You have no items in your shopping cart.

Indirect Competition: Strategic Considerations
Chen, Ming-Jer; Wilson, Tadd Case S-0102 / Published July 17, 2003 / 6 pages.
Format Price Quantity Select
PDF Download
$6.75
Master Hard Copy
$7.00
Student Hard Copy
$7.00
Copyright Permissions
$3.75

Product Overview

Competitive theorists have begun exploring competitive behavior that minimizes rivalry and head-to-head confrontation, a competitive style referred to as "indirect competition." This theoretical expansion provides a more comprehensive explanation of competitive behavior in the marketplace and offers managers a greater array of competitive options from which to choose. Three kinds of indirect competition discussed are: maintaining a low profile; avoiding head-to-head competition; and redefining the battlefield. Though perhaps best exemplified by Chinese business practices, indirect competition is relevant to managers worldwide. The benefits of competing "unconventionally"(according to prevailing Western standards) can be numerous and unexpected.

  • Overview

    Competitive theorists have begun exploring competitive behavior that minimizes rivalry and head-to-head confrontation, a competitive style referred to as "indirect competition." This theoretical expansion provides a more comprehensive explanation of competitive behavior in the marketplace and offers managers a greater array of competitive options from which to choose. Three kinds of indirect competition discussed are: maintaining a low profile; avoiding head-to-head competition; and redefining the battlefield. Though perhaps best exemplified by Chinese business practices, indirect competition is relevant to managers worldwide. The benefits of competing "unconventionally"(according to prevailing Western standards) can be numerous and unexpected.

  • Learning Objectives