This is “Managing Rivalry for Customers and Other Resources”, chapter 7 from the book Business Strategy (v. 1.0). For details on it (including licensing), click here.

For more information on the source of this book, or why it is available for free, please see the project's home page. You can browse or download additional books there. To download a .zip file containing this book to use offline, simply click here.

Has this book helped you? Consider passing it on:
Help Creative Commons
Creative Commons supports free culture from music to education. Their licenses helped make this book available to you.
Help a Public School
DonorsChoose.org helps people like you help teachers fund their classroom projects, from art supplies to books to calculators.

Chapter 7 Managing Rivalry for Customers and Other Resources

Overview

Building your own resources is challenging enough, but competitors are not going to sit by and let you take what you want without a fight. Even in nonbusiness situations, we struggle to win people, supporters, cash, and other resources. This chapter considers how to win, develop, and retain resources, and shows how rivalry plays out through time. This chapter will do the following:

  • explain the three dominant forms of rivalry: turning potential customers into actual customers, capturing rivals’ customers, and competing for sales to shared customers
  • show how these processes work, both on their own and in combination, and describe the challenge facing managers in deciding where to act to win these battles