{"product_id":"competitors-isbn-9780471295624","title":"Competitors","description":"Does your business, like many of today's leading companies, make these dangerous competitive mistakes?\u003cbr\u003e \u003cbr\u003e Take actions as if competitors did not exist\u003cbr\u003e * Collect extensive competitor data but fail to convert it into insights about competitors' current and potential actions\u003cbr\u003e * Fail to project competitors' likely strategies and moves\u003cbr\u003e * Ask the wrong questions about the strategies and actions of current and emerging competitors\u003cbr\u003e * Conduct competitor analysis separately from strategic thinking\u003cbr\u003e \u003cbr\u003e To prepare your business for market rivalry in the twenty-first century you need an approach to competitor analysis and intelligence that far surpasses the best practices in most organizations today. You need Competitors.\u003cbr\u003e \u003cbr\u003e In Competitors, international strategy guru Liam Fahey provides a new integrated, comprehensive method for analyzing the competition. Called competitor learning, the method is the product of Fahey's 15 years of consulting, researching, and teaching competitor analysis in cutting-edge companies in the United States and Europe. It combines a system for identifying critical competitor data with a series of analytical frameworks to help you develop powerful strategic insights.\u003cbr\u003e \u003cbr\u003e Competitors shows you how to:\u003cbr\u003e * Determine exactly what you need to know about competitors\u003cbr\u003e * Describe and analyze competitors' marketplace strategy, alliances and networks, assumptions, assets, capabilities, and culture\u003cbr\u003e * Project competitors' likely strategic moves and outcomes\u003cbr\u003e * Draw critical inferences from limited data about competitors' goals, mindsets, and behaviors\u003cbr\u003e * Use competitor analysis to anticipate changes in customers, channels, suppliers, competitive dynamics, and emerging markets\u003cbr\u003e * Gain valuable insights into how and why your organization might win or lose as it competes against current or potential rivals\u003cbr\u003e * Avoid typical errors associated with traditional competitor analysis\u003cbr\u003e \u003cbr\u003e Competitors is an indispensable learning tool for managers who want to get ahead of the competition-both today and for the future. It teaches managers how to know their competition as thoroughly as they know their own organization, and how to use that knowledge to outwit, outmaneuver, and outperform rivals.\u003cbr\u003e \u003cbr\u003e Praise for Competitors\u003cbr\u003e \u003cbr\u003e \"The best hope for a company is to be the first to read this book before its competitors do.\" -Philip Kotler, Professor of International Marketing, J.L. Kellogg Graduate School of Management, Northwestern University\u003cbr\u003e \u003cbr\u003e \"Liam Fahey has written the first richly textured, application-friendly and realistic book on what is often misnamed competitive intelligence . . . a masterful achievement by a power in competitive understanding.\" -Larry Prusak, Managing Principal, IBM Consulting Group and coauthor of Working Knowledge\u003cbr\u003e \u003cbr\u003e \"Fahey's Competitors is a lively, dynamic, major break from traditional 'static' strategic analyses. He provides a unique, pragmatic, entrepreneurial approach for seeing where competitors are going in the future-and how to preempt, reconceive or reshape the 'competitive domain' faster and better.\" -James Brian Quinn, author of Intelligent Enterprise and Innovation Explosion\u003cbr\u003e \u003cbr\u003e \"We have embraced Liam Fahey's competitor learning framework as the guiding methodology for understanding the current and emerging competition. Competitors is required reading for taking competitive analysis to the next level.\" -Benjamin R. Fisher, Jr., Director, Corporate Marketplace, PPG Industries, Inc.\u003cbr\u003e \u003cbr\u003e \"If I could have my way, this book would remain within the hands of a select few. . . armed with these tools, companies can be positioned to outwit, outmaneuver, and outperform their competitors.\" -Faye Brill, Director, Business Intelligence, Meritor Automotive, Inc. and former president, Society of Competitive Intelligence ProfessionalsEine detaillierte Betrachtung von Strategien zur Uberlistung der Konkurrenz. Basierend auf einem integrierten Ansatz, stellt Strategie-Guru Liam Fahey eine Reihe von Analysegrundlagen zusammen. Es geht um Fragen, wie man aktuelle und kunftige Konkurrenten erkennt, deren Einstellung ergrundet, deren Technologie, organisatorische Infrastruktur, Marktstrategie, Unternehmenskultur bewertet usw., um so ein \"Konkurrenzwissen\" aufzubauen. Fahey zeigt auf, da? man bessere Entscheidungen treffen und umsetzen kann, wenn man den Wettbewerb und sein weiter gefa?tes Umfeld sowie seine Organisationskultur kennt. 