The single most important decision [you have] is pricing power. If you’ve got the power to raise prices without losing business to a competitor, you’ve got a very good business.
—WARREN BUFFETT, CEO OF BERKSHIRE HATHAWAY, INC., 2010
If you could read the thoughts of your competitors, you would frequently find the same concerns present in your management team. Just like you, your competitor is also tasked with revenue, share, and profitability goals—perhaps not the same figures, but often tending in the same direction. The interaction between your company and a competitor’s is shaped by how you and your competitor differ, and how you are alike.
Typically there are more similarities than there are ...