Chenyi Shi

It's about sort of the dynamics part of power and maybe even extend into corporate strategy, not just business strategy.

So this kind of life within the theory is actually really exciting and fun to explore.

I'll kick this one to you, Hamilton.

Thanks a lot.

So I think actually in our prior email conversation, David, you had the question of how do we go about research something like this?

And typically we start with looking at what others have been talking about.

This is exactly where we come across a lot of common narratives of where do you find our next level of growth?

we've all heard about, you know, go listen to your customers.

There's an Amazon school of like customer obsession that's fairly popular.

People will go after TAM expansion, you know, expand geographically, go different segments or, you know, full or core competence, et cetera.

And as we look through this, I think one issue we found is

they don't seem to be conclusive about the chance of success of these transforming steps.

So in other words, you can't say if you do X, you are more likely to succeed, right?

Like for example, there's this whole school of thought around marketing myopia that says you should define your industry definition widely, right?

The reason why railroad industry goes into decline is not because people don't have demand for transportation, but because they can't think of themselves as a broad transportation company.

They should have moved themselves into cars and trucks and airplanes and even telephone, which are new forms of transportation.

And I think this is one of the best sellers of Harvard Business Review of all time, just speaks to the popularity of it.

So the question we will ask is, does companies that follow marketing myopia all tends to be successful?

You know, does that give us a way to predict success?

And we can kind of think of examples on either side, right?