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Sunday, July 19, 2020 | History

2 edition of Strategic groups and mobility barriers found in the catalog.

Strategic groups and mobility barriers

the level of struggle in an industry

by Avi Fiegenbaum

  • 368 Want to read
  • 28 Currently reading

Published by College of Commerce and Business Administration, University of Illinois at Urbana-Champaign in [Urbana, Ill.] .
Written in English


Edition Notes

Includes bibliographical references (p. 34-36).

StatementAvi Fiegenbaum, Walter J. Primeaux
SeriesBEBR faculty working paper -- no. 984, BEBR faculty working paper -- no. 984.
ContributionsPrimeaux, Walter J., University of Illinois at Urbana-Champaign. College of Commerce and Business Administration
The Physical Object
Pagination36 p. ;
Number of Pages36
ID Numbers
Open LibraryOL25105084M
OCLC/WorldCa757379429

a) barriers which prevent other firms entering the strategic group and threatening the existing members. b) barriers which constrain the mobility of multinational firms in foreign markets. c) barriers related to the human tendency to reject unfamiliar or negative information. Some of the benefits of strategic groups include all but one of the following: a. Makes the process of competitor analysis more manageable b. Refines the strategic investment decision c. Includes a set of mobility barriers d. They will be affected by and react to industry developments in similar ways e. They produce strategic options.

  Strategic flexibility concerns about adapting to changing competitive success requirements were exacerbated by the propensity for entry barriers—which had protected firms’ competitive positions initially (Bain, )—to subsequently become mobility barriers when competitive conditions changed adversely (Caves & Porter, ).Enterprises that had not anticipated such Cited by: 1.   The nature of competitive strategy inherently positions companies competing in an industry into strategic groups with diverse quality ranges, distribution channels, product features, and.

"The underlying argument in strategic group analysis is that mobility barriers between strategic groups enable some groups of organisations to be more profitable than others (Grant, )." The concept discusses the notion of strategic groups. the concepts of Strategic Group and Mobility Barrier. 1. Strategic Group Is Strategic Group: a group of corporations that employ the similar strategy in a particular industry Strategic Dimension: a linchpin to discriminate strategic groups -Level of specialization (product line, .


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Strategic groups and mobility barriers by Avi Fiegenbaum Download PDF EPUB FB2

Mobility Barriers and Strategic Groups per se will in general be an inadequate basis for strategic group definition. Since mobility barriers are logically and empirically unique to industry settings, it is important to identify group-defining variables appropriate to an industry.

If group-defining variables are idiosyncratic to an industry, an in. The Theory of Strategic Groups and Mobility Barriers The Implications of Strategic Groups Strategic Mapping Strategic Groups in Practice The European Food-Processing Industry The US Pharmaceutical Industry Common Features Strategic Groups and Cognitive CommunitiesCited by: 7.

The value of strategic groups and mobility barriers is illustrated in the examination of competitive behaviour in industries subject to structural changes.

Similarity in brand behaviour is observed across a number of product-markets within the convenience goods industry over : Brenda Cullen. Mobility barriers and strategic groups. A procedure for identifying strategic groups based on mobility barriers is recommended and illustrated.

The strategic groups identified were observed to exhibit group membership stability and differences in Cited by: The firms in strategic groups with high mobility barriers will have greater profit potential than those in groups with lower mobility barriers.

Oster () actually attempted to examine mobility barriers based on advertising strategy and identified strategic groups and mobility barriers in certain industries. Strategic groups analysis is a relevant framework for investigating competitive advantage and identifying the variables that create and sustain competitive advantage in an by: As such, strategic group- variables that create mobility barriers and thus competitive advantage for ing is a relevant framework for investigating whether or not these firms; and (3) to explore the relationships among group structure, certain firms in an industry enjoy competitive advantage over performance, and competitive advantage over by: One noncontroversial issue with strategic groups is: A.

Stability of strategic groups. Mobility barriers between strategic groups. The requirement for large quantities of objective data. All of the above are controversial issues. None of the above is controversial.

Mobility barrier: “Mobility barriers” is, therefore, a general term which includes barriers to entry, barriers to exit, and barriers to intra-industry changes in market position. More specifically, mobility barriers may refer to barriers to movement from one strategic group of firms within an industry to another group.

Corrections. All material on this site has been provided by the respective publishers and authors. You can help correct errors and omissions. When requesting a correction, please mention this item's handle: RePEc:eee:beheco:vyipSee general information about how to correct material in RePEc. For technical questions regarding this item, or to correct its authors, title.

Strategic Groups, Mobility Barriers, and Industry Evolution: An Empirical Study of Taiwan Banking Industry The Journal of American Academy of Business, Vol.

17, No. 1, September 10 Pages Posted: 15 Dec Author: Te-Kuang Chou. Strategic groups analysis is a relevant framework for investigating competitive advantage and identifying the variables that create and sustain competitive advantage in an industry.

Strategic groups, mobility barriers, and competitive advantage: An empirical investigation. Mokwa, Michael; Noble, Charles H.

/ Strategic groups, mobility Cited by: This paper examines the literature on strategic groups and extends it: first, by clarifying the distinction between two alternate approaches to forming groups, emphasizing that multivariate group analysis can be used to conserve information not only summarize it as bivariate grouping does; second, by focusing attention on the importance of asymmetrical mobility barriers and competitive Cited by: literature by linking groups to the conservation of strategic information, asymmetrical mobility barriers, and contestability, and to take some initial steps towards a theory to explain industry consolidation, pointing out as we go the distinc-tions between theories of particular rather than general competition.

We will consider consolidat. BEBR FACULTYWORKINGPAPERNO CollegeofCommerceandBusinessAdministration UniversityofIllinoisatUrbana-Champaign November StrategicGroupsandMobilityBarriers.

Its worth noticing that barriers to entry into the sector strategic group and exit from it are called intra-industry mobility barriers, and their analysis provides an answer to the question why companies are finding it hard moving from one group to another.

References. Dess, G. G., & Davis, P. "Mobility barriers" is therefore a general term which includes barriers to entry, barriers to exit, and barriers to intra-industry changes in market position.

More specifically, mobility barriers may refer to barriers to movement from one strategic group of firms within an industry to another group. Each strategic group is distinctive Mobility Barriers and Strategic Groups and should be expected to have unique entry and exit barriers.

Oster () suggested, for example, that the group-defining variable used, the advertising-to-sales ratio, reflected entry barriers for those with low ratio moving into high advertising intensity, but not.

When assessing their firms’ performance and considering strategic moves, the other members of a group are often the best referents for executives to consider. In some cases, one or more strategic groups in the industry are irrelevant.

Subway, for example, does not need to worry about competing for customers with the likes of The Keg and Earls. This is partly because firms confront mobility barriers.

In a concept analogous to entry barriers, Porter proposes mobility barriers as barriers that prevent a firm shifting strategic position from one strategic group to the other. Porter hypothesizes that firms in strategic groups with high mobility barriers will have greater profit potential than those in strategic groups with lower mobility barriers.The existence of mobility barriers restrict or even prevent firms from moving from one strategic group to another.

Mobility barriers are analogous to entry barriers except that they impede movement between strategic groups rather than into an industry. These mobility barriers protect the firms in higher performing groups from increased rivalry.Start studying Chapter 3: Competitor Analysis.

Learn vocabulary, terms, and more with flashcards, games, and other study tools. A strategic group is a customer segment that is strategically important to the business. According to the book, mobility barriers are barriers inhibiting the movement of a person from one social class to.