Models for Competitive Dynamics

Competition has, since the 90s, led to wider gaps between industry leaders and laggards. There are more “winner-take-all” environments and greater churns among industry sector rivals. We have witnessed sharp increases in quality and quantity of IT (Information Technology) investments. We’ve seen striking competitive dynamics, particularly in sectors that spend the most on IT. Some of the competitive dynamics models include the Destroy Your Business (DYB) strategy, the Grow Your Business (GYB) strategy, the Information Systems (IS) and strategic advantage, and the social business strategy.

Write a four to five (4-5) page paper in which you:

Compare and contrast the DYB and GYB strategies in terms of the ability to sustain a business in the marketplace over the long term, to be competitive against rivals, and profitability.

Examine the “cannibalization” strategy and determine if it is or is not a better strategy compared to the DYB strategy for growth, competitiveness, and market leadership. Provide two (2) business examples.  

Determine whether or not changes in business strategy should entail reassessment of IS. Provide three (3) reasons to support your position.

Examine how firms can use social IT in alignment with organizational strategy and IS strategy. Consider collaborative capabilities, what, how, and who should use social IT for a social business strategy.

Use at three (3) quality resources in this assignment.Note:Wikipedia and similar Websites do not qualify as quality resources.

Yes, changes in business strategy ought to involve IS reassessment and underneath are the reasons why.

The business strategy of the organization is essential in making arrangements for information systems. The information systems plan is attracted up to a way that it underpins the vital targets of the association even sooner rather than later. For this reason, the role of the IS has to be defined within the planning process. An information system is typically not sufficiently alert to modify itself to a degree that it can deal with changing requirements from clients. Subsequently, information systems are wanted to deal with each conceivable inevitability as far as the information type is concerned.

Without a pertinent methodology for IS, it will convey information that might be of minimal strategic value. Also, operationally the diverse technology platforms utilized, distinctive systems that make up the whole information system of an organization may not work in a synchronized way unless every one of the technology and systems conforms to a greater strategic vision. Incompatibility issues will arise, opportunities will be missed. With a strategic focus IS can’t convey strategic value to the organization. It, therefore, has to be adjusted with the organizational strategy to convey information that helps the management beat competition.

When information systems do not fit into the broad firm’s strategy, it is probably going to produce problematic outcomes for the firm. The genuine capability of information systems must be acknowledged if the organization decides to adopt a strategic approach towards the information systems asset. Information systems require strategic orientation otherwise, it will lose focus. For an information system, the business needs are its primary focus, rather than the technology.


Information System and Business Strategy. (2017). Retrieved 15 March 2017, from

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