Sublime

what strategy is really all about: changing current methods of operating in order to render more value by existing partners on existing services to existing market segments.

You have to help them move from the way they used to think, to a new frame of reference.

Competition should not occupy the center of strategic thinking.

This shows the profound power of contrarian value. By abandoning large but highly contested market space, and settling instead for small but uncontested space (which, crucially, other brands can’t readily enter), you create the conditions for massive profitability. A “walled garden” of your very own right in the middle of a raging battlefield. Who

Successful companies differentiate themselves by adding real value for their customers. Helping customers see the real value you bring marks the difference between high and low profits. The question is “What is real value from the customer's perspective?”

The message here is clear: You need to create segments in order to design highly attractive products for each segment. And you must base your segmentation on customers' needs, value, and WTP. This way, segmentation becomes a driver of product design and development, not an afterthought.

real competitive advantage, it means that compared with rivals, you operate at a lower cost, command a premium price, or both.

Industry structure is not given; it can be shaped.

Stephen R. Covey,