Competition Matrix

  • Rajagopal 


The competition matrix comprises two-dimensional determinants in reference to marketplace strategy and capabilities and competencies of the firm. The marketplace strategy has been devised as a way of providing a structure to achieve the key elements of our marketplace policy, and is best understood in conjunction with that document. The objective of the strategy is to deliver the customer intimacy which forms the foundation of our strategic relations approach. The strategy looks to give a firm the structure to achieve marketplace leadership through innovation and customer service excellence that brings sustainable competitive advantage to the firm. The arguments in this chapter are built around the context of assumptions, networks, alliances, capabilities and competencies, culture, competitor activities, and customer value chain.


Large Firm Market Orientation Core Competency Market Competition Strategic Alliance 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.


Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

Further Reading

  1. Camarero, C. (2007), ‘Relationship Orientation or Service Quality: What is the Trigger of Performance in Financial and Insurance Services?’ The International Journal of Bank Marketing, 25(6), 406–26.CrossRefGoogle Scholar
  2. Chang, T. Z., Mehta, R., Chen, S. J., Polsa, P., and Mazur, J. (1999), ‘The Effects of Market Orientation on Effectiveness and Efficiency: The Case of Automotive Distribution Channels in Finland and Poland’, Journal of Services Marketing, 13(4-5), 407–18.Google Scholar
  3. Choudhury, K. (2007), ‘Service Quality Dimensionality: A Study of the Indian Banking Sector’, Journal of Asia-Pacific Business, 8(4), 21–38.CrossRefGoogle Scholar
  4. Chung, J., Jin, B. and Sternquist, B. (2007), ‘The Role of Market Orientation in Channel Relationships When Channel Power is Imbalanced’, The International Review of Retail, Distribution and Consumer Research, 17(2), 159–76.CrossRefGoogle Scholar
  5. Cugini, A., Carù, A., and Zerbini, F. (2007), ‘The Cost of Customer Satisfaction: A Framework for Strategic Cost Management in Service Industries’, European Accounting Review, 16(3), 499–530.CrossRefGoogle Scholar
  6. Dicken, P. (1998), Global Shift-Transforming the World Economy, Paul Chapman, London.Google Scholar
  7. Jaccard, J., Turrisi, R., and Wan, C. K. (1990), International Effects in Multiple Regression, Thousand Oaks CA, Sage University Press.Google Scholar
  8. Dwyer, F. R., Paul, H. S. and Sejo, O. (1987), ‘Developing Buyer-Seller Relationships’, Journal of Marketing, 51(2), 11–27.CrossRefGoogle Scholar
  9. Frazier, G. L. and Rody, R. C. (1991), ‘The Use of Influence Strategies in Inter-Firm Relationships in Industrial Product Channels’, Journal of Marketing, 55(1), 52–69.CrossRefGoogle Scholar
  10. Ganeshan, S. (1994), ‘Determinants of Long-Term Orientation in Buyer-Seller Relationships’, Journal of Marketing, 58(2), 1–19.CrossRefGoogle Scholar
  11. Heskett, J. L., Jones, T. O., Loveman, G. W., Sasser W. E. Jr., and Schlesinger, L. A. (1994), ‘Putting the Service-Profit Chain to Work’, Harvard Business Review, 72(3), 164–74.Google Scholar
  12. Hunt, S. D. and Morgan, R. M. (1995), ‘The Comparative Advantage Theory of Competition’, Journal of Marketing, 59(2), 1–15.CrossRefGoogle Scholar
  13. Kim, W. C. and Mauborgne, R. (1999), ‘Creating New Market Space’, Harvard Business Review, 27(1), 83–93.Google Scholar
  14. Maguire, S., Koh, S. C. L. and Huang, C. (2006), ‘Managing Customer Satisfaction through Efficient Listening Tools: An Evaluation of Best Practice in Four World-Class Companies’, International Journal of Services and Operations Management, 2(1), 22–41.CrossRefGoogle Scholar
  15. Narver, J. C. and Slater, S. F. (1990), ‘The Effect of Market Orientation on Business Profitability’, Journal of Marketing, 54(4), 20–35.CrossRefGoogle Scholar
  16. Porter, M. E. (1996), ‘What is Strategy?’ Harvard Business Review, 74(6), 61–78.Google Scholar
  17. Rajagopal (2008), ‘Dynamics of Buyer-Supplier Co-dependency for Optimizing Functional Efficiency’, International Journal of Services and Operations Management, 4(4), 399–416.CrossRefGoogle Scholar
  18. Ruekert, R. W. (1992), ‘Developing a Market Orientation: An Organizational Strategy Perspective’, International Journal of Research in Marketing, 9(3), 225–45.CrossRefGoogle Scholar
  19. Selden, L. and MacMillan, I. C. (2006), ‘Manage Customer-Centric Innovation Systematically’, Harvard Business Review, 84(4), 108–16.Google Scholar
  20. Slater, S. and Narver, J. (1995), ‘Market Orientation and the Learning Organization’, Journal of Marketing, 59(3), 63–74.CrossRefGoogle Scholar
  21. Voss, M. D.; Calantone, R. J., and Keller, S. B. (2005), ‘Internal Service Quality: Determinants of Distribution Center Performance’, International Journal of Physical Distribution & Logistics Management, 35(3), 161–76.CrossRefGoogle Scholar
  22. Wakefield Kirk, L. and Inman Jeffrey, J. (2003), ‘Situational Price Sensitivity: The Role of Consumption Occasion, Social Context and Income’, Journal of Retailing, 79(4), 199–212.CrossRefGoogle Scholar

Copyright information

© Rajagopal 2012

Authors and Affiliations

  • Rajagopal 
    • 1
  1. 1.EGADE Business SchoolTecnologico de Monterrey (ITESM)Mexico

Personalised recommendations