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Redefining Where to Play

Writer's picture: Gregory FryeGregory Frye

A fast-growing tech company struggled to compete in multiple international markets while losing focus on its core U.S. base.

 

After reevaluating the company’s capabilities, leadership pivoted to concentrate on the U.S. market while putting non-performing international markets on hold.

 

This focus freed resources to improve product innovation and regain domestic trust.

 

Lesson: Strategy is as much about where not to play as it is about where to compete—or better yet where to win.



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