence supports the conclusion that competitor-oriented objectives are harmful, especially when managers receive information about competitors' market shares. The evidence appears to have had little effect on managers' decisions and on what is taught in business schools.
| Author | : J. Scott Armstrong |
| Publisher | : |
| Total Pages | : 0 |
| Release | : 2011 |
| Genre | : |
| ISBN | : |
Managers are often advised, beat your competitors, which sometimes contrasts with the advice, do the best for your firm. This may lead managers to focus on comparative measures such as market share. Drawing on game theory, the authors hypothesize that managers are competitor oriented under certain conditions, in particular, when they are provided with information about competitors' performance. Empirical studies lead to the additional hypothesis that a competitor orientation is detrimental to performance. To examine these hypotheses, the authors conduct two studies. The first is a laboratory study in which 1,016 subjects made pricing decisions. When information about the competitor's profits was provided, over 40% of the subjects were willing to sacrifice part of their company's profits to beat or harm the competitor. Such competitor- oriented behavior occurred across a variety of treatments. The second is a field study used to examine the performance over a half-century of 20 large U.S. firms with differing objectives. Firms with competitor-oriented (market, share) objectives were less profitable and less likely to survive than those whose objectives were directly oriented to profits.
| Author | : Jon Scott Armstrong |
| Publisher | : |
| Total Pages | : 21 |
| Release | : 2005 |
| Genre | : Competition |
| ISBN | : |
| Author | : Richard Miniter |
| Publisher | : Currency |
| Total Pages | : 192 |
| Release | : 2002-10-15 |
| Genre | : Business & Economics |
| ISBN | : 1400047382 |
Richard Miniter skewers the sacred cow of market share and debunks the conventional wisdom that corporate profits rise as you grab more territory in the marketplace. Market share is the fool’s gold of modern business. In reality, companies that maximize market share end up minimizing profits, while their smarter rivals earn higher returns. Three times out of four, on average, the most profitable firm is not the one with the largest slice of the market. Yet the myth of market share continues to hobble and kill great companies, while smaller competitors dig out real profits. Executives, entrepreneurs, investors, and regulators will learn why megamergers often fail, brand extensions wither, and stocks tumble. The Myth of Market Share also reveals a positive and proven strategy for transforming a company into a profit leader. Richard Miniter recounts many cautionary tales of great companies that refused to change—and outlines the practical plans of those that changed and flourished. Managers and investors will profit from knowing why Dell prospers by treating market share as a benchmark, not as a goal. Executives and entrepreneurs can retool their strategies by examining the case studies in this book, including Ryanair, an upstart Irish air carrier that transformed itself into the world’s most profitable airline; International Paper, a manufacturing Goliath that tried to buy success; Boeing, the plane maker that pulled out of a steep dive by jettisoning its market share strategies; and DaimlerChrysler, the carmaker that stalled when it tried to be all things to all people. By providing a road map for persuading doubtful colleagues and leading a company to profit leadership, The Myth of Market Share is an entertaining, historical review and leadership tutorial, delivering proven strategies for generating long-term profits and sustainable growth during these uncertain times.
| Author | : Farinha, Luís |
| Publisher | : IGI Global |
| Total Pages | : 335 |
| Release | : 2020-05-29 |
| Genre | : Business & Economics |
| ISBN | : 1799836304 |
Industry and academia should capture significant value through adopting design-led innovation to improve opportunities for success. Skills and capabilities should serve as a basis for adopting new breakthroughs in design-driven innovation. The development of an infrastructure and centers of excellence with the capacity to respond to new market needs, combined with enhanced networking capabilities, will allow companies to be more innovative and competitive. The Handbook of Research on Driving Industrial Competitiveness With Innovative Design Principles is an essential publication that focuses on the relationship between innovation and competitiveness in business. Featuring coverage on a broad range of topics including open innovation, business incubators, and competitiveness dynamics, this book is ideally designed for entrepreneurs, government officials, executives, managers, investors, policymakers, researchers, academicians, and students interested in furthering their knowledge of pertinent topics on product design and commercialization, new models for academia-industry partnerships, and regional entrepreneurial ecosystems based on design principles.
| Author | : Richard Rumelt |
| Publisher | : Currency |
| Total Pages | : 338 |
| Release | : 2011-07-19 |
| Genre | : Business & Economics |
| ISBN | : 0307886239 |
Good Strategy/Bad Strategy clarifies the muddled thinking underlying too many strategies and provides a clear way to create and implement a powerful action-oriented strategy for the real world. Developing and implementing a strategy is the central task of a leader. A good strategy is a specific and coherent response to—and approach for—overcoming the obstacles to progress. A good strategy works by harnessing and applying power where it will have the greatest effect. Yet, Rumelt shows that there has been a growing and unfortunate tendency to equate Mom-and-apple-pie values, fluffy packages of buzzwords, motivational slogans, and financial goals with “strategy.” In Good Strategy/Bad Strategy, he debunks these elements of “bad strategy” and awakens an understanding of the power of a “good strategy.” He introduces nine sources of power—ranging from using leverage to effectively focusing on growth—that are eye-opening yet pragmatic tools that can easily be put to work on Monday morning, and uses fascinating examples from business, nonprofit, and military affairs to bring its original and pragmatic ideas to life. The detailed examples range from Apple to General Motors, from the two Iraq wars to Afghanistan, from a small local market to Wal-Mart, from Nvidia to Silicon Graphics, from the Getty Trust to the Los Angeles Unified School District, from Cisco Systems to Paccar, and from Global Crossing to the 2007–08 financial crisis. Reflecting an astonishing grasp and integration of economics, finance, technology, history, and the brilliance and foibles of the human character, Good Strategy/Bad Strategy stems from Rumelt’s decades of digging beyond the superficial to address hard questions with honesty and integrity.
| Author | : Jean-Jacques Lambin |
| Publisher | : Presses univ. de Louvain |
| Total Pages | : 198 |
| Release | : 2013-04-03 |
| Genre | : Business & Economics |
| ISBN | : 9782874631191 |
This essay attempts to structure a forward-looking approach to the evolving role of marketing in today's economy. Many organisations today recognize the need to become more market responsive in the global and interconnected market in which they operate.
| Author | : Adam M. Brandenburger |
| Publisher | : Crown Currency |
| Total Pages | : 305 |
| Release | : 1997-12-29 |
| Genre | : Business & Economics |
| ISBN | : 0385479506 |
Now available in paperback, with an all new Reader's guide, The New York Times and Business Week bestseller Co-opetition revolutionized the game of business. With over 40,000 copies sold and now in its 9th printing, Co-opetition is a business strategy that goes beyond the old rules of competition and cooperation to combine the advantages of both. Co-opetition is a pioneering, high profit means of leveraging business relationships. Intel, Nintendo, American Express, NutraSweet, American Airlines, and dozens of other companies have been using the strategies of co-opetition to change the game of business to their benefit. Formulating strategies based on game theory, authors Brandenburger and Nalebuff created a book that's insightful and instructive for managers eager to move their companies into a new mind set.
| Author | : Alan G. Lafley |
| Publisher | : Harvard Business Press |
| Total Pages | : 274 |
| Release | : 2013 |
| Genre | : Business & Economics |
| ISBN | : 142218739X |
Explains how companies must pinpoint business strategies to a few critically important choices, identifying common blunders while outlining simple exercises and questions that can guide day-to-day and long-term decisions.
