ABSTRACT
https://s3-euw1-ap-pe-df-pch-content-public-p.s3.eu-west-1.amazonaws.com/9780080501277/46f3fe21-8f6e-484c-9030-9772da6c3280/content/fig4_1_B.tif" xmlns:xlink="https://www.w3.org/1999/xlink"/> In this chapter, we shall explore the strategies open to organizations in the ‘ageing’ or end-game stage of their industry cycle. We begin by examining the lifecycle concept, its strengths and its limitations. Used wisely, it can help organizations predict patterns of future demand and so prepare themselves, strategically, for these outcomes. Their strategies will depend mainly on (i)the stability or instability of demand in the decline period; and (ii)the competitive position of the organization at the time. We will analyse the options thus available in a well-regarded framework developed by Michael Porter and Kathryn Harrigan. We then go on to extend this framework, adding finer detail where appropriate, by utilizing recent research work based on an alternative to the lifecycle concept, that of population ecology.
