Abstract
Paul Verdin and Peter Williamson construct links between ‘inward-looking’ strategies by companies — which are governed by their existing assets, capabilities and core competencies — and ‘outward-looking’ strategies which emphasise a more traditional market-competitor analysis. Two aphorisms for managers emerge — ‘understand exactly which competences can offer competitive advantage’, and ‘start from the market in deciding how to use your core competences’. A company which succeeds in forging these links will be able to come up with a synthetic strategy which uses its internal resources in a way the market will continue to reward. This strategy will bring real competitive advantage.
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