Believes that companies which revolutionize the conventional wisdom of their industry rely not on market research but on the leader’s vision. States that competing by being market driven is not the only orientation for companies, there are three more and these are expanded on and discussed in full, using 2 Figures to aid in this. Cites IKEA, the Swedish furniture company as breaking the mould on two fronts: make it virtually impossible for existing traditional furniture companies to copy; and gives IKEA a head start on other new entrants to the industry. Concludes, if companies do not have the ability to see things differently, they will not be able to change the rules of the game.
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