Strategy as Action presents an action plan for how firms can build, improve, and defend their competitive advantage at every stage of their life cycle. For start-up firms entering a market, it provides a model for exploiting competitive uncertainty and blind spots; for growth firms who have established some market advantages, it provides an action plan for exploiting relative resources; for mature firms, it explains how to exploit market position; finally, for firms that have no decisive resource advantage, it provides an action plan based on firm co-operative reactions.... in the pricing war, and the respondera#39;s best option is to refrain from prompting escalation of the conflict until it improves its cost structure. ... Yet it was only in 1979, when U.S. producers were making millions of microwave ovens, that Samsung got its start, producing a few very crude ovens. In fact ... a#39;a#39;From now on, GE would be doing the sales and service side of the product; Samsung, the manufacturing.
|Title||:||Strategy As Action : Competitive Dynamics and Competitive Advantage|
|Author||:||Robert H. Smith School of Business University of Maryland Curtis M. Grimm Professor of Supply Chain and Strategy, School of Management George Mason University Hun Lee Associate Professor of Strategic Management, Robert H. Smith School of Business University of Maryland Ken G. Smith Dean's Chaired Professor of Strategy|
|Publisher||:||Oxford University Press, USA - 2005-07-27|