From Strategic Planning to Strategic Management

Abstract

In the middle fifties many American firms were confronted with disturbing symptoms which could not be readily remedied by available management techniques and which had no precedent in recent experience. For some firms the market demand began to level off and could not be restimulated by even the most energetic marketing and promotion. For others the demand began to decline in the face of substitute products offered by new technologies. Still others saw their traditional markets invaded by vigorous foreign competitors [1].