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Bruce Greenwald, one of the nation?s leading business professors, presents a new and simplified approach to strategy that cuts through much of the fog that has surrounded the subject. Based on his hugely popular course at Columbia Business School, Greenwald and his coauthor, Judd Kahn, offer an easy-to-follow method for understanding the competitive structure of your industry and developing an appropriate strategy for your specific position.
Over the last two decades, the conventional approach to strategy has become frustratingly complex. It?s easy to get lost in a sophisticated model of your competitors, suppliers, buyers, substitutes, and other players, while losing sight of the big question: Are there barriers to entry that allow you to do things that other firms cannot?
- Sales Rank: #43986 in Books
- Brand: Brand: Portfolio
- Published on: 2007-08-28
- Released on: 2007-08-28
- Original language: English
- Number of items: 1
- Dimensions: 8.40" h x .90" w x 5.50" l, 1.59 pounds
- Binding: Paperback
- 416 pages
- Used Book in Good Condition
From Publishers Weekly
A conscious simplification of Michael Porter's classic Competitive Strategy, this book treats only one of Porter's five forces, "potential entrants." According to the authors (Value Investing), avoiding competition is the only way to escape "a level playing field in which anyone can join... [and] only the best... survive and prosper." Most of the book discusses ways to gain protected positions from which businesses can be run badly but still earn abnormal returns. Cutting prices, matching prices and using domination of one market to create a monopoly in another are all discussed; legality is mentioned only briefly and indirectly. The best of their recommendations is to find small, declining, local markets without existing competitors. Despite the title, the book seems aimed more at investors than managers. Stockholders appreciate the value of mediocre companies that generate steady, unexciting profits in local markets without much notice; they like them because the stock is cheap. Managers usually aspire to build something better, in order to make the stock expensive. Still, this book is a useful counterpoint to the idea that conflict and growth are good for their own sakes. (Aug. 18)
Copyright � Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.
Review
In the best of the strategy books now or soon to be in stores, [Greenwald] has proposed a fairly straightforward way to think about strategy that makes the subject substantially simpler.
"The New York Times"
Case studies and sharp analysis make this a book worth pondering. . . . They make a compelling case.
"BusinessWeek"
A truly fabulous read.
MarketingSherpa.com
"Competition Demystified" is a brilliant challenge to Michael Porters "Competitive Strategy,"
Sylvia Nasar
"Superb, with a deft balance between theory and case studies that offer fascinating explanations of strategic adventures by prominent companies"
"The Toronto Globe and Mail"
aIn the best of the strategy books now or soon to be in stores, [Greenwald] has proposed a fairly straightforward way to think about strategy that makes the subject substantially simpler.a
a"The New York Times"
aCase studies and sharp analysis make this a book worth pondering. . . . They make a compelling case.a
a"BusinessWeek"
aA truly fabulous read.a
aMarketingSherpa.com
a"Competition Demystified" is a brilliant challenge to Michael Porteras "Competitive Strategy,"a
aSylvia Nasar
"Superb, with a deft balance between theory and case studies that offer fascinating explanations of strategic adventures by prominent companies"
a"The Toronto Globe and Mail"
?In the best of the strategy books now or soon to be in stores, [Greenwald] has proposed a fairly straightforward way to think about strategy that makes the subject substantially simpler.?
?"The New York Times"
?Case studies and sharp analysis make this a book worth pondering. . . . They make a compelling case.?
?"BusinessWeek"
?A truly fabulous read.?
?MarketingSherpa.com
?"Competition Demystified" is a brilliant challenge to Michael Porter's "Competitive Strategy".?
?Sylvia Nasar
"Superb, with a deft balance between theory and case studies that offer fascinating explanations of strategic adventures by prominent companies"
?"The Toronto Globe and Mail"
About the Author
Bruce Greenwald is the Robert Heilbrun Professor of Economics at Columbia University Business School, where his class on strategy draws standing-room-only crowds.
Most helpful customer reviews
5 of 5 people found the following review helpful.
The 80/20 principle applied to business analysis
By brendan
Carefully read the first half of this book a couple times and you can expect to deeply internalize the most general, enduring principles of analyzing competitive advantage and entry barriers.
This book's value is its simplicity. There's nothing groundbreaking here. Greenwald's got no axe to grind, no TED-talk tailored concept to (over) sell. The ratio of insight to fluff is very high, so you'll actually remember what you read.
Non-practitioner's won't grasp how valuable a simple, deeply internalized analysis framework is. Researching a company you know nothing about- cracking open a fresh 10-K - can be overwhelming. A simple framework focuses your attention, let's you filter out the noise, and zoom in on the pertinent.
Porter's five forces isn't wrong, it's just excessive and distracting. Sure, it's nice for an MBA assignment: go analyze company X on these five dimensions. But if the lesson learned is that equal effort should be expended analyzing "supplier power" as "entry barriers", then the student has been deceived.
Scholars love excessive complication. I recall the corporate finance section of the CFA exam, wherein project go/no-go decisions depend on said project's stock market Beta, with calculations carried out to the decimal point. All this "rigor" for calculating project discount rates despite the empirical fact that Beta doesn't work. It's not just slightly wrong. It gets the *sign* of the covariance-return relationship wrong. Amazing.
My point is that Greenwald runs counter this tendency. He cuts away the baloney, ignores the auxiliary, and solidifies the foundation of competitive analysis.
*The second half of the book, which deals with strategic interaction, isn't vital. It feels like Greenwald threw it in because his publisher wanted a longer book.
3 of 3 people found the following review helpful.
I am always reading, I am 33 years old ...
By Marcello Silva
I am always reading, I am 33 years old, and this book has been the most important business book I have ever read in my life. It provides a straightfoward framework to analyse and understand the quality of a business, the existence of barriers to entry and the sustainability of these barriers (when identified that barriers currently exist).
0 of 0 people found the following review helpful.
Financial Masterpiece
By Aliza Hausman
This is the best book on marketing I have ever read. It completely broadens one's thinking beyond the basics of brand recognition and product advertising. With numerous case studies ranging from the PC industry to the creation of CDs to Rupert Murdoch's decision to Create the Fox Television Network, the book presents thorough leasons in business alchemy in a highly readable fashion.
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