But there are notable exceptions in which enlightened executives have changed the rules to grasp the holy grail of business: long-term profitable growth. Conventional wisdom suggests that dogfights are to be expected as marketplaces mature, giving rise to the notion that there are "bad" industries where it is unlikely that any company can succeed. In this book, managers of companies big and small encounter dozens of model strategies for product design and forward-thinking organization that have resulted in real long-term, profitable growth.Businesses often find themselves trapped in a competitive dogfight, scratching and clawing for market share with products consumers view as largely undifferentiated. Yellow Tail turned beer- and liquor-lovers on to casual, inexpensive, drinkable wines through youthful packaging. Rather than compete head-on with other PC manufacturers, Apple introduced a new category of tablet devices to unlock latent demand for mobile computing. FedEx, Apple, Southwest Airlines, and Starbucks have thrived as cats by differentiating their businesses, aligning their goals and practices, and continuously innovating their products. His advice: compete on different terms to attract new customers. Leonard Sherman, a longtime business consultant and faculty member at Columbia Business School, has developed a three-part strategy based on years of consulting for such companies as Audi, Toyota, and United Technologies. If You’re in a Dogfight, Become a Cat! explains how businesses such as Yellow Tail survive and thrive in industries embroiled in dogfights”intense competition among established companies for a small piece of the market. How did this new business enter such a crowded market and succeed? By 2007, Yellow Tail sales in the United States exceeded the sales of all French wineries combined. When Yellow Tail wines launched in 2001, they battled 6,500 other wineries for a share of the American market.
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