Since the 1980s, the basis for competition has shifted from intangible resources to hard assets

The rapid rate of technological diffusion has increased the competitive benefits of patents

Strategic leaders must have a strong strategic orientation while simultaneously embracing change in the dynamic competitive landscape

Economies of scale and huge advertising budgets are more effective in the new competitive landscape than they were in the past

The goal of strategy implementation is to develop a permanent competitive advantage

The uniqueness of a firm’s resources and capabilities is the basis for a firm’s strategy and its ability to earn above-average returns under the industrial organization (I/O) model

Strategic competitiveness is achieved when a firm successfully formulates and implements a value-creating strategy

Companies searching for opportunities in the global economy would likely conclude that the three leading European economies of Germany, United Kingdom, and France would be good investments because they are predicted to continue increasing in size

When a firm earns lower-than-average returns, the highest priority is given to satisfying the needs of capital market stakeholders over the needs of product market and organizational shareholders

The two primary drivers of hypercompetition are the emergence of the global economy and technology