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Does your business, like many of today's leading companies, make these dangerous competitive mistakes?
Take actions as if competitors did not exist
* Collect extensive competitor data but fail to convert it into insights about competitors' current and potential actions
* Fail to project competitors' likely strategies and moves
* Ask the wrong questions about the strategies and actions of current and emerging competitors
* Conduct competitor analysis separately from strategic thinking
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:
* Determine exactly what you need to know about competitors
* Describe and analyze competitors' marketplace strategy, alliances and networks, assumptions, assets, capabilities, and culture
* Project competitors' likely strategic moves and outcomes
* Draw critical inferences from limited data about competitors' goals, mindsets, and behaviors
* Use competitor analysis to anticipate changes in customers, channels, suppliers, competitive dynamics, and emerging markets
* Gain valuable insights into how and why your organization might win or lose as it competes against current or potential rivals
* Avoid typical errors associated with traditional competitor analysis
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.
Praise for Competitors
"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
"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
"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
"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.
"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
- Sales Rank: #612031 in Books
- Published on: 1998-10-16
- Original language: English
- Number of items: 1
- Dimensions: 9.70" h x 1.70" w x 6.38" l, 2.09 pounds
- Binding: Hardcover
- 576 pages
From the Publisher
Strategy guru Liam Fahey offers an innovative strategy for outsmarting the competition. His approach, called "competitive learning," combines a series of analysis frameworks--identifying current and future competitors as well as the competitor's mindset, and assessing the competitor's technology, organizational infrastructure, and marketplace strategy--to provide a integrated approach for successfully beating out the competition. By knowing the competition's broader competitive environment and its organizational culture, Fahey reasons, companies can make better decisions, thereby becoming more efficient and productive. Both conceptual and practical, this book offers specific tools and techniques to assess the competition and various ways to avoid many of the organizational errors associated with traditional competitor analysis.
From the Inside Flap
Does your business, like many of today's leading companies, make these dangerous competitive mistakes?
* Take actions as if competitors did not exist
* Collect extensive competitor data but fail to convert it into insights about competitors' current and potential actions
* Fail to project competitors' likely strategies and moves
* Ask the wrong questions about the strategies and actions of current and emerging competitors
* Conduct competitor analysis separately from strategic thinking
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:
* Determine exactly what you need to know about competitors
* Describe and analyze competitors' marketplace strategy, alliances and networks, assumptions, assets, capabilities, and culture
* Project competitors' likely strategic moves and outcomes
* Draw critical inferences from limited data about competitors' goals, mindsets, and behaviors
* Use competitor analysis to anticipate changes in customers, channels, suppliers, competitive dynamics, and emerging markets
* Gain valuable insights into how and why your organization might win or lose as it competes against current or potential rivals
* Avoid typical errors associated with traditional competitor analysis
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.
From the Back Cover
Does your business, like many of today's leading companies, make these dangerous competitive mistakes?
Take actions as if competitors did not exist
* Collect extensive competitor data but fail to convert it into insights about competitors' current and potential actions
* Fail to project competitors' likely strategies and moves
* Ask the wrong questions about the strategies and actions of current and emerging competitors
* Conduct competitor analysis separately from strategic thinking
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:
* Determine exactly what you need to know about competitors
* Describe and analyze competitors' marketplace strategy, alliances and networks, assumptions, assets, capabilities, and culture
* Project competitors' likely strategic moves and outcomes
* Draw critical inferences from limited data about competitors' goals, mindsets, and behaviors
* Use competitor analysis to anticipate changes in customers, channels, suppliers, competitive dynamics, and emerging markets
* Gain valuable insights into how and why your organization might win or lose as it competes against current or potential rivals
* Avoid typical errors associated with traditional competitor analysis
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.
Praise for Competitors
"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
"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
"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
"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.
"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
Most helpful customer reviews
18 of 19 people found the following review helpful.
An excellent addition to every strategist's bookshelf.
By A Customer
The author presents a system for identifying critical competitor data with a series of analytical frameworks to help develop strategic insights. This work is massive in scope and depth. It shows how to assess competitors and use this information to develop strategy. Fahey details how to gather information about every aspect of competitors. Each chapter ends with a brief, helpful summary. An excellent addition to every strategist's bookshelf.
3 of 3 people found the following review helpful.
Comprehensive
By Heath C. Sturt
This is by far the best book of its kind in that it provides a wealth of material on aspects of competitors and competition. Fahey's analytical methods are unique, and based on years and years of teaching and consulting. This one is both meatier and has better flow than some of his edited books or the Portable MBA edited volumes he has co-written. In reality, if this book is any indication, I'd like to see Fahey sole author more books.
The first four chapters constitute a framework for competitor learning. These chapters will be more appealing to academics than practitioners, alhtough practitioners will benefit from understanding the theory underlying his approach. Part 2 provides chapters on analyzing specific aspects of competition, and will be of greater benefit to practitioners.
Although I very much like the content of this book, it is not an "easy read" and must be digested slowly and carefully. Nevertheless, it is worth the effort. The only thing I would have liked more would be a practitioner-oriented, "how-to" approach to using some of the models and tools that Fahey illustrates in the last 11 chapters. Also, as in most any book of this type that has space and size limitations, the focus of the analysis will be on areas the author sees as important, while some other areas (such as customers, financials, accounting) will be necessarily excluded. Fahey's choices will certainly appeal more to the top decision-makers of organizations, and many of the CEOs I work with would benefit from exposure to this volume.
There is an assumption that the reader will have a substantial business schooling or experience background. If you do, you will appreciate this all the more. If you don't, I'd suggest you get one of Fahey's or other authors' Portable MBA series volumes first.
8 of 10 people found the following review helpful.
Great strategic value!
By jam mariquit
As an avid disciple of strategy and leadership, I find this book a valuable companion to Porter and Sun Tzu. Unlike many CI books which dwells heavily on the "tricks of the trade" and "checklists", Liam Fahey's work provides the reader a set of conceptual frameworks for appraoching the whole CI process. This leads to a better understanding of the competitive environment, its dynamics and opportunities to win. Mr Fahey's thoughts would make a great MBA course. But until then, this book gives the reader a first-mover advantage over those who are still in the dark ages of strategy and competitiveness.
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