Growth Turns Away From Crowded Arenas. Decision makers using competitive strategy to shift resources toward untapped customers

Competitive strategy often becomes a ritual of comparison: better pricing, faster launches, sharper positioning. This book looks at the moment when those comparisons stop guiding growth and start trapping resources. It examines the internal mechanics behind market-creating decisions. Portfolio focus, customer segmentation, and investment discipline become the real levers. Rather than treating innovation as ideation, the book studies how leaders redirect capital, talent, and management attention toward untapped customers.
It shows why strategic moves fail when organizations keep funding legacy battles while speaking the language of renewal. Competitive strategy is presented as a decision architecture: which assumptions deserve budget, which customers define value, and which activities should no longer receive protection. In EU markets shaped by cost pressure, fragmented demand, and slow institutional buying, advantage often depends on disciplined movement away from familiar rivalry.