On Competition

Experience has shown that diversification that is not closely tied to sustainable competitive advantage at the business-unit level is more likely to destroy economic value than create it.

The five-forces diagnostics, consisting of the bargaining power of buyers, the bargaining power of suppliers, the threat of new entry, the threat of substitutes, and the intensity of rivalry, allows the long-term profitability of any industry to be understood, as well as how companies can influence industry competition in their favor.

The performance of any company in a particular business can be divided into two parts: the first attributable to the industry and the second to a company’s relative profitability in its industry.

strategy represents perhaps the most powerful tool available to leaders to get all the individuals in the organization aligned around a common purpose and direction.

The act of giving can no longer be seen as beneficial for its own sake. Instead, giving must achieve true social impact.

In understanding competition and value creation, my aim is to capture the complexity of what actually happens on the ground.

Every organization needs a strategy in order to deliver superior value to its customers.

COMPETITION IS ONE OF SOCIETY’S MOST powerful forces for making things better in many fields of human endeavor