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2. To make it to the top of the “profit list,” you must be clearly and obviously the best at something. In a market that contains many shopping alternatives (the universal case across all merchandise categories), long term success is murky and doubtful even if you’re “pretty good at something.” Security is achieved through competitive advantage, and being the best at something builds a necessary competitive advantage. …And being “damn good” at a couple of “some things” strengthens this competitive advantage.
3. A business cannot be the best in all four quadrants. Conflict will arise. Choose and focus on quadrants that complement each other. Pick one quadrant in which you will be the best, and then pick one more in which you intend to be damn good. McMillan did not simplify or expand on this idea as he did in 1 and 2 above.
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