I-24 Subject Index
Competencies, 96, 98, 370
Competition
attack, likelihood, 153–157
competition-reducing strategy,
287, 289–290
direction, example, 150
existence, example, 143–144
first-mover benefits, 153–155
flowchart, 145f
global competition, impact, 111
growth, impact, 237–238
impact, 161
model, forces, 55f
multimarket competition, 144
multipoint competition, 182
organizational size, 155–156
quality, 156–157
response
likelihood, 157–159
strategy, 286–287
Competitive action, 152
initiation, 155–156
type, 157
Competitive advantage, 4, 117
causal ambiguity, 91–92
creation, 78–79
erosion, 160f
existence, 90
exploitation, 349
sources, development, 129
Competitive aggressiveness, 402
Competitive behavior, 144
drivers, 150–152
Competitive blind spots,
creation, 147
Competitive dynamics, 144,
159–164, 243
fast-cycle markets, 161–162
flowchart, 145f
slow-cycle markets, 159–160
standard-cycle markets,
162–164
Competitive espionage, 65
Competitive form, usage,
361–365, 363f
Competitive intelligence,
collection, 66
Competitive intelligence
practices, legality, 67
Competitive landscape, 7–14
characteristics, 7
Competitiveness, emphasis, 364
Competitive response, 152
Competitive risks
cooperative strategies, usage,
295–297
management, 295f
Competitive rivalry, 144, 152–153
model, 146–147, 146f
quality, impact, 157
strategic action, 152–153
tactical action, 152–153
Competitive scope, 117
Competitive spying, 65
Competitor analysis, 42, 65–67,
147–149
components, 66f
framework, 149f
market commonality, 147–148
performing, 149
resource similarity, 148–149
Competitors, 144
differentiation, absence, 62
environment, 41–42
exit barriers, high level, 62–63
fixed costs, high level, 61–62
industry growth, slowness, 61
intelligence, 65
number/balance, 61
rivalry, 120, 124
intensity, 60–63
second mover effectiveness,
determination, 154
storage costs, high level, 61–62
strategic stakes, high level, 62
switching costs, low level, 62
Complementary strategic
alliances, 284–286
horizontal complementary
strategic alliance, 285–286
usage, 286
vertical complementary
strategic alliance, 285
Complementors, 66
Controls, necessity, 403
Cooperative form, 358–360
Cooperative multidivisional
structure, success, 359–360
Cooperative strategy, 278
business-level cooperative
strategy, 284–290
competitive risks, 295–297
management, 295f
corporate-level cooperative
strategy, 290–292
formation, 278
international cooperative
strategy, 292–293
management, 297–298
network cooperative strategy,
293–295
network structures, matches,
369–370
strategic alliances, primary
type, 279–284
usage, 295–297, 430–431
Core competence
imitation, ability, 79
obsolescence rate,
environmental changes
(impact), 79
substitutes, availability, 79
Core competencies, 16, 77–78,
84, 89basis, 118
building, 89–96
corporate-level core
competencies, 181
creation, 78–79
determination, 115–116
exploitation/maintenance,
397–398
managerial decisions,
conditions, 82f
strengths/weaknesses, 96, 98
sustainable competitive
advantage, criteria, 89–92
transfer, 181–182
value chain analysis, 93–96
Corporate control, market, 194,
325–328
Corporate entrepreneurship, 419
Corporate governance, 310
board of directors, 319–325
China, 331–332
corporate control, market,
325–328
ethical behavior, 332–333
Germany, 328–331
international corporate
governance, 328–332
Japan, 328–331
mechanisms, 332–333
ownership, concentration,
317–319
ownership/managerial control,
separation, 312–317
Corporate-level cooperative
strategy, 290–292
assessment, 292
diversifying strategic alliance,
291
franchising, 291–292
implementation, 371–372
synergistic strategic alliance, 291
types, 290f
Corporate-level core
competencies, 181
transfer, 180
Corporate-level strategy, 174, 365
multidivisional structure,
matches, 357–365
usage, 174
Corporate raiders, 309–310
Corporate relatedness, 179–184,
180f
core competencies, transfer,
181–182
Corporate social responsibility, 53
Corporate tax laws, impact, 189
Corporate watchdogs, criticisms,
390
Corrupt markets, 256
Cost-based synergies, 210
Cost disadvantages independent
of scale (entry barrier), 58Cost leadership, 117
buyers/customers, bargaining
power, 120
competitors, rivalry, 120
differentiation, integration,
117, 129–134
entrants, potential, 121
product substitutes, 121
strategy, 118–122
competitive risks, 121–122
implementation, functional
structure (usage),
354–355, 355f
value-creating activities,
examples (association),
119f
suppliers, bargaining power,
120–121
Cost leaders, support activity
examination, 119
Costly-to-imitate capabilities,
91–92
Cost reduction, 133
Counterfeiting, 127
Creative destruction, 419
Creativity, outcome, 424
Cross-border acquisitions, 211,
213, 255
strategic rationales, 212–213
Cross-border strategic alliance,
292, 293
Cross-functional product
development teams, 428
usage, 355–356
Cross-functional teams,
importance, 429–430
Culture, impact, 422
Currencies, value (differences/
fluctuations), 262
Current strategy, 65
Customer relationship
management (CRM), 132
Customers, 404
attraction, loss, 54
bargaining power, 125
base customer, knowledge, 123
business-level strategies,
relationship, 112–116
needs (satisfaction),
core competencies
(determination), 115–116
needs firms, 127–128
relationships, management,
112–113
satisfaction
determination, 114–115
increase, 133
segmentation, basics, 114t
service
demands, 115
determination, 114
value creation, 81, 95