(1) environmental challenges (Bartlett and Ghoshal, 1992, pp. 104 120), (2) competitive challenges (Bartlett and Ghoshal, 1992, pp. 272 292), (3) the collaborative challenge (Bartlett and Ghoshal, 1992, pp. 403 481), (4) the operational challenge (Bartlett and Ghoshal, 1992, pp. 645 662), (5) the management challenge (Bartlett and Ghoshal, 1992, pp. 779 792), (6) strategic intent (Hamel and Prahalad, 1989, pp. 63 76), and (7) core competence (Prahalad and Hamel, 1990, pp. 79 91). Within the area of organizational structure, the conceptual basis of analysis is the organizational challenge (Bartlett and Ghoshal, 1992, p. 513).
Competitive strategies at the Gillette Company are analyzed in five contexts. These contexts are (1) strategic objectives, (2) competitive advantage, (3) the success of the company's international competitive strategies, (4) strategic intent, and (5) core competency.
The first strategic objective at the Gillette Company is to become a global leader in a finite number of
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