Size certainly offers benefits to the companies that understand and exploit it. But size alone offers a relatively weak basis for a corporate strategy. A small company that executes well offers far more potential than a large, feeble one. In the end, it’s not the size that matters, but how you use it.
Reprint No. 03402
Tim Laseter (firstname.lastname@example.org) is the author of Balanced Sourcing: Cooperation and Competition in Supplier Relationships (Jossey-Bass, 1998) and serves on the operations faculty at the Darden Graduate School of Business at the University of Virginia. Formerly a vice president with Booz Allen Hamilton, he has 20 years of experience in supply chain management and operations strategy.
Martha Turner (email@example.com) is a senior associate in Booz Allen Hamilton’s New York office. She specializes in operations and supply chain management issues in a broad range of industries.
Ron Wilcox (firstname.lastname@example.org) is an associate professor of business with the Darden Graduate School of Business at the University of Virginia. He was formerly an economist at the Securities and Exchange Commission. His articles on business strategy have appeared in leading academic and industry journals.