It is rare for any type of rivalry to operate entirely alone…
Strategy Dynamics Briefing 51: Type-2 rivalry – capturing competitors’ customers
Type-2 rivalry can be explained by taking the coffee store example from Briefing 50 forward in time to a point where all potential customers have been captured; that is, when the market is mature. The two stores have …
Strategy Dynamics Briefing 50: Type-1 rivalry – developing potential customers
The three types of rivalry from Briefing 49 can best be explained with a simplified example… Two new coffee-shops open …
Strategy Dynamics Briefing 49: The 3 basic mechanisms of competitive rivalry
Briefings to this point have explained how organizations must build and retain resources over time if they are to deliver continually improving earnings or other performance objectives. But there are often competitors who are just as determined. This view of rivalry makes competition relevant to nonprofit organizations as well as to businesses — charities must win donors, just as airlines must win passengers.
Strategy Dynamics Briefing: 48 Resource development in non-commercial cases
Resources also ‘develop’ in noncommercial situations…