We saw, in chapter 4, that a series of choices about a company’s value proposition and its value chain gives rise to competitive advantage. Where those choices involve trade-offs, the strategy becomes more valuable and more difficult to imitate (chapter 5). You can think of fit as an amplifier, raising the power of both of those effects. Fit amplifies the competitive advantage of a strategy by lowering costs or raising customer value (and price). Fit also makes a strategy more sustainable by raising barriers to imitation.
