Could Coca-Cola collaborate with Pepsi, Nike with Adidas, Village with Odeon, Alpha Bank with National Bank? This book opposes the long-established strategy of "Live and let die," proving (both theoretically and with real examples) that collaborative strategies can be much more profitable.

So ask yourself: What has more value, your own success or your competitor's failure? The largest market share or the greatest profits? Do you accurately know your direct and indirect competitors, your complements, and your substitutes? Have you perceived and evaluated your own significance (or insignificance) in the field, your own added value?

The "game" of strategy is anything but simple. Countervailing forces, an uncertain present and future, rapid and relentless change in consumer behavior... How much does it cost to remain disengaged from developments? Benchmarking, Co-competition, Game Theory... No strategy makes sense if a business is characterized by egocentrism and introspection.

And to paraphrase the well-known phrase: The "business" games are dead. Long live the (business) games! The difference is that now, the sum doesn’t have to be zero. It’s time to explore non-zero-sum games, where the goal continues to be profit maximization, but the outcome is "I win—you win" as opposed to "I win—you lose."

[Excerpt from the text on the back cover of the edition]