Competitors

"Tiny but agile, information-based entrepreneurial firms now run neck and neck with organizational behemoths endowed with deep pockets and greater resources."

"Strategy must attract, win, and retain end-customers and distribution channel members, as well as suppliers or vendors."

"Knowledge . . . has become both the new strategic engine and the business currency."

"Ambitious, intelligent, networked, and entrepreneurial firms are not satisfied with adhering to the game's prevailing conditions."

"To win against opponents, companies need strategies for three related tasks: outwitting, outmaneuvering, and outperforming competitors."

" Strategy, as the creation and exploitation of change, is unavoidably dependent and predicated on learning."

"Four distinct through related types of competitor learning are worthy of note."

"Efficient and effective competitor learning requires that analysts clearly understand the distinctions between data, information, and intelligence, and the implications of these distinctions."

"The overriding function of perceiving and analyzing signals is to create competitor intelligence: knowledge that informs decision makers and infuses decision making."

"Data and information about competitors constitute the indicators from which signals are derived."

"Although signals sometimes indicate continuation of, or commitment to, the status quo, they typically indicate change with respect to some facet of the system of competitors or of an individual competitor."

"Competitor learning becomes inefficient if analysts do not test whether the ambiguous indicator leads to inferences with significant implications."

"Marketplace strategy embodies where, how, and why an organization seeks to attract, win and retain customers."

"Without entrepreneurial content, it is not possible for marketplace strategy to be successful in the long term."

"Understanding a competitor's goals is central not just to capturing its current marketplace strategy but to anticipating and projecting its marketplace moves including its reactions to the moves of others."

"Activity/Value Chain analysis allows analysts to directly connect the 'insides' of a competitor to the content of its marketplace strategy."

"Essential to scanning, monitoring, projecting, and assessing alliances is an understanding of how they evolve over time."

"Networks give rise to both strong and weak signals of change in marketplace strategy, and many microlevel components including assumptions, assets, capabilities and competencies, and technology."

"The analyst's challenge is to determine how far to take asset identification and description."

"Few facets of an organization are more crucial to winning than Capabilities and Competencies."

"Scenarios are plausible in that there is, or should be, some degree of evidence to support the projections they contain."

"Analysis and organizational errors severely hamper the effectiveness of competitor learning."