The second edition of Strategy and the Business on Landscape has been thoroughly updated as well as expanded to include two new chapters, competitive dynamics and corporate-level strategy, for which there seemed to be a significant demand. Like the first edition, however, it is grounded in my experience of teaching strategy to MBA students and executives at the Harvard Business School since the early 1980s. And it continues to emphasize relevance and readability as well as rigor. In terms of rigor, Strategy and the Business Landscape is based on contemporary research in the field of strategy and adopts a value-focused, firm-centered perspective that is consistent with recent work on value addition and appropriation. In addition to tying together the dis- cussions in the different chapters, this perspective promotes an analytical approach to strat- egy. At the same time, though, the book also begins with and maintains an explicitly historical perspective on strategy as a field. The hope is that an understanding of the history of the field may foster an ability to sort through the continual barrage of new ideas- some good and others bad--about strategy. That last point relates as much to relevance as to rigor. Strategy and the Business Landscape is meant to be relevant to practitioners or practitioners-to-be, for whom it has been written as a short introduction to or refresher on strategy. That target readership has influenced de- cisions about how much detail to go into regarding academic research, and how much to draw on insights from business and consulting. Each of the chapters except the historical in- troduction concludes with a section that offers guidance for the strategy development process in terms of steps to follow or tests and principles to apply. And this conscious striving for rel- evance is reinforced by readability.#business