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…

Few companies are so lucky as to have only one competitor, so we need to extend the principles in recent Briefings to handle multiple rivals. It is relatively easy to adapt the three standard rivalry structures to …

Competition is widespread in public services and voluntary organizations, and is often similar to the rivalry for customers in business cases. Voluntary organizations must …

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…

In industries where customers buy substantial projects, each contract is effectively a case of type-1 rivalry – either we win it, or a competitor does. Examples include construction…