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Competitive Threats (competitive + threat)

Distribution by Scientific Domains

Business, Economics, Finance and Accounting	40%

Selected Abstracts

Does an Industry Effect Exist for Initial Public Offerings?

FINANCIAL REVIEW, Issue 4 2003
Aigbe Akhigbe
G14 Abstract We examine the impact of initial public offerings (IPOs) on rival firms and find that the valuation effects are insignificant. This insignificant reaction can be explained by offsetting information and competitive effects. Significant positive information effects are associated with IPOs in regulated industries and the first IPO in an industry following a period of dormancy. Significant negative competitive effects are associated with larger IPOs in competitive industries, those in relatively risky industries, those in high-performing industries, and those in the technology sector. IPO firms that use the proceeds for debt repayment appear to represent a more significant competitive threat to rival firms relative to IPO firms that use their proceeds for other purposes. [source]

The Effect of Competition on Recovery Strategies

PRODUCTION AND OPERATIONS MANAGEMENT, Issue 3 2006
Mark E. Ferguson
Manufacturers often face a choice of whether to recover the value in their end-of-life products through remanufacturing. In many cases, firms choose not to remanufacture, as they are (rightly) concerned that the remanufactured product will cannibalize sales of the higher-margin new product. However, such a strategy may backfire for manufacturers operating in industries where their end-of-life products (cell phones, tires, computers, automotive parts, etc.) are attractive to third-party remanufacturers, who may seriously cannibalize sales of the original manufacturer. In this paper, we develop models to support a manufacturer's recovery strategy in the face of a competitive threat on the remanufactured product market. We first analyze the competition between new and remanufactured products produced by a monopolist manufacturer and identify conditions under which the firm would choose not to remanufacture its products. We then characterize the potential profit loss due to external remanufacturing competition and analyze two entry-deterrent strategies: remanufacturing and preemptive collection. We find that a firm may choose to remanufacture or preemptively collect its used products to deter entry, even when the firm would not have chosen to do so under a pure monopoly environment. Finally, we discuss conditions under which each strategy is more beneficial. [source]

Automated identification of technologically similar organizations

JOURNAL OF THE AMERICAN SOCIETY FOR INFORMATION SCIENCE AND TECHNOLOGY, Issue 10 2005
Anthony Breitzman
This article introduces and validates a method for identifying technologically similar organizations, industries, or regions by applying the techniques from information science for term similarity to international patent classifications. Several applications of the method are explored, including identifying hidden competitive threats, finding potential acquisition targets, locating university expertise within a technology, identifying competitor strategy shifts, and more. One advantage of the method is that it is size invariant, meaning, for example, that it is possible for a huge corporation to identify smaller firms in its space before they become significant competitors. Another advantage is that technologically similar organizations can be identified on a large scale without any particular knowledge of the technology or business of either source organizations or target organizations. [source]

Competitor identification and competitor analysis: a broad-based managerial approach

MANAGERIAL AND DECISION ECONOMICS, Issue 4-5 2002
Mark Bergen
Managerial myopia in identifying competitive threats is a well-recognized phenomenon (Levitt, 1960; Zajac and Bazerman, 1991). Identifying such threats is particularly problematic, since they may arise from substitutability on the supply side as well as on the demand side. Managers who focus only on the product market arena in scanning their competitive environment may fail to notice threats that are developing due to the resources and latent capabilities of indirect or potential competitors. This paper brings together insights from the fields of strategic management and marketing to develop a simple but powerful set of tools for helping managers overcome this common problem. We present a two-stage framework for competitor identification and analysis that brings into consideration a broad range of competitors, including potential competitors, substitutors, and indirect competitors. Specifically we draw from Peteraf and Bergen's (2001) framework for competitor identification to develop a hierarchy of competitor awareness. That is used, in combination with resource equivalence, to generate hypotheses on competitive analysis. This framework not only extends the ken of managers, but also facilitates an assessment of the strategic opportunities and threats that various competitors represent and allows managers to assess their significance in relative terms. Copyright © 2002 John Wiley & Sons, Ltd. [source]

Entrepreneurship as a Liberal Art

POLITICS & POLICY, Issue 2 2008
Henry G. Rennie
This article looks at the role liberal arts colleges or universities can play in developing individuals with a comparative advantage in new enterprise creation. The thesis is that entrepreneurship is a creative act and, as such, has more in common with the liberal arts than the narrower fields of both market economics and business. The article concludes by integrating entrepreneurship, creativity, and liberal arts. It is shown that entrepreneurship can be the foundation of a liberal education because: (1) entrepreneurship will create a distinctive competency and generate increased value added in the liberal arts experience of students; (2) entrepreneurship will promote learning through applications of the consilience of inductions; (3) it will integrate the curriculum, reduce time, and subject compartmentalization of the curriculum; and (4) entrepreneurship will minimize external competitive threats to the liberal arts college. Implications of this conclusion for the curriculum in American colleges are suggested. [source]