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Understanding the probability of response to competitive actions
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| Zeitschriftentitel: | Marketing Intelligence & Planning |
|---|---|
| Personen und Körperschaften: | , |
| In: | Marketing Intelligence & Planning, 23, 2005, 5, S. 455-469 |
| Format: | E-Article |
| Sprache: | Englisch |
| veröffentlicht: |
Emerald
|
| Schlagwörter: |
| author_facet |
Otero‐Neira, Carmen Varela‐González, José A. Otero‐Neira, Carmen Varela‐González, José A. |
|---|---|
| author |
Otero‐Neira, Carmen Varela‐González, José A. |
| spellingShingle |
Otero‐Neira, Carmen Varela‐González, José A. Marketing Intelligence & Planning Understanding the probability of response to competitive actions Marketing |
| author_sort |
otero‐neira, carmen |
| spelling |
Otero‐Neira, Carmen Varela‐González, José A. 0263-4503 Emerald Marketing http://dx.doi.org/10.1108/02634500510612636 <jats:sec><jats:title content-type="abstract-heading">Purpose</jats:title><jats:p>The interdependence of firms in the marketplace implies that the effectiveness of an action cannot be valued without considering potential reactions. Therefore, the main objectives of this paper are to analyse the effect of the initiating company characteristics on the perceived attributes of its action and to understand the effect of these dimensions on the number of companies that respond to it.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-heading">Design/methodology/approach</jats:title><jats:p>Based on action‐reaction dynamics, a series of hypotheses was theoretically justified inking the characteristics of the actor with the dimensions of its action, and these dimensions with the probability of response from rivals. Their validity with data obtained from a survey of marketing managers of Spanish companies was checked, using a variety of statistical techniques.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-heading">Findings</jats:title><jats:p>Results indicate that the probability of reaction is influenced by the level of visible threat of action. Further findings indicate that the leadership position of the actor has an indirect influence on the probability of response.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-heading">Research limitations/implications</jats:title><jats:p>The size of the sample and the measures used are both limited. Also, the explanatory capacity of the model could be improved by considering new variables.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-heading">Practical implications</jats:title><jats:p>Prior knowledge of the probability of a reaction is an important input for the managerial process of strategic planning, capable of improving the success rate in implementing actions and thereby the competitive position.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-heading">Originality/value</jats:title><jats:p>Few research studies of competitive interaction have focused on the probability of response, into which this paper offers an insight.</jats:p></jats:sec> Understanding the probability of response to competitive actions Marketing Intelligence & Planning |
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| title |
Understanding the probability of response to competitive actions |
| title_unstemmed |
Understanding the probability of response to competitive actions |
| title_full |
Understanding the probability of response to competitive actions |
| title_fullStr |
Understanding the probability of response to competitive actions |
| title_full_unstemmed |
Understanding the probability of response to competitive actions |
| title_short |
Understanding the probability of response to competitive actions |
| title_sort |
understanding the probability of response to competitive actions |
| topic |
Marketing |
| url |
http://dx.doi.org/10.1108/02634500510612636 |
| publishDate |
2005 |
| physical |
455-469 |
| description |
<jats:sec><jats:title content-type="abstract-heading">Purpose</jats:title><jats:p>The interdependence of firms in the marketplace implies that the effectiveness of an action cannot be valued without considering potential reactions. Therefore, the main objectives of this paper are to analyse the effect of the initiating company characteristics on the perceived attributes of its action and to understand the effect of these dimensions on the number of companies that respond to it.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-heading">Design/methodology/approach</jats:title><jats:p>Based on action‐reaction dynamics, a series of hypotheses was theoretically justified inking the characteristics of the actor with the dimensions of its action, and these dimensions with the probability of response from rivals. Their validity with data obtained from a survey of marketing managers of Spanish companies was checked, using a variety of statistical techniques.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-heading">Findings</jats:title><jats:p>Results indicate that the probability of reaction is influenced by the level of visible threat of action. Further findings indicate that the leadership position of the actor has an indirect influence on the probability of response.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-heading">Research limitations/implications</jats:title><jats:p>The size of the sample and the measures used are both limited. Also, the explanatory capacity of the model could be improved by considering new variables.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-heading">Practical implications</jats:title><jats:p>Prior knowledge of the probability of a reaction is an important input for the managerial process of strategic planning, capable of improving the success rate in implementing actions and thereby the competitive position.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-heading">Originality/value</jats:title><jats:p>Few research studies of competitive interaction have focused on the probability of response, into which this paper offers an insight.</jats:p></jats:sec> |
