{"id":190,"date":"2014-05-13T17:44:55","date_gmt":"2014-05-13T17:44:55","guid":{"rendered":"http:\/\/opentextbc.ca\/strategicmanagement\/?post_type=chapter&p=190"},"modified":"2019-07-02T22:34:58","modified_gmt":"2019-07-02T22:34:58","slug":"conclusion-6","status":"publish","type":"chapter","link":"https:\/\/opentextbc.ca\/strategicmanagement\/chapter\/conclusion-6\/","title":{"raw":"Conclusion","rendered":"Conclusion"},"content":{"raw":"This chapter has explained competitive and cooperative moves that executives may choose from when challenged by competitors, and there are a number of options to pick from. Executives may choose to act swiftly by being a first mover in their market, and their firms may benefit if they are offering disruptive innovations to an industry. Executives may also choose a more conservative route by establishing a foothold within an area that can serve as a launching point or by avoiding existing competitors overall by using a blue ocean strategy. When firms are on the receiving end of a competitive attack, they are likely to retaliate to the extent that they possess awareness, motivation, and capability. While responding quickly is often beneficial, mutual forbearance can also be an effective approach. When firms encounter a potentially disruptive innovation, they might ignore the threat, confront it head on, or attack along a different dimension. Executives may also react to competitive attacks by using fighting brands. Rather than engaging in a head-to-head battle with competitors, executives may also choose to engage in a cooperative strategy such as a joint venture, strategic alliance, colocation, or co-opetition. Regardless of the decision executives make, in many cases any attempt to act on a viable road map will result in progress that will get the firm moving in the right direction.\r\n
\r\n

Exercises<\/p>\r\n\r\n<\/header>\r\n

\r\n
    \r\n \t
  1. Divide your class into four or eight groups, depending on the size of the class. Each group should select a different industry. Find examples of competitive and cooperative moves that you would recommend if hired as a consultant for a firm in that industry.<\/li>\r\n \t
  2. What types of cooperative moves could your college or university use to partner with local, national, and international businesses? What benefits and risks would be created by making these moves?<\/li>\r\n<\/ol>\r\n<\/div>\r\n<\/div>\r\n

