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Abstract
Marketing managers typically have the responsibility of interpreting the environment and
making crucial choices about which rivals to confront. They gather information to understand two aspects of competition, market structure and competitive behavior so they can anticipate their actions. This paper examines the influence of these factors and suggests a conceptual framework for building competitive advantage representations based on managerial traits and perceptions; it also investigates potential antecedents for biased managerial assumptions and their consequence effect on the firm's performance.
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Abstract
Marketing managers typically have the responsibility of interpreting the environment and
making crucial choices about which rivals to confront. They gather information to understand two aspects of competition, market structure and competitive behavior so they can anticipate their actions. This paper examines the influence of these factors and suggests a conceptual framework for building competitive advantage representations based on managerial traits and perceptions; it also investigates potential antecedents for biased managerial assumptions and their consequence effect on the firm's performance.