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Defense Never Ends

  • Tim Calkins

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

  1. 1.
    Michael E. Porter, Competitive Strategy (New York: The Free Press, 1980), 98.Google Scholar
  2. 6.
    Andrew Grove, Only the Paranoid Survive (New York: Crown Business, 1999), 118.Google Scholar
  3. 9.
    Jim Collins, How the Mighty Fail (New York: HarperCollins, 2009), 63.Google Scholar
  4. 10.
    Jim Collins and Jerry I. Porras, Built to Last (New York: HarperCollins, 2002), 187.Google Scholar
  5. 11.
    Laura Mazur and Louella Miles, Conversations with Marketing Masters (New York: Wiley, 2007), 18.Google Scholar
  6. 12.
    Kevin P. Coyne and John Horn, “Predicting Your Competitor’s Reaction,” Harvard Business Review 87, no. 4 (April 2009): 93.Google Scholar
  7. 14.
    Adi Ignatius, “Technology, Tradition, and the Mouse,” Harvard Business Review 89, no. 7 (July–August 2011): 116.Google Scholar
  8. 15.
    Michael Porter, “The Five Competitive Forces that Shape Strategy,” Harvard Business Review 86, no. 1 (January 2008): 5.Google Scholar

Copyright information

© Tim Calkins 2012

Authors and Affiliations

  • Tim Calkins
    • 1
  1. 1.Kellogg School of ManagementUSA

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