By H. Igor Ansoff (auth.)
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Example text
An underlying assumption of the microeconomic theory is that, under conditions of perfect competition, when numerous competitors are left unrestrained to compete for the favor of customers, both criteria will be optimized simultaneously: the customer will be best served and the firm will gain maximum profit. But perfect competition is seldom observable and in most situations the two criteria are not optimized simultaneously. Many firms seek profits through satisfying the customer, but many others seek to influence him into buying what the firm wants to sell, even to the extent of concealing the true characteris- The Overall Framework 23 tics of the product.
Each of these is a hybrid of 'public' and 'private' features. For example, both the publicly owned Post Office and Amtrak have been given a formal 'for-profit' status. Thus it appears that the distinction between 'private for-profit' vs 'public not-for-profit' organizations is inadequate, either for explaining behavior, or for designing new socially responsive forms. In this book, we shall treat firms and non-profits jointly as members of a class of organization which we shall call environment serving.
Over the years, a number of people have given me important insights, which in one way or another influenced this book. Among these are Russell Ackoff, Peter Broden, Derek F. Channon, Ian Clark, Pierre Davous, Roger Declerck, Claude Faucheux Bo Hedberg, Roger Hickman, Les Metcalf, Henry Mintzberg, Andrew Pettigrew, Bengt Stymne, Pierre Tabatoni, and Philippe de Woot. I also owe an important debt to my many friends and fellow researchers in the European 'club' for research on strategic management.