Wharton on Dynamic Competitive Strategy
Wharton School of Business is part of the University of Pennsylvania. The school publishes books on various business topics. Specifically, a book was written in 1997 called Dynamic Competitive Strategy. The book was written by George S. Day, David J. Reibstein and Robert E. Gunther with the Wharton School of Business and published by John Wiley & Sons, Inc. The book addresses an approach to remaining dynamic in regards to competitive strategy. In the nine chapters assigned, the book can be broken down in four sections. First it analyzes strategy, addresses external forces, provides two different theories and ultimately presents a solution for creating and maintaining a dynamic competitive strategy.
The book provides a very logical and analytical approach creating an effective strategy for a company to work off of. Having the ability and knowledge to adapt to an ever-changing business environment is crucial to success. Through in-depth research in strategy the book presents theories developed around the formulation and implementation of such strategies and can be used as a tool for business managers.
The book begins by assessing competitive arenas and maintaining the competitive edge. These two subjects can be categorized as the analysis part of the book. This section contributes to the readers ability to analyze a situation. Specifically, the authors challenge the reader to identify the arena in which handle. There are two types of arena, customer and competitor defined arenas. Once you have identified the arena, the next step is to identify a way to maintain that competitive edge. The book then present the competitive advantage cycle. This describes how a company can have a competitive advantage in the market, but it ultimately goes through a cycle and will change over time. In some cases, such as Dell Computers, companies go through numerous shifts in the market and must change their approach regularly in order to keep their advantage. The book then presents
The book provides a very logical and analytical approach creating an effective strategy for a company to work off of. Having the ability and knowledge to adapt to an ever-changing business environment is crucial to success. Through in-depth research in strategy the book presents theories developed around the formulation and implementation of such strategies and can be used as a tool for business managers.
The book begins by assessing competitive arenas and maintaining the competitive edge. These two subjects can be categorized as the analysis part of the book. This section contributes to the readers ability to analyze a situation. Specifically, the authors challenge the reader to identify the arena in which handle. There are two types of arena, customer and competitor defined arenas. Once you have identified the arena, the next step is to identify a way to maintain that competitive edge. The book then present the competitive advantage cycle. This describes how a company can have a competitive advantage in the market, but it ultimately goes through a cycle and will change over time. In some cases, such as Dell Computers, companies go through numerous shifts in the market and must change their approach regularly in order to keep their advantage. The book then presents
References: Day, G., Reibstein, D. and Gunther, R. (1997). Wharton on dynamic competitive strategy. New York: John Wiley.