All organizations are feeling the competitive pressure intuitively, but most, according to the author, do not do a good job of managing. This is, in part, because it is often difficult to see the overall pressure system - a complex, shifting pattern contact overlap between the rivals, which are constantly changing industry climate. Shows how the pressure of the system can be displayed and controlled to a large extent. The map is based on the measurement of the pressure has important implications for the organization of the market and competitors choice, growth plans, and portfolio diversification strategies, priorities, resource allocation, competitive intelligence system, M & A strategy and scenario planning process. In any industry, companies can develop competitive strategies using pressure map to answer two important questions: If the current pattern continues the pressure, what position my company in the long run, to hold? How can my company to stabilize or move the direction of pressure to reduce (or increase) to predict the impact of the current pressure in the system? Thanks to a detailed discussion of various industries, the author shows how the pressure maps can identify key competitive dynamics of the industry. He then offers a variety of mechanisms by which organizations can and should influence their competitive landscape. "Hide
by Richard D'Aveni Source: MIT Sloan Management Review 13 pages. Publication Date: 01 Oct 2002. Prod. #: SMR091-PDF-ENG
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