Book Chapter
Why is it that some companies succeed in achieving sustained high growth in both revenues and profits? The authors studied high-growth companies - and their less successful competitors - and found a fundamental difference in the way each group approached strategy. The slow-growth companies took a conventional approach - conventional in the sense that they did what most companies do. Building competitive advantages dominated their strategy thinking. In contrast, the high-growth companies paid little attention to matching or beating the competition. Instead, they sought to make their competition irrelevant through a strategic logic the authors have come to call value innovation.
Faculty
Distinguished Professor of Strategy and International Management, Emeritus
Affiliate Professor of Strategy
