Growth strategies focus on attaining or further expanding market leadership (see Product-Market Combinations below). The goal of stabilization strategies, on the other hand, is to securely hold on to the current position. Embracing these kinds of defensive strategies can be motivated in different ways. Frequently it is an attempt to gain time in order to prepare for exiting the market, for example, or to better assess the opportunities and risks of new technologies, or to build up strength for new offensives. Contraction strategies are usually a reaction to stagnation or degeneration of an entire industry, or to the company's ongoing adversities. A subform is selective contraction, a mixture of disinvestment and investment politics, whereby the company holds on to profitable niches but gives up unprofitable ones. Market exit barriers play an important role when choosing contraction strategies. These barriers could take the form of the company having strong emotional ties to the business segment, or social obligations to its employees (Bea/Haas 2001, pp. 174-176).
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