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Strategic competition

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  • 3 chapters

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Through Outsourcing

Within a market where strategic competition is present, investment provides a much bigger capability of taking advantage of future opportunities of growth which also implies obtaining a greater market share. If such interaction between rivals is efficiently used, even all actors of the industry in which strategic competition was applied may be compensated on their profits. This is implemented either by putting entry barriers to new competitors or to dissuading others from 'making space' for stronger ones.

Also, the application of strategic competition may lead to outsourcing activities used by rival firms involved in the process.

Basic elements

Strategic competition consists of five basic elements:

  • To comprehend competitive interaction as a dynamic system.
  • To use such comprehension in order to forecast the effects that any intervention can produce in that system.
  • To dispose of many uncommitted resources that can be applied to different purposes.
  • To predict the risk and return with enough accuracy for justifying the use of these resources.
  • To possess the necessary will to set the actions that must be fulfilled towards such commitment.

In order for strategic competition to be successful, the analysis of these elements require a constant update of the firm's environment, considering that this type of competition possesses a rapidly evolving nature. Despite this, the shift from natural to strategic competition is a long process that might require generations to be fully implemented by a certain market.

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