Business strategies undoubtedly constitute a topic of great interest and considerable relevance, but they present themselves as a complex topic, characterised by large spaces of indeterminacy. Within managerial doctrine and practice, this has led to a variety of opinions, terminology, and analytical tools. The topic of business strategies has long been at the centre of scientific debate (Porter (Competitive strategy: Techniques for analyzing industries and competitors, 1998); Christensen (MIT Sloan Management Review, 42(2), 105–109, 2001); Sicca (La gestione strategica dell’impresa. Concetti e strumenti,1998)) throughout the world, so much to give rise to a vast production of literature which has seen, particularly in the last three decades, important theoretical elaborations and extensive verifications through investigations on managerial behaviour. (Shapiro (The Rand Journal of Economics, 20(1), 125–137, 1989), pp. 125–137.; Campbell et al. (Business strategy: An introduction. Routledge, 2002b); Verbeke (International business strategy. Cambridge University Press, 2013); Teece (Long Range Planning, 43(2–3), 172–194, 2010), pp. 172–194.) The ever-increasing complexity and rapid transformations of the business system and the environment in which it operates offer, at any time, new stimuli for study and reflection on this topic. When we talk about corporate strategy, it seems clear to ask ourselves some questions that are essential to better understand the company and the external environment in which it operates, thus avoiding actions that could lead to a loss of competitiveness, up to and including, in the most serious cases, upon exit from the reference market (Grant [Contemporary strategy analysis. Wiley, 2021]).