The genesis of this book is a meeting that we recently had with the CEO of a multibillion-dollar distributor. He had just met with his management team about how Amazon and the other digital giants had entered his business and were steadily vacuuming up market share.

This was the third meeting we had that week with CEOs of major companies asking us the same questions:

   How can I defend my company against these aggressive digital giants that have overwhelming digital capabilities and a price-cutting mentality?

   I’m cutting my costs across the board, but my profitability is dropping—what else can I do?

   How can I identify and invest in growing my real profit core—my business segments that will provide high growth—and remain ...

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