Strategic Supremacy: How Industry Leaders Create Spheres of Influence from Their Product Portfolios to Achieve Preeminence
Are upstart competitors taking deadly aim at your company's products and markets? Richard A. D'Aveni, author of the famous attacker's handbook Hypercompetition, presents coun-terrevolutionary strategies and tactics that any industry leader or established company can use to defend itself against revolutionaries, disrupters, or hypercompetitors. The secret lies in making the rules, not breaking them, D'Aveni says, because rule makers still rule. Arguing that "profits and prosperity come not from revolution but stability and orderly change," D'Aveni presents a commanding framework that will enable any resource-rich or clever defender to gain Strategic Supremacy by being first to define the playing field.
D'Aveni demonstrates how global powerhouses such as Disney, Microsoft, and Procter & Gamble have achieved preeminence by reconceptualizing their product portfolios as powerful competitive arsenals he calls "spheres of influence." Essentially a new way to compete by restructuring portfolios around a core geographic/product market, spheres enable any company to influence the behavior and positioning of rivals. In immensely readable prose, D'Aveni describes how prevailing spheres of influence can be used to create legal business equivalents to a "concert of powers" and other industry structures that mix cooperation with competition. Just one of the potent functions of a corporate sphere, D'Aveni shows, is to contain competitors of equal size (as NBC contained ABC). Spheres can also be used to stabilize an entire industry's global power system.
A glance at the detailed table of contents will provide a sense of the wealth of new information contained in this essential handbook of global warfare, including "how-to" tools the reader will need to measure and map the pattern of competitive pressure in any industry and to interpret the meaning and strategic implications of these pressure patterns for his or her position within the industry's power hierarchy.
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Strategic supremacy: how industry leaders create growth, wealth, and power through spheres of influenceUser Review - Not Available - Book Verdict
This handbook on company global warfare offers tools that will help companies thrive in the face of competition. D'Aveni (strategic management, Amos Tuck Sch. of Business Administration, Dartmouth ... Read full review
Chapter 1The Sphere of InfluenceRethinking Your Product Portfolio toAchieve Strategic Supremacy
Chapter 2Leading the EvolutionCircumventing Competitive Compression to Grow the Power of Your Sphere
Chapter 3Paradigms for PowerRouting Your Resources to Unleash the Potential of Your Sphere
Chapter 4Dousing DisruptionUsing Counterrevolutionary Tactics Weatherproofing Strategies and Competitive Cooperatives to Manage Insurrection
Chapter 5Competitive ConfigurationShaping Great Power Relationships to Gain Preeminence for Your World View
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achieve strategic supremacy advanced sphere alliance partner attack balance of power balanced-deep overlaps Big Three blocs buffer zones challenge cohesive sphere colonial sphere company’s competitive compression competitive configuration competitive space competitors Computervision concert of powers core and vital core competencies core market create customers DaimlerChrysler dampening Diagram distribution of power dynamic stability economies of scale empire example Exhibit firm firm’s fluid sphere forward positions geo-product markets geo-product zones global power system GM’s IBM’s ideology insurrectionists Internet keiretsu lesser powers market share microbrew microbrewery Microsoft move Napoleon Nestlé paradigm for power peripheral personal computers pivotal zones players playing field portfolio potential power vacuums preeminence pressure Procter & Gamble profits punctuated equilibrium relationships resource routing revolution revolutionaries rivals shift sphere of influence strategic supremacy Sun Microsystems supercarriers target threat Toyota triangles value leadership value proposition vital interests walled sphere world view