Analysing the UK management development and training industry: a case history

Industry and competitor analysis, and the steps covered in the previous chapter, are important to strategy formulation. The objective of this chapter is to show how the practical tools were used in a real situation, both to demonstrate how the approach has to be modified to fit a different situation and to illustrate that with the right amount of effort much can be discovered even in an industry which has no reliable statistics, and has numerous competitors whose legal format means that they do not register annual returns that are available to the public. A further aim is to show that such an analysis gets better over time, but also requires a commitment ...

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