Competing for Market Share--Maybe

And speaking of pricing, Geoff Moore discusses when it makes sense to make pricing sacrifices in pursuit of market share--and when it doesn't.

Competing for market share drives some of the best--and some of the worst--management decisions in business. Companies are particularly susceptible to going astray at the end of the quarter when they seek to use market share impact to justify horrendous deals--that is, deals that sell out all future quarters in order to make the current one. Here are some guidelines to help you stay on the straight and narrow.

Read Competing for Market Share--Maybe for guidelines on pricing and strategy.

Steve Johnson

Steve Johnson

Steve Johnson was a founding instructor at Pragmatic Institute, a role he held for more than 15 years before he left to start Under10 Playbook. In his return to Pragmatic Institute, Steve supports the complete learning path for product teams, ensuring they are fully armed for success. 

Over the course of his career, Steve has helped thousands of companies and tens of thousands of product professionals implement product management processes. He has worked in the high-tech arena since 1981, rising through the ranks from product manager to chief marketing officer. Steve has experience in technical, sales and marketing management positions at companies that specialize in both hardware and software. In addition, he is an author, speaker and advisor on product strategy and product management.

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