Hardball: Are You Playing to Play or Playing to Win (Hardcover)

~ (Author), Rob Lachenauer (Author), (Author) "The winners in business have always played hardball..." (more)
Key Phrases: entice your competitor, hardball leaders, hardball competitors, Masonite International, Big Three, United States (more...)

Editorial Reviews

Review

"...an intelligent and textured primer..." -- The Wall Street Journal, 15 October, 2004

"Hardball is already causing a stir." -- The Economist, August 26, 2004

"Overall, it’s an unusually deep, fine-grained, and useful piece of business analysis." -- Entrepreneur, January 2005

"[T]he authors' message, eminently worth the read, is that you can succeed by competing relentlessly, intelligently and, yes, fairly." -- The Wall Street Journal, 15 October, 2004

Product Description

Classic Strategies for Unapologetic Winners

Great companies stumble and fall when they lose it. Highfliers crash when a competitor notices they don't have it. Start-ups shut down if they can't develop it.

"It" is a strategy so powerful and an execution-driven mind-set so relentless that companies use it to gain more than just competitive advantage-- they achieve an industry dominance that is virtually unassailable and that competitors often try to explain away as unfair. In their "hardball manifesto," authors George Stalk and Rob Lachenauer of the leading strategy consulting firm The Boston Consulting Group show how hardball competitors can build or maintain an enviable competitive edge by pursuing one or more of the classic "hardball strategies": unleash massive and overwhelming force, exploit anomalies, devastate profit sanctuaries, raise competitors' costs, and break compromises.

Based on twenty-five years of experience advising and observing a range of companies, the authors argue that hardball competitors can gain extreme competitive advantage--neutralizing, marginalizing, or even destroying competitors-- without violating their contracts with customers or employees, and without breaking the rules.

A clear-eyed paean to the timeless strategies that have driven the world's winning companies, Hardball redefines and reinterprets the meaning of competition for a new generation of business players.

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Product Details

• Hardcover: 175 pages
• Publisher: Harvard Business Press (October 1, 2004)
• Language: English
• ISBN-10: 1591391679
• ISBN-13: 978-1591391678
• Product Dimensions: 9.3 x 6.2 x 0.8 inches
• Shipping Weight: 1.1 pounds (View shipping rates and policies)
• Average Customer Review: 4.0 out of 5 stars  See all reviews (36 customer reviews)
• Amazon.com Sales Rank: #475,526 in Books (See Bestsellers in Books)

Customer Reviews

Most Helpful Customer Reviews

15 of 16 people found the following review helpful:

4.0 out of 5 stars Classic Strategies Illustrated by Client Examples , May 10, 2005

By	Professor Donald Mitchell "Jesus Makes Me a P... (Boston) - See all my reviews (TOP 10 REVIEWER)

Spend big bucks and hire The Boston Consulting Group to help you with your strategy . . . and what do you get? Hardball answers that question indirectly through sharing classic strategies for achieving competitive and economic advantage employed by BCG clients.

As a result, I think this book will be most appealing to MBAs thinking about working for BCG and potential clients who want to get a sense of what the outcome might be like.

For those who are well read in business strategy, this book will be a disappointment. It focuses on very little you haven't read or thought about many times before. Skip this book if you are in this category.

The strategies discussed include overwhelming competitors with superior resources (Frito-Lay versus Eagle Snacks), adjusting to take advantage of what customers want more of (more variety and better delivery from Wausau Papers), threatening competitors' sources of profits (Japanese auto makers go after the Big 3's positions in minivans and SUVs in North America), copy and improve on better business models (Batesville Casket applies automotive manufacturing techniques), encourage your competitor to retreat (attack the bottom of the market first in low margin categories and move up), refocus your business model on one set of advantages (CarMax), acquire others to build your strengths while making competitors more vulnerable (Masonite International), and change the nature of competition (get to low-cost sourcing earlier than competitors, secure low-cost assets sooner and play the Wal-Mart card carefully).

The overall metaphor for the book has its problems. If you play to win, you are playing hardball. Al Dunlap (author of Mean Business) was a hardball guy, but it didn't pay off at Sunbeam.

If I read past the words in the book, the concept they authors are advancing is one of being unrelenting in developing a strategy that creates a virtuous cycle of ever-expanding resources and advantages while creating a vicious cycle for competitors of ever-decreasing resources and advantages. "Keep 'Em Down" would have been a more accurate title for the book.

You will find scant information in the book about newer types of strategies, new forms of technology and new business paradigms. This book is about "rock 'em, sock 'em" competition among the industrial giants of the world.

I worked as a consultant and later as a project manager at BCG in the early 1970s, and I was struck that the kinds of strategies and clients described here have changed almost not at all since then. I do think Hardball better captures the classic BCG approach used in the early 1970s than any other book I have read published by the firm or its professional staff. Bruce Henderson would be proud of you!

From my perspective, I graded the book down for slight inaccuracies in places such as underplaying the legal risks in these strategies (the authors seem to think scaring off competitors with "signaling" is pretty risk-free), misstating some of the cases (did GM really crush Ford's ability to get investment grade bonds by pushing for zero percent financing? -- it looks more like mutual suicide to me), and praising more than was due in some cases (the Japanese car companies were very late to come into North America with minivans and SUVs). I also thought the metaphor got in the way of the message . . . rather than enhancing it.

22 of 26 people found the following review helpful:

2.0 out of 5 stars A true disappointment, February 19, 2005

By	DougA (Beaverton, OR USA) - See all my reviews

In the words of author Gertrude Stein: "There's no 'there' there." I was very impressed with the first third of this book and then my interest in reading it simply fell off the edge of the table.

The book relies almost exclusively on anecdotal evidence to support its claims, and most examples aren't that well developed. Some conclusions are muddled or, in my view, considered "stretches."

One of my personal pet peeves is that this book is horribly edited. It is riddled with misspelled words and other grammatical nightmares. It was horribly distracting. It seemed like they almost rushed this book to print to coincide with the article in Fast Company magazine.

Even though it's only 159 pages, halfway through this book, I just couldn't wait to be done with it. I'm glad I checked it out of the library. I would have been p*ssed if I had paid $25 for it.

6 of 6 people found the following review helpful:

5.0 out of 5 stars Very good business stories., November 4, 2004

By	John Matlock "Gunny" (Winnemucca, NV) - See all my reviews (REAL NAME)

Using baseball vernacular, the authors of this book say that the most successful companies are those that keep their mind on developing strategies that gain them competitive advantage, which in turn will bring them substantial sales margins, above-average profit margins and earnings, lower-than-average debt, higher-than average credit ratings, and most important, leading market share. How can you possibly argue with that.

But then they talk about drawing a bright line in what they call the caution zone. That's the point where society clearly says stop: up say, until someone finds you've created a Love Canal; a Bhopal, India gas leak; or of course that lovely morning when the Justice Department's Anti Trust Folk come calling.

I could do without the sports comparisons, but the descriptions of the actions of various companies, the anecdotes of success, how the game is played in the major leagues (sorry, I had to) is quite interesting and well worth the low cost of the book. All you need is one or two good ideas to make up your cost and time.