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We study competitive interactions between Intel and Microsoft, two producers of complementary products. In a system of complements, like the PC, the value of the final product depends on how the different components work together. This, in turn, depends on the firms' investments in complementary...
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The growth crisis? : dangerous moves beyond the core -- Visualizing the ideal? : the first principle of adjacency growth -- Evaluating adjacency moves? : balancing desire with data -- Orchestrating adjacency moves? : strengthening the core vs. investing in adjacencies -- Executing adjacency...
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The hardball manifesto -- Unleash massive and overwhelming force -- Exploit anomalies -- Threaten your competitor's profit sanctuaries -- Take it and make it your own -- Entice your competitor into retreat -- Break compromises -- Hardball M&A -- Changes in the field of play -- The hardball mindset.
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In 2011, Wal-Mart was the world's largest company, with $420 billion in sales and operations in 14 countries. Yet it found itself searching for the right growth strategy moving forward. U.S. same-store sales had declined for eight consecutive quarters, and Wal-Mart was increasingly becoming...
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