Capability-Led Diversification: Why some firms expand successfully Many firms reach a stage where growth in their core business begins to slow down. At that point, diversification looks like a natural next step. New product categories appear attractive because they promise additional revenue stream...
Market Segmentation: Is One Market Really Many? Managers often talk about as if it moves in one direction. We hear statements such as the market is becoming premium, customers are becoming more price-sensitive, or demand is shifting upward. These statements sound reasonable, but they often hide an ...
In competitive markets, pricing decisions are often treated as routine reactions to cost changes. When costs fall or taxes are reduced, many people assume prices will automatically come down. In reality, pricing decisions are rarely automatic because they reflect how managers see the market and whe...
Strategic positioning is often described as choosing where to compete, but in practice it is equally about deciding what not to pursue. Growth opportunities are rarely scarce. New segments emerge, premium layers expand, technologies create adjacent spaces, and competitors experiment with fresh form...
The corporate parent must continuously justify its existence by showing that each business unit is ; including being independent. Corporate Parenting: Earning the Right to Own Most corporate centers like to tell a very comforting story namely " But scale and governance are not parenting advantages....