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Rethinking Competitive Strategy in Mature Industries: An externally-focused in-depth study into how companies in mature industries can rethink their competitive strategies.

Sigvaldadóttir, Auður LU and Taylor, Alexandra LU (2016) MGTN59 20161
Department of Business Administration
Abstract
Today’s rapidly changing environment amplifies the need for companies no matter the industry, to stay
on top of their game and not lose market share to competing firms. This is particularly true of companies
in mature industries, and therefore, is a worthy area of study and the focus of this thesis.

Rethinking Competitive Strategy in Mature Industries is an in-depth, exploratory study, with an empirical
focus on a single case study, Business Unit Building (BUB). Qualitative data was collected from thirteen
interviews based on semi-structured questions. Published reports were additionally considered. Although
it is advisable not to generalize, the single case study acts as inspiration for other companies in similar
positions... (More)
Today’s rapidly changing environment amplifies the need for companies no matter the industry, to stay
on top of their game and not lose market share to competing firms. This is particularly true of companies
in mature industries, and therefore, is a worthy area of study and the focus of this thesis.

Rethinking Competitive Strategy in Mature Industries is an in-depth, exploratory study, with an empirical
focus on a single case study, Business Unit Building (BUB). Qualitative data was collected from thirteen
interviews based on semi-structured questions. Published reports were additionally considered. Although
it is advisable not to generalize, the single case study acts as inspiration for other companies in similar
positions seeking to rethink their strategies.

The theoretical framework includes Porter’s five forces, Porter’s generic strategies, as well as other more
general competitive strategy theories. These are rendezvoused into one model that shows the theories in
sequence, which can be implemented when developing competitive strategies.

The conclusions show that the stage of the industry life cycle is a defining factor of the competitive
strategies that firms must take. A key take-away is that companies should not be afraid of proactive
strategic change, which may be the only way to maintain or re-gain a competitive position amongst
multiple competitors, who oftentimes follow similar strategies and provide customers with similar
product offerings. Thus regardless of the generic strategy that companies decide to pursue, they must
adopt a proactive competitive strategy in then deciding which generic strategy(ies) would be most useful. (Less)
Please use this url to cite or link to this publication:
author
Sigvaldadóttir, Auður LU and Taylor, Alexandra LU
supervisor
organization
course
MGTN59 20161
year
type
H1 - Master's Degree (One Year)
subject
keywords
Mature industry, strategic renewal, change, Porter, competitive strategy, reactive, proactive, industry life cycle
language
English
id
8883874
date added to LUP
2016-06-21 15:57:49
date last changed
2016-06-21 15:57:49
@misc{8883874,
  abstract     = {Today’s rapidly changing environment amplifies the need for companies no matter the industry, to stay
on top of their game and not lose market share to competing firms. This is particularly true of companies
in mature industries, and therefore, is a worthy area of study and the focus of this thesis.

Rethinking Competitive Strategy in Mature Industries is an in-depth, exploratory study, with an empirical
focus on a single case study, Business Unit Building (BUB). Qualitative data was collected from thirteen
interviews based on semi-structured questions. Published reports were additionally considered. Although
it is advisable not to generalize, the single case study acts as inspiration for other companies in similar
positions seeking to rethink their strategies.

The theoretical framework includes Porter’s five forces, Porter’s generic strategies, as well as other more
general competitive strategy theories. These are rendezvoused into one model that shows the theories in
sequence, which can be implemented when developing competitive strategies.

The conclusions show that the stage of the industry life cycle is a defining factor of the competitive
strategies that firms must take. A key take-away is that companies should not be afraid of proactive
strategic change, which may be the only way to maintain or re-gain a competitive position amongst
multiple competitors, who oftentimes follow similar strategies and provide customers with similar
product offerings. Thus regardless of the generic strategy that companies decide to pursue, they must
adopt a proactive competitive strategy in then deciding which generic strategy(ies) would be most useful.},
  author       = {Sigvaldadóttir, Auður and Taylor, Alexandra},
  keyword      = {Mature industry,strategic renewal,change,Porter,competitive strategy,reactive,proactive,industry life cycle},
  language     = {eng},
  note         = {Student Paper},
  title        = {Rethinking Competitive Strategy in Mature Industries: An externally-focused in-depth study into how companies in mature industries can rethink their competitive strategies.},
  year         = {2016},
}