'Competitors' bietet Theorie und Praxis in EINEM: Es stellt die spezifischen Mittel und Techniken zur Bewertung des Wettbewerbs bereit und zeigt verschiedene Moglichkeiten auf, wie man organisatorische Fehler bei der Wettbewerbsanalyse vermeidet. (10\/98) A FRAMEWORK FOR COMPETITOR LEARNING.\u003cbr\u003e \u003cbr\u003e Outwitting, Outmaneuvering, and Outperforming Competitors.\u003cbr\u003e \u003cbr\u003e Competitor Learning.\u003cbr\u003e \u003cbr\u003e Core Concepts.\u003cbr\u003e \u003cbr\u003e Signals.\u003cbr\u003e \u003cbr\u003e THE ANALYSIS OF INDIVIDUAL (AND MULTIPLE) COMPETITORS.\u003cbr\u003e \u003cbr\u003e Marketplace Strategy: Scope and Posture.\u003cbr\u003e \u003cbr\u003e Marketplace Strategy: Goals.\u003cbr\u003e \u003cbr\u003e The Activity\/Value Chain.\u003cbr\u003e \u003cbr\u003e Alliances and Special Relationships.\u003cbr\u003e \u003cbr\u003e Networks.\u003cbr\u003e \u003cbr\u003e Assumptions.\u003cbr\u003e \u003cbr\u003e Assets.\u003cbr\u003e \u003cbr\u003e Capabilities and Competencies.\u003cbr\u003e \u003cbr\u003e Technology.\u003cbr\u003e \u003cbr\u003e Organizational Infrastructure.\u003cbr\u003e \u003cbr\u003e Culture.\u003cbr\u003e \u003cbr\u003e Projecting the Competitor's Future Marketplace Strategies.\u003cbr\u003e \u003cbr\u003e AN ORGANIZATIONAL PERSPECTIVE ON COMPETITOR LEARNING.\u003cbr\u003e \u003cbr\u003e Integrating Competitor Analysis and Decision Making.\u003cbr\u003e \u003cbr\u003e Appendix.\u003cbr\u003e \u003cbr\u003e Notes.\u003cbr\u003e \u003cbr\u003e Index. LIAM FAHEY, PhD, is internationally recognized as a leading consultant in the area of competitor analysis. He is an adjunct professor of strategic management at Babson College and a visiting professor of strategic management at Cranfield School of Management in the U.K. He is also president of the Learning Partnership U.S., an international knowledge cooperative whose members include some of the world's leading business academics, consultants, and practitioners. He is the coauthor or coeditor of six books, including Learning from the Future and The Portable MBA in Strategy, both published by Wiley. He lives in Needham, Massachusetts. Does your business, like many of today's leading companies, make these dangerous competitive mistakes?\u003cbr\u003e * Take actions as if competitors did not exist\u003cbr\u003e * Collect extensive competitor data but fail to convert it into insights about competitors' current and potential actions\u003cbr\u003e * Fail to project competitors' likely strategies and moves\u003cbr\u003e * Ask the wrong questions about the strategies and actions of current and emerging competitors\u003cbr\u003e * Conduct competitor analysis separately from strategic thinking\u003cbr\u003e To prepare your business for market rivalry in the twenty-first century you need an approach to competitor analysis and intelligence that far surpasses the best practices in most organizations today. You need Competitors. In Competitors, international strategy guru Liam Fahey provides a new integrated, comprehensive method for analyzing the competition. Called competitor learning, the method is the product of Fahey's 15 years of consulting, researching, and teaching competitor analysis in cutting-edge companies in the United States and Europe. It combines a system for identifying critical competitor data with a series of analytical frameworks to help you develop powerful strategic insights. Competitors shows you how to:\u003cbr\u003e * Determine exactly what you need to know about competitors\u003cbr\u003e * Describe and analyze competitors' marketplace strategy, alliances and networks, assumptions, assets, capabilities, and culture\u003cbr\u003e * Project competitors' likely strategic moves and outcomes\u003cbr\u003e * Draw critical inferences from limited data about competitors' goals, mindsets, and behaviors\u003cbr\u003e * Use competitor analysis to anticipate changes in customers, channels, suppliers, competitive dynamics, and emerging markets\u003cbr\u003e * Gain valuable insights into how and why your organization might win or lose as it competes against current or potential rivals\u003cbr\u003e * Avoid typical errors associated with traditional competitor analysis\u003cbr\u003e Competitors is an indispensable learning tool for managers who want to get ahead of the competition-both today and for the future. It teaches managers how to know their competition as thoroughly as they know their own organization, and how to use that knowledge to outwit, outmaneuver, and outperform rivals. Does your business, like many of today's leading companies, make these dangerous competitive mistakes?