Ch 5 Part 2 Flashcards
An organization’s size affects the likelihood it will take competitive actions as well as the …….. and ……. of those actions.
types and timing
Large firms or Small firms ?
Is
typically have a greater amount of slack resources that allows them to initiate a larger total number of competitive actions and strategic actions during a given period.
Large firms
……. exists when the firm’s products meet or exceed customers’ expectations.
Quality
In quality Customers will :
• Will not buy a product or use a service until they believe it can satisfy at least their base-level expectations in terms of quality dimensions that are important to them
Customers Will not buy a product or use a service until they believe it can satisfy at least their base-level expectations in terms of quality dimensions that are important to them ?
True or false?
True
Quality is a base denominator for:
• Competing successfully in the global economy
• Achieving competitive parity, at a minimum
Quality is a necessary but insufficient condition for achieving an advantage ?
True or False?
True
In general, a firm is likely to respond to a competitor’s action when either:
1
•The action damages the firm’s ability to use its core competencies to create or maintain an advantage.
In addition to market commonality, resource similarity, and awareness, motivation, and ability, firms evaluate three other factors to predict how a competitor is likely to respond to competitive actions:
- Type of competitive action
- Actor’s reputation
- Market dependence
In general, the number of tactical responses firms take exceed the number of strategic responses they take, because:
1
2
3
• Strategic responses involve a significant commitment of resources.
• Strategic responses are difficult to implement and reverse.
• The time needed to implement a strategic action and to assess its effectiveness can delay the competitor’s response to that action.
An actor is the firm taking an action or a response.
True or false?
True
Reputation is the positive or negative attribute ascribed by one rival to another based on past competitive behavior ?
T or F
T
…… ……. denotes the extent to which a firm derives its revenues or profits from a particular market.
Market dependence
competitors with low market dependence are likely to respond strongly to attacks threatening their market position ?
T or F
F
competitors with high market dependence are likely to respond strongly to attacks threatening their market position
Competitive dynamics differ in slow-, fast-, and standard- cycle markets
L
The sustainability of the firm’s competitive advantages differs by market type.
L
What is Slow-cycle markets ?
Slow-cycle markets are markets in which competitors lack the ability to imitate the focal firm’s competitive advantages that commonly last for long periods, and where imitation would be costly.
In a slow-cycle market:
1,2,3,4
• Firms may be able to sustain a competitive advantage over longer periods.
• Building a unique and proprietary capability produces a competitive advantage and success.
Examples: Copyrights and patents
• The competitive actions and responses a firm takes are oriented to protecting, maintaining, and extending that advantage.
• Major strategic actions usually carry less risk.
In slow-cycle markets, the competitive advantage generated by a firm gradually erodes over time.
T or F
True
How Gradual Erosion of a Sustained Competitive Advantage
.
Fast-cycle markets mean
Fast-cycle markets are markets in which competitors can imitate the focal firm’s capabilities that contribute to its competitive advantages and where that imitation is often rapid and inexpensive.
In a fast-cycle market:
• Competitive advantages are not sustainable.
In fast-cycle markets, competition is substantial as firms concentrate on developing a series of temporary competitive advantages.
True or false?
True
What firms do in Fast-Cycle Markets with competitive advantage?
3
1- The firm launches a product to achieve a competitive advantage.
2- It then exploits that advantage for as long as possible.
3- It also tries to develop another competitive advantage before competitors can respond to the first one.