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During the past decade strategic management has been largely dominated by portfolio analysis, experience curves, market share and competitive strategy concepts. While these appear useful in a range of situations, many organizations question their blind adoption and see shortcomings in such an approach. The strengths and weaknesses of such an analytical approach to strategy are explored and contrasted with an incremental value-based approach using Texas Instruments and Hewlett-Packard as examples.
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Steven C. Wheelwright (1984) studied this question.
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