Competition Demystified provides an intellectual framework for undertaking competitive analysis and effective strategic thinking. Bruce Greenwald and Judd Kahn; The book can be found here. Want to see all our book reviews? Anyone with an MBA is familiar with Porter’s 5 forces, which represent the antecedents to many of the ideas in this book. Competition Demystified: A Radically Simplified Approach to Business Strategy. New York, N.Y.: Portfolio, September 2005. Each author name for a Columbia Business School faculty member is linked to a faculty research page, which lists additional publications by that faculty member. Competition Demystified stands out because of the analytical tools and general approach to investment theory. This book definitely deserves a place next to Benjamin Graham's 'The Intelligent Investor' (Side Fact: Bruce Greenwald is the successor emeritus of Benjamin Graham as a professor at Columbia Business School in New York).

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Bruce Greenwald, one of the nation’s leading business professors, presents a new and simplified approach to strategy that cuts through much of the fog that has surrounded the subject. Based on his hugely popular course at Columbia Business School, Greenwald and his coauthor, Judd Kahn, offer an easy-to-follow method for understanding the competitive structure of your industry a...

Bruce Greenwald, one of the nation’s leading business professors, presents a new and simplified approach to strategy that cuts through much of the fog that has surrounded the subject. Based on his hugely popular course at Columbia Business School, Greenwald and his coauthor, Judd Kahn, offer an easy-to-follow method for understanding the competitive structure of your industry and developing an appropriate strategy for your specific position.

Competition Demystified

Over the last two decades, the conventional approach to strategy has become frustratingly complex. It’s easy to get lost in a sophisticated model of your competitors, suppliers, buyers, substitutes, and other players, while losing sight of the big question: Are there barriers to entry that allow you to do things that other firms cannot?

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