Skill and resource based competitive methods: impact on firm performance

This paper reports research on the number of competitive methods used by firms and their impact on firm performance. The research was based on a survey of banks in the New England Federal Reserve district. It was found that an increased number of competitive methods resulted in a higher level of firm performance. It was also found that there is an optimal range of competitive methods that positively impact on performance. Firms that emphasized between 16 and 20 competitive methods realized higher performance than firms below or above this optimum level. The results of this study have important theoretical, marketing, and managerial implications that are presented and discussed.