More recently, BlackBerry smartphones have been a symbol of wealth, luxury, and high technology. Today, even their once-loyal supporters rarely remember these devices. From McNish’s perspective (2015), globalization is gradually eroding technological frontiers coupled with rapid growth in consumer demand. In his view, competition is a brutal struggle in which honest methods are not always applied. Failure to see Apple as a serious and worthy competitor has led to the loss of dominance in the market (McNish & Silcoff, 2015). In addition, the management underestimated the wave of cheap smartphones from Asia. According to the author, BlackBerry has failed to maintain its leadership due to management errors, competitor underestimation, and untimely technology (McNish & Silcoff, 2015). It may also have been influenced by the company’s focus on the global market rather than developing locally.
Greenwald also emphasizes the need for companies to constantly monitor what and how competitors are producing. However, according to the author, this becomes possible only if their number is limited. The competitive advantages of a particular company are a barrier to the entry of other organizations into the market (Greenwald & Kahn, 2005). Therefore, it is necessary not only to preserve them but also to increase them. The barrier-free market is a highly competitive space. The author is convinced that with global competition, the need to limit competition becomes even greater (Greenwald & Kahn, 2005). As a result, international firms have more resources to attract more clients. However, of course, expansion to other markets will require investment, and therefore the risks must be justified and assessed in advance.
The authors generally share the same points of view on many aspects, but Greenwald more intensively emphasizes the importance of dominance in the local market. At the same time, McNish’s focus is on the benefits of establishing global authority. Both authors agree that the accuracy of firms’ forecasts of competitors influences the potential success of organizations. In their works, they emphasize that the more intense the level of competition in the industry, the faster the market environment changes.
References
Greenwald, B., & Kahn, J. (2005). All strategy is local. Harvard Business Review, 83(9), 94-104.
McNish, J., & Silcoff, S. (2015). Losing the signal: The spectacular rise fall of BlackBerry. HarperCollins.