About this item
When Yellow Tail wines launched in 2001, they battled 6,500 other wineries for a share of the American market. By 2007, Yellow Tail sales in the United States exceeded the sales of all French wineries combined. How did this new business enter such a crowded market and succeed?If You're in a Dogfight, Become a Cat! explains how businesses such as Yellow Tail survive and thrive in industries embroiled in "dogfights" -- intense competition among established companies for a small piece of the market. Leonard Sherman, a longtime business consultant and faculty member at Columbia Business School, has developed a three-part strategy based on years of consulting for such companies as Audi, Toyota, and United Technologies. His advice: compete on different terms to attract new customers.
About the Author
Leonard Sherman is an Executive in Residence and Adjunct Professor at Columbia Business School and Forbes ?contributor, with over forty years of experience in business, teaching and research on business strategy and entrepreneurship. He currently teaches courses in the MBA and EMBA programs, where he received the Dean's Award for Teaching Excellence in 2013. Prior to his academic pursuits, Sherman was a Senior Partner at Accenture, where he provided management counsel to CEO's in a variety of industries, served as the president of two business units, and helped launch the firm's corporate venture group as a General Partner, serving as a board member for five technology-based startups.?Prior to these positions, Sherman was a managing partner of J. D. Power and Associates, where he led the firm's management consulting practice, and was a partner at Booz, Allen & Hamilton with responsibility for its U.S. automotive practice. Sherman has a BS in aeronautical engineering, and an MS and Ph.D.in transportation systems from M.I.T.