    Attributions<\/h1>\r\nFigure 6.4:<\/a>\r\n<\/strong>DRX TVRdeck hi<\/a> by T3ku (http:\/\/commons.wikimedia.org\/wiki\/File:DRX_TVRdeck_hi.jpg) used under CC BY 3.0 Licence<\/a> (first);\r\n\r\nSamsung Galaxy Tab 3 10.1-inch Android Tablet<\/a> by Intel Free Press (http:\/\/commons.wikimedia.org\/wiki\/File:Samsung_Galaxy_Tab_3_10.1-inch_Android_Tablet.jpg) used under\u00a0\u00a0CC BY-SA 2.0 Licence<\/a> (second);\r\n\r\nCd 3d<\/a> by Jef triforce (http:\/\/commons.wikimedia.org\/wiki\/File:Cd_3d.png) is in the Public Domain (third);\r\n\r\nIPod nano<\/a> by Kyro (http:\/\/commons.wikimedia.org\/wiki\/File:IPod_nano.png) used under\u00a0CC BY 3.0 Licence<\/a>(fourth);\r\n\r\nLinhof Technika D.B.P. 4\u00d75 monorail bellows camera<\/a> by macronix (http:\/\/commons.wikimedia.org\/wiki\/File:Linhof_Technika_D.B.P._4%C3%975_monorail_bellows_camera.jpg) used under\u00a0CC BY 3.0 Licence<\/a>\u00a0(fifth);\r\n\r\nKodak EasyShare LS743 digital camera<\/a> by Donmike10 (http:\/\/commons.wikimedia.org\/wiki\/File:Kodak_EasyShare_LS743_digital_camera.jpg) is in the Public Domain\u00a0(sixth);\r\n\r\nMainframe Computer<\/a> by Purnendu Karmakar (http:\/\/commons.wikimedia.org\/wiki\/File:Mainframe_Computer.svg) is in the Public Domain (seventh);\r\n\r\nDesktop personal computer<\/a> by Jeremy Banks (http:\/\/commons.wikimedia.org\/wiki\/File:Desktop_personal_computer.jpg) used under\u00a0CC BY 3.0 Licence<\/a>\u00a0(eighth);\r\n\r\nMir sailing ship<\/a> by Mz (http:\/\/commons.wikimedia.org\/wiki\/File:Mir_sailing_ship.JPG) is in the Public Domain\u00a0(ninth);\r\n\r\nThe steam ship Malm\u00f6 1838<\/a> by Sven Rosborn (http:\/\/commons.wikimedia.org\/wiki\/File:The_steam_ship_Malm%C3%B6_1838.jpg) used under\u00a0CC BY-SA 2.0 Licence<\/a> \u00a0(tenth)\r\n\r\nFigure 6.5:\r\n<\/a><\/strong>IKEA before Open<\/a> by OiMax (http:\/\/www.flickr.com\/photos\/oimax\/118738898\/) used under\u00a0CC BY 3.0 Licence<\/a>\u00a0(first);\r\n\r\nInsulin pen<\/a> by PerPlex (http:\/\/commons.wikimedia.org\/wiki\/File:Insulin_pen.JPG) is in the Public Domain\u00a0(second);\r\n\r\nNormandy Invasion, June 1944<\/a> by Unknown (http:\/\/en.wikipedia.org\/wiki\/File:Normandy_Invasion,_June_1944.jpg) is in the Public Domain (third)\r\n\r\nFigure 6.10:<\/a>\r\n<\/strong>0007800000337 500X500<\/a> by David Guo (http:\/\/commons.wikimedia.org\/wiki\/File:0007800000337_500X500.jpg) used under\u00a0CC BY 3.0 Licence<\/a>\u00a0(first);\r\n\r\nBlank cigarette packet with logo removed and cigarettes sticking out<\/a> by Kiwiev (http:\/\/commons.wikimedia.org\/wiki\/File:Blank_cigarette_packet_with_logo_removed_and_cigarettes_sticking_out.JPG) used under\u00a0CC0 Licence<\/a>\u00a0(second);\r\n\r\nLegrandsisters<\/a> by PR-AR-PHOTO (http:\/\/commons.wikimedia.org\/wiki\/File:Legrandsisters.jpg) is in the Public Domain\u00a0(third);\r\n\r\nStock market quotes in newspaper<\/a> by Andreas Poike (https:\/\/www.flickr.com\/photos\/andreas_poike\/9761565422\/) used under\u00a0CC BY 3.0 Licence<\/a>\u00a0(fourth);\r\n\r\nChevrolet Spark LT - Flickr - mick \u2013 Lumix<\/a> by Mick (http:\/\/commons.wikimedia.org\/wiki\/File:Chevrolet_Spark_LT_-_Flickr_-_mick_-_Lumix.jpg) used under\u00a0CC BY 3.0 Licence<\/a>\u00a0(fifth)\r\n\r\nFigure 6.11:\r\n<\/a><\/strong>Security Forces Night Patrol<\/a> by Petty Officer 2nd Class Todd Frantom (http:\/\/commons.wikimedia.org\/wiki\/File:Security_Forces_Night_Patrol.jpg) is in the Public Domain\u00a0(first);\r\n\r\nKugelstoszpendel<\/a> by Alsterdrache (http:\/\/commons.wikimedia.org\/wiki\/File:Kugelstoszpendel.jpg) used under CC0 Licence<\/a> (second);\r\n\r\nFire Engine Clay Twp<\/a> by Cassini83 (http:\/\/commons.wikimedia.org\/wiki\/File:Fire_Engine_Clay_Twp.jpg) is in the Public Domain (third)\r\n\r\nFigure 6.13:\r\n<\/a><\/strong>Hong Kong Disney Resort<\/a> by AsianFC (http:\/\/www.flickr.com\/photos\/9753072@N03\/884470146\/) used under\u00a0CC BY 3.0 Licence<\/a>\u00a0(first);\r\n\r\nMeds<\/a> by Charles Williams (https:\/\/www.flickr.com\/photos\/charlesonflickr\/3926259585\/) used under\u00a0CC BY 3.0 Licence<\/a>\u00a0(second);\r\n\r\nLa Quinta Inn Chicago\/Oakbrook Terrace (DuPage County, IL)<\/a> by DiscoverDuPage (https:\/\/www.flickr.com\/photos\/discoverdupage\/2592446245\/) used under\u00a0CC BY 3.0 Licence<\/a>\u00a0(third);\r\n\r\nUSMC-111104-M-YP696-003<\/a> by Unknown (http:\/\/commons.wikimedia.org\/wiki\/File:USMC-111104-M-YP696-003.jpg) is in the Public Domain\u00a0(fourth)","rendered":"