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| author | Otero‐Neira, Carmen, Varela‐González, José A. |
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| description | <jats:sec><jats:title content-type="abstract-heading">Purpose</jats:title><jats:p>The interdependence of firms in the marketplace implies that the effectiveness of an action cannot be valued without considering potential reactions. Therefore, the main objectives of this paper are to analyse the effect of the initiating company characteristics on the perceived attributes of its action and to understand the effect of these dimensions on the number of companies that respond to it.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-heading">Design/methodology/approach</jats:title><jats:p>Based on action‐reaction dynamics, a series of hypotheses was theoretically justified inking the characteristics of the actor with the dimensions of its action, and these dimensions with the probability of response from rivals. Their validity with data obtained from a survey of marketing managers of Spanish companies was checked, using a variety of statistical techniques.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-heading">Findings</jats:title><jats:p>Results indicate that the probability of reaction is influenced by the level of visible threat of action. Further findings indicate that the leadership position of the actor has an indirect influence on the probability of response.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-heading">Research limitations/implications</jats:title><jats:p>The size of the sample and the measures used are both limited. Also, the explanatory capacity of the model could be improved by considering new variables.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-heading">Practical implications</jats:title><jats:p>Prior knowledge of the probability of a reaction is an important input for the managerial process of strategic planning, capable of improving the success rate in implementing actions and thereby the competitive position.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-heading">Originality/value</jats:title><jats:p>Few research studies of competitive interaction have focused on the probability of response, into which this paper offers an insight.</jats:p></jats:sec> |
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| spelling | Otero‐Neira, Carmen Varela‐González, José A. 0263-4503 Emerald Marketing http://dx.doi.org/10.1108/02634500510612636 <jats:sec><jats:title content-type="abstract-heading">Purpose</jats:title><jats:p>The interdependence of firms in the marketplace implies that the effectiveness of an action cannot be valued without considering potential reactions. Therefore, the main objectives of this paper are to analyse the effect of the initiating company characteristics on the perceived attributes of its action and to understand the effect of these dimensions on the number of companies that respond to it.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-heading">Design/methodology/approach</jats:title><jats:p>Based on action‐reaction dynamics, a series of hypotheses was theoretically justified inking the characteristics of the actor with the dimensions of its action, and these dimensions with the probability of response from rivals. Their validity with data obtained from a survey of marketing managers of Spanish companies was checked, using a variety of statistical techniques.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-heading">Findings</jats:title><jats:p>Results indicate that the probability of reaction is influenced by the level of visible threat of action. Further findings indicate that the leadership position of the actor has an indirect influence on the probability of response.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-heading">Research limitations/implications</jats:title><jats:p>The size of the sample and the measures used are both limited. Also, the explanatory capacity of the model could be improved by considering new variables.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-heading">Practical implications</jats:title><jats:p>Prior knowledge of the probability of a reaction is an important input for the managerial process of strategic planning, capable of improving the success rate in implementing actions and thereby the competitive position.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-heading">Originality/value</jats:title><jats:p>Few research studies of competitive interaction have focused on the probability of response, into which this paper offers an insight.</jats:p></jats:sec> Understanding the probability of response to competitive actions Marketing Intelligence & Planning |
| spellingShingle | Otero‐Neira, Carmen, Varela‐González, José A., Marketing Intelligence & Planning, Understanding the probability of response to competitive actions, Marketing |
| title | Understanding the probability of response to competitive actions |
| title_full | Understanding the probability of response to competitive actions |
| title_fullStr | Understanding the probability of response to competitive actions |
| title_full_unstemmed | Understanding the probability of response to competitive actions |
| title_short | Understanding the probability of response to competitive actions |
| title_sort | understanding the probability of response to competitive actions |
| title_unstemmed | Understanding the probability of response to competitive actions |
| topic | Marketing |
| url | http://dx.doi.org/10.1108/02634500510612636 |