Models for Competitive Dynamics

Models for Competitive Dynamics
Institutional Affiliation
Models for Competitive Dynamics
Competition across different industries has influenced the need for competitive dynamic
models across different industries to enhance competitiveness. Companies’ desire to become the
leaders or to gain competitive advantage over the rivals has resulted into different activities
including the concepts of destroy your business (DYB) and grow your business (GYB) models of
competitive dynamics. These strategies are coupled by the increased investment in the
information technology and the information system to make the competition more on the
efficiency and generic as compared to the rest (Eaton & Kilby, 2015). Therefore, the application
of DYB and GYB models of competitive dynamics as well as IT and IS investments give
different competitive advantages to the organizations that use them within the industry.
Different perspectives of destroy your business (DYB) and grow your business (GYB)
The concept of destroy your business (DYB) is usually used in very competitive
industries, where the affected companies engage in activities that results into identification of
weaknesses that impede competitiveness. DYB results into destruction of the current practices
and organizational culture, by placing the employees within the context of the rival company
within the industry. This result into identification of the weaknesses and strengths of the
company based on the assessment of the performance and dynamics in the rival companies
(Eaton & Kilby, 2015). The results from DYB model are used to improve the company in terms
of quality and quantity improvements, customer service, and employee welfare improvements.
This competitive dynamic model gives the business opportunity to assess its performance
from the perspective of other competitors and industry at large, with intention of
competitiveness, profitability, and enhanced customer services. It aims at achieving long-term
economic advantage that would result into sustainability, competitiveness, and getting
competitive advantage in the industry (McGrath, 2013). The results from DYB would help to
improve the information system, social business strategy, and other aspects of competition within
the industry to achieve the long-term economic goals. In essence, this is more of a research that
helps the management to realize the company’s weaknesses and take advantage of its strength
when there is still time.
The results from the DYB enables the company to start the process of grow your business
(GYB), based on the available findings on the need to improve in certain aspects of the industry.
For instance, through the GYB competitive dynamic, the company comes up with ideal ways of
addressing the shortfalls and instituting the practices that could result into improving the stature,
competitiveness, and responsiveness of the company to various challenges identified. This
strategy is ideal as it makes the companies affected to reach out to the clients who are resistant to
recession, hooking more customers through the use of freebies, investment in the talents within
the industry, and finding alternatives to borrowing from banks (Chen & Miller, 2015). Business
that use the GYB competitive model are at a position where they can improve their competitive
advantage through the buying of competitors, launching of new products, employing best
employees, and launching of new and competitive products .furthermore, they have the powers
and potential to invest more on information technology and information system that would keep
them ahead of the rest in the industry.
Both DYB and GYB are ideal for companies in the competitive industries and give the
information which is essential for the improvement of competitiveness and planning for the
future ahead of the rest. In this regard, companies that would want explore more in the industry
and increase in size and influence often go for GYB since it offers the platform to target the
wealthy clients who are resistant to recession (McGrath, 2013). Furthermore, GYB is suitable for
the organizations which plan to launch huge IT and IS investments through the strategies that
keep off the rivals and given them the room to control the clients. On the other hand, using the
DYB strategy offers the insightful information on the place of the company in the industry with a
view of improving the position through the identified weaknesses and strengths.
Comparing cannibalization and the DYB models of competition
Market cannibalization is a competitive strategy which enables the company to introduce
a new product that impedes the performance of another related product. The introduction of new
competitive product into the same market by the same company offers to kill the demand for one
of the products and increase the market concentration of the newly introduced. The companies
that use cannibalism strategy have to choose between either loosing competition to rivals or
losing the market to own products through the introduction of others (McGrath, 2013). Balancing
competition and cannibalization in the market is often challenging, where the companies have to
strategize on the best introduction strategies that would address the challenges observed, such as
introduction of either high-end or low-end products to control the situations and improve
competitiveness. In this regard, companies should prioritize cannibalization over competition
based on the impacts that it has in the industry.
Companies should consider introducing a new product into the market than allow for
competition in the industry by rivals. This has been observed in major companies such as Apple
Inc. which cannibalizes iPod through introduction of music features in the iPohne. Alternatively,
Kindle has cannibalized Brick and Mortal through the introduction of online publishing. This
strategy is almost similar to the DYB, except that it focuses more on increasing competition. On
the other hand, DYB is ideal for companies that require competitiveness within the industry
through improvement on the weaknesses and strengths (Eaton & Kilby, 2015). DYB enables for
the introduction of new programs and strategies, while also eliminating the old one that are
dysfunctional and no longer offer competitiveness to the industry.
Changes in business and reassessment of IT
Information Technology is integral to the successful competitiveness of business across
the industries across the customer service, production, supply, and transactions. Therefore, any
change in business strategy should focus on the assessment and improvement of performance of
the IT systems within the organization (McGrath, 2013). Through the reassessment of the IT, the
company will establish the training requirement for employees to improve their competence and
quality output that will please the clients. Furthermore, use of information technology cannot be
ignored since it improves the customer experience and enhance communication and feedback
mechanisms for the general performance of the companies.
Social IT in relation to organizational strategy
Organizations can improve their competitiveness in the market through the use of social
IT especially in the management of interaction with clients, communication, and research
activities. Social IT should handle the collaborative activities across different stakeholders within
the internal and external environments and further appeal for the IT experts to use the concept to
improve the social presence and collaboration with the key stakeholders. For example, through
social networking, advertisements, and communication, the company is able to achieve
competitiveness and ability to improve its presence in the industry (Chen & Miller, 2015). This
is based on the alignment to the company’s business social business strategies, which are
essential in the long run. for the companies, it is important that they align their social IT goals
with the strategies such as improvement of communication, research, and customer service to
improve the level of competitiveness.
Chen, M. J., & Miller, D. (2015). Reconceptualizing competitive dynamics: A multidimensional
framework. Strategic Management Journal, 36(5), 758-775.
Eaton, D., & Kilby, G. (2015). Does Your Organizational Culture Support Your Business
Strategy?. The Journal for Quality and Participation, 37(4), 4.
McGrath, R. G. (2013). The end of competitive advantage: How to keep your strategy moving as
fast as your business. Harvard Business Review Press.