    This chapter has explained competitive and cooperative moves that executives may choose from when challenged by competitors, and there are a number of options to pick from. Executives may choose to act swiftly by being a first mover in their market, and their firms may benefit if they are offering disruptive innovations to an industry. Executives may also choose a more conservative route by establishing a foothold within an area that can serve as a launching point or by avoiding existing competitors overall by using a blue ocean strategy. When firms are on the receiving end of a competitive attack, they are likely to retaliate to the extent that they possess awareness, motivation, and capability. While responding quickly is often beneficial, mutual forbearance can also be an effective approach. When firms encounter a potentially disruptive innovation, they might ignore the threat, confront it head on, or attack along a different dimension. Executives may also react to competitive attacks by using fighting brands. Rather than engaging in a head-to-head battle with competitors, executives may also choose to engage in a cooperative strategy such as a joint venture, strategic alliance, colocation, or co-opetition. Regardless of the decision executives make, in many cases any attempt to act on a viable road map will result in progress that will get the firm moving in the right direction.<\/p>\n

    \n
    \n

    Exercises<\/p>\n<\/header>\n

    \n
      \n
    1. Divide your class into four or eight groups, depending on the size of the class. Each group should select a different industry. Find examples of competitive and cooperative moves that you would recommend if hired as a consultant for a firm in that industry.<\/li>\n
    2. What types of cooperative moves could your college or university use to partner with local, national, and international businesses? What benefits and risks would be created by making these moves?<\/li>\n<\/ol>\n<\/div>\n<\/div>\n

      Attributions<\/h1>\n

      Figure 6.4:<\/a>
      \n<\/strong>      DRX TVRdeck hi<\/a> by T3ku (http:\/\/commons.wikimedia.org\/wiki\/File:DRX_TVRdeck_hi.jpg) used under CC BY 3.0 Licence<\/a> (first);<\/p>\n

      Samsung Galaxy Tab 3 10.1-inch Android Tablet<\/a> by Intel Free Press (http:\/\/commons.wikimedia.org\/wiki\/File:Samsung_Galaxy_Tab_3_10.1-inch_Android_Tablet.jpg) used under\u00a0\u00a0CC BY-SA 2.0 Licence<\/a> (second);<\/p>\n

      Cd 3d<\/a> by Jef triforce (http:\/\/commons.wikimedia.org\/wiki\/File:Cd_3d.png) is in the Public Domain (third);<\/p>\n

      IPod nano<\/a> by Kyro (http:\/\/commons.wikimedia.org\/wiki\/File:IPod_nano.png) used under\u00a0CC BY 3.0 Licence<\/a>(fourth);<\/p>\n

      Linhof Technika D.B.P. 4\u00d75 monorail bellows camera<\/a> by macronix (http:\/\/commons.wikimedia.org\/wiki\/File:Linhof_Technika_D.B.P._4%C3%975_monorail_bellows_camera.jpg) used under\u00a0CC BY 3.0 Licence<\/a>\u00a0(fifth);<\/p>\n

