Part of the challenge of strategy is the “educated guess” component—perhaps the most esoteric angle of the planning arts. It's also the most important. Mastering it comes from…
Abstract
Part of the challenge of strategy is the “educated guess” component—perhaps the most esoteric angle of the planning arts. It's also the most important. Mastering it comes from exposure to vast amounts of such varied information as the hard facts of competitor analysis, market studies, and customer profiles, to the unquantifiable “what seems to be in the air.” When enough pieces of today's business intelligence accumulate in the analytical mind, they eventually form the basis of a company's vision for the future— no small matter.
Executives at a major pharmaceutical company learn that one of their primary competitors is about to introduce a new product that will directly challenge their leading…
Abstract
Executives at a major pharmaceutical company learn that one of their primary competitors is about to introduce a new product that will directly challenge their leading over‐the‐counter pain reliever. They learn that the rival will launch the product in two months with a major media blitz that will emphasize savings of a dollar a bottle off the leader's price, with the same ability to reduce pain.