by Joe M. Powell
It is common knowledge that dominating a market category, even temporarily, can be very profitable. But what if all of the categories in which you compete already have imposing leaders? Future competitors will know how to invent a new category and declare ownership. Sounds audacious, but it’s perfectly achievable.
We are particularly interested in comments regarding the relationship between category ownership and competitiveness.
by Joe M. Powell
It’s confusing out there. Attractive distractions are everywhere and strategic focus has never been more difficult to maintain. Tomorrow’s most competitive companies will know their mission and stick to it. That’s not to say they will ignore genuine opportunity, but they won’t chase off in various directions capriciously.
We are particularly interested in comments regarding the relationship between strategic focus and competitiveness.
by Joe M. Powell
In today’s greedy, short-cut driven culture, values have never been more important or precious. But this study is not about finding companies that do the right thing; it’s about defining those characteristics that contribute to competitiveness. Interestingly enough, companies that genuinely nurture a culture of values, over time, are more effective in the marketplace. Even though we witnessed several brave attempts, this is one of those characteristics that is impossible to fake.
We are particularly interested in comments regarding the relationship between values and competitiveness.
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by Joe M. Powell
Vision-driven companies attract better employees, function with more purpose, and are more adept at holding the attention of high-value clients. Unfortunately, this requires that someone actually have a perceptive vision and the capacity to rally others to it. Not an easy task.
We are particularly interested in comments regarding the relationship between vision and competitiveness.
