Leonard Sherman's If You’re in a Dogfight, Become a Cat!: Strategies for PDF

By Leonard Sherman

Businesses frequently locate themselves trapped in a aggressive dogfight, scratching and clawing for marketplace percentage with items shoppers view as mostly undifferentiated. traditional knowledge means that dogfights are to be anticipated as marketplaces mature, giving upward thrust to the inspiration that there are "bad" industries the place it truly is not likely that any corporation can prevail.

But there are amazing exceptions during which enlightened executives have replaced the foundations to know the holy grail of industrial: long term ecocnomic development. instead of becoming a member of the dogfights raging inside of their undefined, businesses similar to Apple, FedEx, and Starbucks have selected to develop into metaphorical cats, constantly renewing their precise ideas to compete on their lonesome terms.

In in case you are in a Dogfight, turn into a Cat, Leonard Sherman attracts on 4 many years of expertise in administration consulting, enterprise capital, and instructing enterprise method at Columbia company institution to percentage functional recommendation on of the main vexing matters dealing with company executives: why is it so challenging to accomplish long term ecocnomic development, and what can businesses do to wreck clear of the pack?

Sherman takes the reader on a provocative trip throughout the construction blocks of industrial approach by means of demanding traditional knowledge on a few questions that would redefine administration most sensible practices:

• What will be the overarching goal of your business?• Do you actually understand what your process is?• Is there this kind of factor as a foul industry?• the place do nice principles come from and the way do i locate them?• What makes items meaningfully different?• What makes and breaks nice brands?• How and whilst should still I disrupt my very own company?• What are the imperatives to reaching long term ecocnomic growth?

Filled with dozens of illustrative examples of inspiring successes and dispiriting falls from grace, this ebook presents deep insights on how one can develop into the cat in a dogfight, no matter if you're a CEO, mid-level supervisor, aspiring company tuition pupil, or curious observer attracted to reaching sustained ecocnomic growth.

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Additional info for If You’re in a Dogfight, Become a Cat!: Strategies for Long-Term Growth

Sample text

But Porter offered little guidance on how to position one’s business, other than suggesting that executing either a lowest-cost or best-product strategy is essential to winning in the marketplace. In essence, Porter’s Five Forces framework—still taught in many MBA programs—gave credence to the notion that there are inherently “good” and “bad” industries, more or less conducive to superior financial results. I disagree and will argue that there are winners in every industry, regardless of the competitive challenges facing incumbents, provided that managers successfully break from industry norms to create meaningfully differentiated products and services.

31 For example, consider the market for portable and in-car GPS navigation devices from Garmin, TomTom, and Magellan Navigation, which thrived in early 2000s. As is usual with sustaining technologies, continuous improvements in these devices enhanced performance and lowered prices. But in 2007, Google Maps for smartphones was released. , linked to all the other things on a user’s smartphone) all at once. The market for portable GPS devices immediately collapsed, with around a hundred million users downloading Google Maps in the first year.

Venture capital funding poured into startups that were long on vision, but lacking in executional capability. This mindset was epitomized by the meteoric rise and fall of Webvan, which went from IPO to bankruptcy in sixteen months, after burning through nearly $2 billion in capital by overextending its unproven web-based grocery business in twenty-six cities. In the humbling wake of the bursting dot-com bubble and a deep global recession at the turn of the millennium, executive attention returned to the blocking and tackling of disciplined operational management as a prerequisite to successful strategy implementation.

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