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Miles and Snow identify three types of competitive strategies, those adopted by defender, analyzer and prospector types of organization, and a fourth, non-strategic type of organization, whose competitive behaviour is reactive to the perceived environmental conditions within which it operates. [2]
A company also chooses one of two types of scope, either focus (offering its products to selected segments of the market) or industry-wide, offering its product across many market segments. The generic strategy reflects the choices made regarding both the type of competitive advantage and the scope. The concept was described by Michael Porter ...
Instead Mintzberg concludes that there are five types of strategies: Strategy as plan – a directed course of action to achieve an intended set of goals; similar to the strategic planning concept; Strategy as pattern – a consistent pattern of past behavior, with a strategy realized over time rather than planned or intended.
Encirclement – Both a strategy and tactic designed to isolate and surround enemy forces; Ends, Ways, Means, Risk – Strategy is much like a three legged stool of ends, ways, means balanced on a plane of varying degree of risk; Enkulette – A strategy used often in the jungle that aims at attacking the enemy from behind.
Strategy (from Greek στρατηγία stratēgia, "art of troop leader; office of general, command, generalship" [1]) is a general plan to achieve one or more long ...
Industry classification or industry taxonomy is a type of economic taxonomy that classifies companies, ... Competitive Strategy. Free Press, New York.
Strategies per player: In a game each player chooses from a set of possible actions, known as pure strategies. If the number is the same for all players, it is listed here. Number of pure strategy Nash equilibria: A Nash equilibrium is a set of strategies which represents mutual best responses to the other strategies. In other words, if every ...
A graphical representation of Porter's five forces. Porter's Five Forces Framework is a method of analysing the competitive environment of a business. It draws from industrial organization (IO) economics to derive five forces that determine the competitive intensity and, therefore, the attractiveness (or lack thereof) of an industry in terms of its profitability.