Repositioning the Non-incremental Changes and Business Strategic Windows Correlates

Hart O. Awa, Sylva E. Kalu


Modern firms assume strategic both in thinking and in action to the extent that they manage change to their own advantage. The market evolutionary trends, especially non-incremental ones that relate to new primary demand, new technology, channel changes, market redefinition and new government policies dealt with in this article often question the adaptability of incumbent firms, transform the mode of competition, and usher in new entrants, who may wish to take advantage of the incumbents’ leapfrogs. This article suggests that investment decisions be timed to reflect the moment when the match between a firm’s capabilities and the key market requirements is at optimum or when the strategic window is open. Market withdrawals are often contemplated when the market no longer proves profitable for a firm or when the window is shut behind a firm. Strategic market planners follow the trends of market evolution and proactively assess their firm’s capabilities for the purpose of making timely decisions on either, and when, to throw in the towel or to beef up the organization to adapt to such changes.

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