1)

In addition to market commonality, resources similarity, and the

drivers of awareness, motivation, and ability, other factors also affect
the likelihood a competitor will use strategic actions and tactical
actions to attack its competitors. Three of these factors are first-mover
incentives, organisational size and quality.

2)
Building on of a kind competitive advantage that is proprietary
leads to competitive success in a slow-cycle market. This type of
advantage is difficult for competitors to understand and costly
to imitate advantage results from unique historical conditions,
causal ambiguity, and or social complexity. Copyrights, geography,
patents, and ownership of information resources are examples
of what leads to one of a kind advantages. Once a proprietary
advantage is developed, the firm’s competitive behavior in a
slow-cycle market is oriented to protecting, maintaining, and
extending that advantage. Thus, the competitive dynamics in
slow-cycle markets involve all firms concentrating on competitive
actions and responses that enable them to protect, maintain,
and extend their proprietary competitive advantage. Reverse
engineering and the rate of technology diffusion in fast-cycle
markets facilitate rapid imitation. A competitor uses reverse
engineering to quickly gain the knowledge required to imitate or
improve the firm’s products, usually in only a few months. Indeed,
the pace of competition in fast-cycle markets is almost frenzied,
as companies rely on ideas and the innovations resulting from
them as the engines of their growth. Because prices fall quickly
in these markets, companies need to profit quickly from their
product innovations. Fast-cycle market characteristics make
it virtually impossible for companies in this type of market to
develop sustainable competitive advantages. Recognising this,
firms avoid “loyalty” to any of their products, preferring to
cannibalize their current product by launching a new product
before competitors learn how to do so through successful
imitation. This emphasis creates competitive dynamics that
differ substantially from those in slow-cycle markets.

3) The Technology Life Cycle (TLC) describes the commercial gain

of a product through the expense of research and development
phase, and the financial return during its “vital life”. The four
phases of Technological Life Cycle (TLC) are- Technology in the
R&D phase, Technology in the Ascent phase, Technology in the
maturity phase and Technology in the decline phase.

FOUR PHASES OF THE TECHNOLOGY LIFE CYCLE

The Technology Life Cycle may be seen as composed of four phases:
 The research and development (R&D) phase (sometimes called
the “bleeding edge”) when incomes from inputs are negative and
where the prospects of failure are high.
The ascent phase when out-of-pocket costs have been recovered
and the technology begins to gather strength by going beyond
some Point A on the Technology Life Cycle (sometimes called the
“leading edge”).
The maturity phase when gain is high and stable, the region,
going into saturation, marked by M.
The decline (or decay phase), after a Point D, of reducing fortunes
and the utility of the technology.