For many businesses, writes Columbia University professor Leonard Sherman, competition is a dogfight between rival firms viciously battling each other for market share. In his evocatively titled book, If You’re in a Dogfight, Become a Cat!, Sherman argues that the most successful strategy is not to engage in the dogfight but to do something completely different — to become the metaphorical “cat” of his title.
Sherman, who has been a partner, managing partner and senior partner at blue-chip consultancies such as Booz Allen Hamilton, J.D. Power and Associates and Accenture, offers a specific prescription for becoming a cat. This prescription is based on three strategic imperatives that, he writes, drive sustained profitable growth.
The first strategic imperative is continuous innovation, which is not an imperative for its own sake but is required in order to deliver the second strategic imperative: meaningful differentiation that is recognized and valued by customers. Meaningful differentiation, in turn, is enabled by the third strategic imperative: business alignment. Business alignment, writes Sherman, is “where all corporate capabilities, resources, incentives, and business culture and processes are aligned to support a company’s strategic intent.”
The Australians Are Coming!
Welcome to the U.S. wine market in the year 2000. Not only is the market crowded, but breaking into the U.S. is even tougher because most Americans prefer beer to wine. Yet, somehow, a new wine from a small vineyard in southeastern Australia would become the top-selling imported wine in the U.S. within five years after introduction. The secret? Casella Family Brands, which made and sold the upstart wine, decided to act like a cat. (click here to continue reading)