Everett Mercer

Market strategy becomes fragile when every plan begins with the same competitors, customers, and pricing pressures. This book examines what changes when leaders stop treating industry boundaries as fixed facts. It frames value innovation as a management discipline, not a creative slogan. The focus is on demand creation, buyer utility, cost structure, and strategic sequencing. Readers explore how companies identify noncustomers, separate noise from unmet value, and design offers that shift attention away from crowded arenas. Market strategy appears here as a system of choices: what to eliminate, what to reduce, what to raise, and what to create.
The result is not escape from discipline, but a sharper way to allocate resources before rivalry consumes margin. For European firms facing mature sectors, regulated markets, and cautious buyers, the strategic question is not only how to win competition. It is where competition has stopped producing useful insight.