      Kodak EasyShare LS743 digital camera<\/a> by Donmike10 (http:\/\/commons.wikimedia.org\/wiki\/File:Kodak_EasyShare_LS743_digital_camera.jpg) is in the Public Domain\u00a0(sixth);<\/p>\n

      Mainframe Computer<\/a> by Purnendu Karmakar (http:\/\/commons.wikimedia.org\/wiki\/File:Mainframe_Computer.svg) is in the Public Domain (seventh);<\/p>\n

      Desktop personal computer<\/a> by Jeremy Banks (http:\/\/commons.wikimedia.org\/wiki\/File:Desktop_personal_computer.jpg) used under\u00a0CC BY 3.0 Licence<\/a>\u00a0(eighth);<\/p>\n

      Mir sailing ship<\/a> by Mz (http:\/\/commons.wikimedia.org\/wiki\/File:Mir_sailing_ship.JPG) is in the Public Domain\u00a0(ninth);<\/p>\n

      The steam ship Malm\u00f6 1838<\/a> by Sven Rosborn (http:\/\/commons.wikimedia.org\/wiki\/File:The_steam_ship_Malm%C3%B6_1838.jpg) used under\u00a0CC BY-SA 2.0 Licence<\/a> \u00a0(tenth)<\/p>\n

      Figure 6.5:
      \n<\/a><\/strong>      IKEA before Open<\/a> by OiMax (http:\/\/www.flickr.com\/photos\/oimax\/118738898\/) used under\u00a0CC BY 3.0 Licence<\/a>\u00a0(first);<\/p>\n

      Insulin pen<\/a> by PerPlex (http:\/\/commons.wikimedia.org\/wiki\/File:Insulin_pen.JPG) is in the Public Domain\u00a0(second);<\/p>\n

      Normandy Invasion, June 1944<\/a> by Unknown (http:\/\/en.wikipedia.org\/wiki\/File:Normandy_Invasion,_June_1944.jpg) is in the Public Domain (third)<\/p>\n

      Figure 6.10:<\/a>
      \n<\/strong>      0007800000337 500X500<\/a> by David Guo (http:\/\/commons.wikimedia.org\/wiki\/File:0007800000337_500X500.jpg) used under\u00a0CC BY 3.0 Licence<\/a>\u00a0(first);<\/p>\n

      Blank cigarette packet with logo removed and cigarettes sticking out<\/a> by Kiwiev (http:\/\/commons.wikimedia.org\/wiki\/File:Blank_cigarette_packet_with_logo_removed_and_cigarettes_sticking_out.JPG) used under\u00a0CC0 Licence<\/a>\u00a0(second);<\/p>\n

      Legrandsisters<\/a> by PR-AR-PHOTO (http:\/\/commons.wikimedia.org\/wiki\/File:Legrandsisters.jpg) is in the Public Domain\u00a0(third);<\/p>\n

      Stock market quotes in newspaper<\/a> by Andreas Poike (https:\/\/www.flickr.com\/photos\/andreas_poike\/9761565422\/) used under\u00a0CC BY 3.0 Licence<\/a>\u00a0(fourth);<\/p>\n

      Chevrolet Spark LT – Flickr – mick \u2013 Lumix<\/a> by Mick (http:\/\/commons.wikimedia.org\/wiki\/File:Chevrolet_Spark_LT_-_Flickr_-_mick_-_Lumix.jpg) used under\u00a0CC BY 3.0 Licence<\/a>\u00a0(fifth)<\/p>\n

      Figure 6.11:
      \n<\/a><\/strong>      Security Forces Night Patrol<\/a> by Petty Officer 2nd Class Todd Frantom (http:\/\/commons.wikimedia.org\/wiki\/File:Security_Forces_Night_Patrol.jpg) is in the Public Domain\u00a0(first);<\/p>\n

