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In the 1980s and ’90s, my colleague Michael E. Porter broke important new ground in the field. His watershed came in firming up the Opportunities and Threats side of the analysis by bringing much-needed economic theory and empirical evidence to strategy’s underpinnings, providing a far more sophisticated way to assess a firm’s competitive environme
... See moreCynthia Montgomery • The Strategist
This chapter is adapted from A.G. Lafley, Roger L. Martin, Jan W. Rivkin, and Nicolaj Siggelkow, “Bringing Science to the Art of Strategy,” Harvard Business Review, September–October 2012.
Roger L. Martin • A New Way to Think
Positioning is the first body of thought that comes to grips with the difficult problem of getting heard in our overcommunicated society.
Jack Trout • Positioning: The Battle for Your Mind
The book Blue Economy summarizes a number of such ground-breaking design solutions that are being implemented or are in advanced stages of development (Pauli, 2010).
Daniel Wahl • Designing Regenerative Cultures
The existence or absence of competitive advantages forms a kind of continental divide when it comes to strategy. On one side are the markets in which no firms benefit from significant competitive advantages. In these markets, strategy is not much of an issue. Lots of competitors have essentially equal access to customers, to technologies, and to ot
... See moreBruce C. Greenwald • Competition Demystified: A Radically Simplified Approach to Business Strategy
How do you go about identifying the ocean of noncustomers to create new demand? How can you systematically redefine market boundaries to open up a new value-cost frontier that makes the competition irrelevant?
Renee Mauborgne • Blue Ocean Shift

Price competition, Porter warns, is the most damaging form of rivalry. The more rivalry is based on price, the more you are engaged in competing to be the best.