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Are
You More Capable Than Your Competitors Are Ruthless? |
In a competitive world, the best players win by setting the terms by
which others must compete.
2007 |
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Competing with China: Finding the Right Customers |
How are manufacturing firms in the United States supposed to compete
with the low-priced goods coming into this country from China? |
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Competition and Antitrust |
Presentation by Michael Porter |
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Competition Can Enhance a Firm's Survival |
Professor William Barnett finds that firms that try to avoid
competition incur hidden costs. Such companies are less likely to
develop new capabilities and may thus jeopardize their long-term
survival. |
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Competitive Agility |
A Source of Competitive Advantage Based on Speed and Variety. |
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Competitive Strategy and Real Estate Development |
By Michael Porter. This presentation was delivered to a group of
leading real estate executives who convened at Harvard Business
School in December 1989. The presentation’s analysis of the emerging
changes in real estate proved to correspond well with later events,
and the same principles remain important today. |
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Creating competitive advantage: Lessons from Smart Innovators |
They exist in every industry and everywhere around the globe -
companies that consistently outperform their competition. But what
do they have in common? 2006 |
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Dental Competitive Strategy: Cost Leadership or Differentiation? |
Dental practices compete on the basis of cost leadership or
differentiation, or some combination of both. This article deals
with the various factors that affect a dentist’s ability to increase
profitability through cost-leadership or differentiation strategies.
pdf |
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How
to Build Collaborative Advantage |
Today’s quest for competitive advantage is propelling companies to
focus on the ways in which their people the world over collaborate,
align, adapt and innovate. 2006 |
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In
search of competitive relevance |
Find out what it is, why it is important, and how you can embrace it
in your search for sustainable competitive advantage. |
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IT-Enabled Information Transparency: A Strategic Approach |
The use of information as a competitive advantage. This article
offers foundations and guidelines for sound transparency strategies
that are the result of over six years of field observations and
empirical research. 2008 |
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Managing Complexity: How To Capture Latent Value From Products,
Customers, and Operations |
Companies often respond to competitive pressures by adding
unnecessary complexity to their business. Including complexity
management as part of a comprehensive performance management program
can bring competitive advantage. |
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Sales and Distribution Strategy |
Achieving Competitive Advantage Through Sales and Distribution
Strategy. |
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Standing Tall Among Giants |
Across Europe, companies are competing against global leaders and
finding that it's not so impossible after all. 2004 |
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Stop Competing Yourself to Death |
Most companies compete too much and cooperate too little on
activities that hold little value to customers. As a result, they’re
hurting their margins and putting their future at risk. It’s time to
rethink basic assumptions about competition and collaboration. 2005 |
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Strategy in a Competitive Landscape |
In this era of change, there is no easy recipe for the success of
business organisations. The only way that companies can survive are
by realising the importance of revitalising themselves - both from
within and without. |
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The
Hardball Manifesto - Are You Playing to Play or Playing to Win |
There are two extremes in business competition today. Companies can
play softball, relying on weak tactics that look like strategies but
that actually do little more than keep the company in the game for
the short term. Or they can play hardball—employing tough strategies
designed to rout, not simply beat, competitors. 2004 |
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The
impact of new product launch strategies on competitive reaction in
industrial markets |
The present article investigates competitive reactions to new
product introductions. 1999 |
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Where and how to compete |
When demand is high, the bar is low. Almost everybody can get over
it. But in leaner times, the bar rises, and only the fittest
competitor can clear it. We need to choose more carefully where and
how to compete. |
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Winning While Losing: Competition Dynamics in the Presence of
Indirect Network Effects |
What determines competition dynamics in markets with indirect
network effects? The authors analyze this question in a
hardware-software framework, where software producers strategically
compete in quality upgrades. |
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