Place new order. It's free, fast and safe

550 words

Our customers say

Customer Avatar
Jeff Curtis
USA, Student

"I'm fully satisfied with the essay I've just received. When I read it, I felt like it was exactly what I wanted to say, but couldn’t find the necessary words. Thank you!"

Customer Avatar
Ian McGregor
UK, Student

"I don’t know what I would do without your assistance! With your help, I met my deadline just in time and the work was very professional. I will be back in several days with another assignment!"

Customer Avatar
Shannon Williams
Canada, Student

"It was the perfect experience! I enjoyed working with my writer, he delivered my work on time and followed all the guidelines about the referencing and contents."

  • 5-paragraph Essay
  • Admission Essay
  • Annotated Bibliography
  • Argumentative Essay
  • Article Review
  • Assignment
  • Biography
  • Book/Movie Review
  • Business Plan
  • Case Study
  • Cause and Effect Essay
  • Classification Essay
  • Comparison Essay
  • Coursework
  • Creative Writing
  • Critical Thinking/Review
  • Deductive Essay
  • Definition Essay
  • Essay (Any Type)
  • Exploratory Essay
  • Expository Essay
  • Informal Essay
  • Literature Essay
  • Multiple Choice Question
  • Narrative Essay
  • Personal Essay
  • Persuasive Essay
  • Powerpoint Presentation
  • Reflective Writing
  • Research Essay
  • Response Essay
  • Scholarship Essay
  • Term Paper
We use cookies to provide you with the best possible experience. By using this website you are accepting the use of cookies mentioned in our Privacy Policy.