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13 Cards in this Set
- Front
- Back
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competitive attack |
action to gain competitive advantage |
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counter attack |
response to attack awareness of attack motivation to react capability to fight |
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blue ocean strategy |
tradtional competition: fighting in existing market expanding the market |
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collusion |
collective attempts between competing companies to reduce competition |
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explicit collusion |
companies directly negotiate output, fix pricing and divide markets (cartel - entity) |
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leniency programs |
first confessor does not pay fines |
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tacit collusion |
indirectly coordinate actions by signalling to reduce output and maintain pricing dividing markets: airlines focusing only on profitable routes mutual forbearance: reducing competition when rivals compete in multiple markets competition authourities use judgement to detect collusions |
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recession |
demand decreases - revenues decline |
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defensive moves |
cutting costs employee reduction (harms motivation) improving operational efficiency (remains after recession) |
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offensive moves |
improving competitiveness investing in new assets (good) developing new markets (good) |
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urgency for sustainibility |
environmental effects of industrialization rising population, poverty and inequality NGOs as monitors and enforcers of social standards |
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CSR |
renewable resources prevent pollution fair trade enforce CSR on local partners respect host communities dont exploit local workers |
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summary |
It is difficult to do effective business by ignoringsustainability!• CSR can be a useful approach for stakeholdermanagement!• Businesses can only survive when they are in profit!• CSR as window-dressing is likely to backfire! |
