Competitive Action Advantage Strategy in Dynamic Rivalry Businesses

Abstract

In businesses that compete with one another, having a competitive advantage always has extra benefits. The purpose of the strategic management studies in competitive dynamics is to regulate and address the issue of how particular organizations are adapted to the operational strategies and take on the special and distinctive ways to maintain their market leadership positions in the competing businesses. Researchers have established a theoretical framework that explains how a firm's sustainable competitiveness can be explained by the competitive range, ranging from individual action-response pairs to the full range of competitive activities. Competitive types, such as 1. in the direction of internal factors, 2. in the direction of outside forces, 3-horizontal relationship in the third direction, 4-in the direction of an upward relationship, 5. in the direction of rivalry relationships, & 6-in the direction of collaboration, are what give businesses direction and speed. Competitive range is all about figuring out how to stage strategic processes. Additionally, it is moulded by the interaction of several competitive acts taken by the attacking company, maybe interspersed with one or more aggressive retorts from competitors. Companies use strategic planning to compete at these levels. 1. preparing a disruptive vision; 2. organizing resources; and 3. developing descriptive strategies. Findings: In the overexcited small enterprises, the competitive range can be one of the potential action-based constructions that may be able to obtain a more profound knowledge with the sustaining rivalry and competitive benefit. This study uncovered the real-world situation in which a competitive company can thrive in the rivalry inside a group of competing companies.