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Strategies & Market Trends : Gorilla and King Portfolio Candidates -- Ignore unavailable to you. Want to Upgrade?

To: MarkR37 who wrote (31954)	9/21/2000 1:24:38 AM
From: mtnlady	Read Replies (1) \| Respond to of 54805

"Moore is not rigorous about defining his terms." One would think that he would be since he created them. My experience is that most folks that create things have concepts and 'visions' in their minds but don't (usually) spend all of their time crossing all the t's and dotting the i's (kind of boring stuff..). I.E. they see the big picture and don't get too 'wrapped up around the axle' about the 'small stuff'. Perhaps Moore is different. Then again, unless I'm mistaken, that book was kind of a cooperative effort so perhaps one of the other co-authors is the 'detail' guy. How about that NTAP no? Wow..

To: MarkR37 who wrote (31954)	9/21/2000 11:55:30 AM
From: Thomas Mercer-Hursh	Respond to of 54805

One would think that he would be since he created them. I think the core problem here is not that Moore is sloppy or that he is a creative guy who leaves the details to someone else, but that there is a necessary fuzziness about the relationship between the terms and the real world of companies. No one company is going to be absolutely and perfectly one thing or another. Each company is going to be a unique combination and needs to be understood for what it is, not how it is labeled. For example, JDSU -- what is important in the end is not whether we can make a sufficient argument for calling it a gorilla versus a king, but what its characteristics are -- IP, market share, competitive advantage, lock in, etc., etc. If we understand that, we will understand where and to what extent it has gorilla-like control and where we need to keep watch. Or take PSFT, which seems to be an unquestioned gorilla of HR, but whose CEO in a recent interview didn't even mention HR as a business they were engaged in, choosing instead to focus on the balance between ERP and CRM.