Please use this identifier to cite or link to this item: https://repository.iimb.ac.in/handle/123456789/10735
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dc.contributor.advisorMurty, L S
dc.contributor.authorKunniyur, Srisankar
dc.contributor.authorVinay, V.
dc.date.accessioned2017-10-04T10:04:28Z
dc.date.accessioned2019-03-18T10:15:55Z-
dc.date.available2017-10-04T10:04:28Z
dc.date.available2019-03-18T10:15:55Z-
dc.date.issued2008
dc.identifier.urihttp://repository.iimb.ac.in/handle/123456789/10735
dc.description.abstractCo-opetition is a business strategy that goes beyond the old rules of competition and cooperation to combine the advantages of both. Co-opetition is a pioneering, high profitmeans of leveraging business relationships. In this report we look at co-opetition in its many forms that is currently prevalent in the industry. We look at the motivations and the guiding factors for these co-opetitive arrangements. We also briefly foray into Game Theory to understand how companies in a co-opetitive arrangement succeed and trust each other. We then look at deriving a framework for analyzing the reasons of when a firm needs to get into co-operating with its competitors. In particular we propose three propositions which provide a starting point of when firms think of co-opetition as a viable strategic alternative. We also look at deriving an index called the Co-opetition Scope Index that indicates the extent to which co-opetition is possible in the industry. We then tie this index to Porter s framework and show that co-opetition is an important moderator in determining the attractiveness of the industry.
dc.language.isoen_US
dc.publisherIndian Institute of Management Bangalore
dc.relation.ispartofseriesPGSEM-PR-P8-025-
dc.subjectStrategic management
dc.titleCo-opetition: a strategic tool
dc.typeProject Report-PGSEM
dc.pages43p.
dc.identifier.accessionE31574-
Appears in Collections:2008
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