\u003cbr\u003e \u003cbr\u003e Take actions as if competitors did not exist\u003cbr\u003e * Collect extensive competitor data but fail to convert it into insights about competitors' current and potential actions\u003cbr\u003e * Fail to project competitors' likely strategies and moves\u003cbr\u003e * Ask the wrong questions about the strategies and actions of current and emerging competitors\u003cbr\u003e * Conduct competitor analysis separately from strategic thinking\u003cbr\u003e \u003cbr\u003e To prepare your business for market rivalry in the twenty-first century you need an approach to competitor analysis and intelligence that far surpasses the best practices in most organizations today. You need Competitors.\u003cbr\u003e \u003cbr\u003e In Competitors, international strategy guru Liam Fahey provides a new integrated, comprehensive method for analyzing the competition. Called competitor learning, the method is the product of Fahey's 15 years of consulting, researching, and teaching competitor analysis in cutting-edge companies in the United States and Europe. It combines a system for identifying critical competitor data with a series of analytical frameworks to help you develop powerful strategic insights.\u003cbr\u003e \u003cbr\u003e Competitors shows you how to:\u003cbr\u003e * Determine exactly what you need to know about competitors\u003cbr\u003e * Describe and analyze competitors' marketplace strategy, alliances and networks, assumptions, assets, capabilities, and culture\u003cbr\u003e * Project competitors' likely strategic moves and outcomes\u003cbr\u003e * Draw critical inferences from limited data about competitors' goals, mindsets, and behaviors\u003cbr\u003e * Use competitor analysis to anticipate changes in customers, channels, suppliers, competitive dynamics, and emerging markets\u003cbr\u003e * Gain valuable insights into how and why your organization might win or lose as it competes against current or potential rivals\u003cbr\u003e * Avoid typical errors associated with traditional competitor analysis\u003cbr\u003e \u003cbr\u003e Competitors is an indispensable learning tool for managers who want to get ahead of the competition-both today and for the future. It teaches managers how to know their competition as thoroughly as they know their own organization, and how to use that knowledge to outwit, outmaneuver, and outperform rivals.\u003cbr\u003e \u003cbr\u003e Praise for Competitors\u003cbr\u003e \u003cbr\u003e \"The best hope for a company is to be the first to read this book before its competitors do.\" -Philip Kotler, Professor of International Marketing, J.L. Kellogg Graduate School of Management, Northwestern University\u003cbr\u003e \u003cbr\u003e \"Liam Fahey has written the first richly textured, application-friendly and realistic book on what is often misnamed competitive intelligence . . . a masterful achievement by a power in competitive understanding.\" -Larry Prusak, Managing Principal, IBM Consulting Group and coauthor of Working Knowledge\u003cbr\u003e \u003cbr\u003e \"Fahey's Competitors is a lively, dynamic, major break from traditional 'static' strategic analyses. He provides a unique, pragmatic, entrepreneurial approach for seeing where competitors are going in the future-and how to preempt, reconceive or reshape the 'competitive domain' faster and better.\" -James Brian Quinn, author of Intelligent Enterprise and Innovation Explosion\u003cbr\u003e \u003cbr\u003e \"We have embraced Liam Fahey's competitor learning framework as the guiding methodology for understanding the current and emerging competition. Competitors is required reading for taking competitive analysis to the next level.\" -Benjamin R. Fisher, Jr., Director, Corporate Marketplace, PPG Industries, Inc.\u003cbr\u003e \u003cbr\u003e \"If I could have my way, this book would remain within the hands of a select few. . . armed with these tools, companies can be positioned to outwit, outmaneuver, and outperform their competitors.\" -Faye Brill, Director, Business Intelligence, Meritor Automotive, Inc. and former president, Society of Competitive Intelligence Professionals","brand":"Wiley","offers":[{"title":"Default Title","offer_id":47988958560485,"sku":"NP9780471295624","price":80.0,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9780471295624.jpg?v=1761782210","url":"https:\/\/k12savings.com\/products\/competitors-isbn-9780471295624","provider":"K12savings","version":"1.0","type":"link"}