Abstract
IT IS TEMPTING TO THINK of defense as episodic. A competitor attacks your business, you react and take action, and then things settle down and get back to normal. So sometimes defense is important, and sometimes it isn’t.
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Notes
Michael E. Porter, Competitive Strategy (New York: The Free Press, 1980), 98.
Andrew Grove, Only the Paranoid Survive (New York: Crown Business, 1999), 118.
Jim Collins, How the Mighty Fail (New York: HarperCollins, 2009), 63.
Jim Collins and Jerry I. Porras, Built to Last (New York: HarperCollins, 2002), 187.
Laura Mazur and Louella Miles, Conversations with Marketing Masters (New York: Wiley, 2007), 18.
Kevin P. Coyne and John Horn, “Predicting Your Competitor’s Reaction,” Harvard Business Review 87, no. 4 (April 2009): 93.
Adi Ignatius, “Technology, Tradition, and the Mouse,” Harvard Business Review 89, no. 7 (July–August 2011): 116.
Michael Porter, “The Five Competitive Forces that Shape Strategy,” Harvard Business Review 86, no. 1 (January 2008): 5.
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© 2012 Tim Calkins
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Calkins, T. (2012). Defense Never Ends. In: Defending Your Brand. Palgrave Macmillan, New York. https://doi.org/10.1007/978-1-137-51186-7_13
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DOI: https://doi.org/10.1007/978-1-137-51186-7_13
Publisher Name: Palgrave Macmillan, New York
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