Using Crisis to Create an "Impossible" Competitive Advantage

    - How Companies can Turn the "Headwinds" of Today's Economic Crisis to
      Their own Advantage

    FRANKFURT, Germany, Jan. 16 /CNW/ - How to benefit from a crisis is the
subject of a new book from international business consultants Andreas
Buchholz, Wolfram Wordemann and Ned Wiley entitled "The Impossible Advantage -
Winning the Competitive Game by Changing the Rules" which has just been
published by John Wiley&Sons on January 16.
    "Uncertain or critical market conditions offer the best opportunities to
uproot conventional rules of the game and to transform prevailing power
relationships," the authors argue. In turbulent market environments customers
tend to "speed-change" their attitudes, values, and preferences in a dramatic
fashion: they abandon established purchase and behaviour patterns in a way
unthinkable during good and stable years. This can create unique chances for
those players who act quickly to acquire a previously "impossible" competitive
    During the current US mega-SUV crisis, for instance, Japanese
manufacturers like Toyota and Honda exploited the sector's collapse to
overthrow the hegemony of US manufacturers and vault their more economic
"wannabe" SUV - ennobled and celebrated as the new Crossover generation - to
"impossible" heights. "Crises can turn hopeless losers into lasting winners",
the authors say. Now would be an ideal time for managers and entrepreneurs to
go back to the drawing board and determine how to create an "impossible"
competitive advantage for their own business.
    The authors distinguish four "Game Changing'" strategies that any company
can employ during a crisis or recession to dethrone market leaders and achieve
a breakthrough competitive edge. Even small or medium-sized firms are able to
take control of their markets and to force larger competitors to play the Game
by totally new rules.
    The new and remarkable aspect of these "Game Changing" strategies during
periods of crisis is that companies do not necessarily need a spectacular
product innovation, huge budgets or the power of a multinational concern to
take control in the marketplace, dethrone longstanding market leaders and
transform prevailing power relationships.
    The authors Buchholz, Wordemann and Wiley earned their marketing spurs at
Procter & Gamble. Today, Buchholz and Wordemann are international business
consultants serving a large range of international 'blue chip' corporations.
Wiley is Managing Director of a division of Axel Springer, one of the world's
largest media companies.

    Book Cover:

For further information:

For further information: Further details and case studies: Wolfram
Wordemann, Tel.: +496174-25489-0, E-Mail:,

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