Competition Demystified

A Radically Simplified Approach to Business Strategy

De: Judd Kahn, Bruce C. Greenwald

Narrado por: Timothy Andrés Pabon

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 co-author, 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?

©2005 Bruce Greenwald and Judd Kahn (P)2018 Tantor

Comprehensive but examples are old

It’s really compressive that illustrate the idea of entry of barrier is the core of competitive advantage. The structure could be more clear. The examples are rather old so hard to resonate. Most important of all, not sure if this still applies to the high margin tech companies in recent decades or so. Not sure whether it brings any practical advice on how to find competitive advantages.

Prof, we need the figures/graphs that’s in the the book

Prof Greenwald is fantastic, so is the book, but needs an update with PDF with graphs.

Best business book I've ever read (I read a lot)

After studying at several business schools and reading many books, I've concluded that this is the best business book ever written. It answers the fundamental question: why are some businesses fundamentally more profitable than others?

Enlightening

Not reading this book with result in business failure. A must-read for aspiring entrepreneurs and established CEOs.

Somewhat Disappointed - Expected It To Be Better

I thought the theory part was fine, although not terrific. The examples of sustainable competitive advantage or lack thereof (Intel, Apple, to some extent Microsoft) have not stood the test of time. Some of the advisement given skirts the fringes of anti-competitive behavior (I.e. division of markets), and could lead to increased regulatory risk.