You can beat a competitor by taking out the “loose bricks” in their wall – customers, products, even staff – that are most easily taken, but valuable, until […]
Briefing / Strategy
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Strategy Dynamics Briefing 63: Rivalry example – low-fare airlines
Many airlines struggle for profitability because fares are so transparent and customers can so easily switch. Only the limited number of services that less busy travel routes can support limit this otherwise frictionless movement of customers’ choice. The customer rivalry frameworks from briefings 50-53 are therefore directly applicable to airlines…
Briefing / Strategy
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Strategy Dynamics Briefing 60: Competing for staff
Competition for staff is widespread, not only in corporate settings but in non-profit and public sectors too. Rivalry for highly skilled and experienced people can be so ferocious […]
Briefing / Strategy
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Strategy Dynamics Briefing 59: Competing through intermediaries
Intermediaries give rise to powerful type-3 rivalry, both in B2C and B2B cases. Often, a key objective for suppliers is to capture more share of the intermediaries’ attention, […]