Business Leaders with Contrasting Approaches to Growth

Buying competitors, opening shops, developing new products and deciding to slow down are very different ways to build a company. These leaders make the differences concrete. Start with Buffett, Singleton and Malone for contrasting uses of capital, then compare the retail formats and product investments further down. The selection favours decisions with visible operating consequences, including closures, debt and projects that stopped. It is a set of cases to compare, not a ranking of admirable people or a claim that one growth formula suits every business.