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Changing Strategies in Mature Industries a Case Study

Changing Strategies in Mature Industries a Case Study States that while mature industries are a major part of the USeconomy, little empirical information is available on competitivestrategies appropriate in the mature environment. Discusses, via a casestudy of the US hardwood lumber industry, the idea that costbasedstrategies based on Overall Cost Leadership are not sufficient formature basic industries. Concludes that the results offer understandingof the strategic changes which can occur during the maturity stage ofthe industry life cycle and recommends possible ways of competing inthis environment. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Business & Industrial Marketing Emerald Publishing

Changing Strategies in Mature Industries a Case Study

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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0885-8624
DOI
10.1108/08858629210037272
Publisher site
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Abstract

States that while mature industries are a major part of the USeconomy, little empirical information is available on competitivestrategies appropriate in the mature environment. Discusses, via a casestudy of the US hardwood lumber industry, the idea that costbasedstrategies based on Overall Cost Leadership are not sufficient formature basic industries. Concludes that the results offer understandingof the strategic changes which can occur during the maturity stage ofthe industry life cycle and recommends possible ways of competing inthis environment.

Journal

Journal of Business & Industrial Marketing – Emerald Publishing

Published: Apr 1, 1992

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