ABSTRACT
In the last two chapters I examined the recession strategies and subsequent performances of three domestic appliance companies. In the next two chapters I want to do the same for five office furniture companies. Again, I shall be trying to show that the diversity of strategies adopted during the recession demonstrates that these firms' dominant actors enjoyed a very substantial scope for strategic choice. This freedom for strategic choice was all the more remarkable for the office furniture companies because, as was shown in Chapter 6, their industry suffered an even more severe down-turn than domestic appliances.
