How strange it is that a bird, under the form of a woodpecker, should prey on insects on the ground; that upland geese which rarely or never swim, should possess webbed feet; that a thrush-like bird should dive and feed on sub-aquatic insects; and that a petrel should have the habits and structure fitting it for the life of an auk! and so in endless other cases. But on the view of each species constantly trying to increase in member, with natural selection always ready to adapt the slowly varying descendants of each to any unoccupied or ill-occupied place in nature, these facts cease to be strange, or might even have been anticipated. — Charles Darwin in Origin of Species

This quote can be used to give insight into which managers and companies should prosper in the future. What is their niche? How do they protect themselves from competition? What is their function in the feeding web — the web that enables the vast infrastructure of costs to be absorbed, and the strong players at the top to make their billions at the expense of the public? How can they exclude competition in the future, and what specialized structures do they have to do their job better than others?

If none of these answers are positive the company or manager will be subject even more than most to the laws of ever changing cycles.

The subject of niche theory is nicely covered in this article from the University of Georgia, and has wide applications to the day and the fray in markets.





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