Contends, that thought competitive, business is not the same as sport, as all kinds of sport have a time limit of some kind involved and usually a win, loss or draw ensues and the game finishes. States that business does not run like this, as it is usually an endless, grinding business with...

Wonders why, in an atmosphere of intense competition, some companies achieve sustained high growth in profits and revenues. Highlights the example of Formule 1, a chain of budget hotels in France, launched in 1985, which beat off the no‐star and one‐star hotels, costing between 60 and 90...

Specifies that many managers see themselves as inhibited and trapped through being in a mature slow‐growth business, in stagnant, dead‐in‐the‐water industries. Highlights three US companies trying to break out of this trap: Chrysler — the minivan was introduced into the dying...

Argues that, of three different growth strategies revealed in a recent study, only one leads to substantial growth and specifies these three as: radical growth — most admired by the business press; rational growth — sounder than radical growth; robust growth — companies which follow this...

Rebukes those in business who have lost sight of strategy, in the more recent rush for operational effectiveness, warning that the growth imperative is hazardous to strategy. Goes on to name three types of positioning not mutually exclusive in strategy and which may overlap: variety‐based...

Recommends that although once every major industry was a growth industry ‐ but that some are now riding a wave of growth enthusiasm, but this is in decline. Illustrates, with graphic use of Figures, the pertinent points of the arguments herein, which include gap analysis. Urges diversification...

Stresses that what happens in Europe, with regard to the e‐retailing sector, will eventually occur in Asia, Latin America, and Africa. Expounds on the World Wide Web and its fast‐growing effects, using a Table and three Figures for added explanation. Reckons that management has to break free...

Looks at whether globalization is all its proponents claim it to be. States markets for money, goods and services are surely already becoming increasingly globalized. Posits that proprietary knowledge is crucial for creating competitive advantage — but knowledge multiplies when it is shared...

Declares co‐branding (the bringing together of two or more independent brand names in support of a new product, service or venture) is seen as a legitimate development of branding. States co‐branding can bring enormous competitive advantages to the partners involved. Stresses co‐branding...