      Kugelstoszpendel<\/a> by Alsterdrache (http:\/\/commons.wikimedia.org\/wiki\/File:Kugelstoszpendel.jpg) used under CC0 Licence<\/a> (second);<\/p>\n

      Fire Engine Clay Twp<\/a> by Cassini83 (http:\/\/commons.wikimedia.org\/wiki\/File:Fire_Engine_Clay_Twp.jpg) is in the Public Domain (third)<\/p>\n

      Figure 6.13:
      \n<\/a><\/strong>      Hong Kong Disney Resort<\/a> by AsianFC (http:\/\/www.flickr.com\/photos\/9753072@N03\/884470146\/) used under\u00a0CC BY 3.0 Licence<\/a>\u00a0(first);<\/p>\n

      Meds<\/a> by Charles Williams (https:\/\/www.flickr.com\/photos\/charlesonflickr\/3926259585\/) used under\u00a0CC BY 3.0 Licence<\/a>\u00a0(second);<\/p>\n

      La Quinta Inn Chicago\/Oakbrook Terrace (DuPage County, IL)<\/a> by DiscoverDuPage (https:\/\/www.flickr.com\/photos\/discoverdupage\/2592446245\/) used under\u00a0CC BY 3.0 Licence<\/a>\u00a0(third);<\/p>\n

      USMC-111104-M-YP696-003<\/a> by Unknown (http:\/\/commons.wikimedia.org\/wiki\/File:USMC-111104-M-YP696-003.jpg) is in the Public Domain\u00a0(fourth)<\/p>\n","protected":false},"author":1,"menu_order":1,"template":"","meta":{"pb_show_title":"on","pb_short_title":"","pb_subtitle":"","pb_authors":[],"pb_section_license":""},"chapter-type":[],"contributor":[],"license":[],"class_list":["post-190","chapter","type-chapter","status-publish","hentry"],"part":387,"_links":{"self":[{"href":"https:\/\/opentextbc.ca\/strategicmanagement\/wp-json\/pressbooks\/v2\/chapters\/190","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/opentextbc.ca\/strategicmanagement\/wp-json\/pressbooks\/v2\/chapters"}],"about":[{"href":"https:\/\/opentextbc.ca\/strategicmanagement\/wp-json\/wp\/v2\/types\/chapter"}],"author":[{"embeddable":true,"href":"https:\/\/opentextbc.ca\/strategicmanagement\/wp-json\/wp\/v2\/users\/1"}],"version-history":[{"count":13,"href":"https:\/\/opentextbc.ca\/strategicmanagement\/wp-json\/pressbooks\/v2\/chapters\/190\/revisions"}],"predecessor-version":[{"id":3294,"href":"https:\/\/opentextbc.ca\/strategicmanagement\/wp-json\/pressbooks\/v2\/chapters\/190\/revisions\/3294"}],"part":[{"href":"https:\/\/opentextbc.ca\/strategicmanagement\/wp-json\/pressbooks\/v2\/parts\/387"}],"metadata":[{"href":"https:\/\/opentextbc.ca\/strategicmanagement\/wp-json\/pressbooks\/v2\/chapters\/190\/metadata\/"}],"wp:attachment":[{"href":"https:\/\/opentextbc.ca\/strategicmanagement\/wp-json\/wp\/v2\/media?parent=190"}],"wp:term":[{"taxonomy":"chapter-type","embeddable":true,"href":"https:\/\/opentextbc.ca\/strategicmanagement\/wp-json\/pressbooks\/v2\/chapter-type?post=190"},{"taxonomy":"contributor","embeddable":true,"href":"https:\/\/opentextbc.ca\/strategicmanagement\/wp-json\/wp\/v2\/contributor?post=190"},{"taxonomy":"license","embeddable":true,"href":"https:\/\/opentextbc.ca\/strategicmanagement\/wp-json\/wp\/v2\/license?post=190"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}