Before you make the call,see how it went for the companies that made it.
Stratrix holds 782 verified records of the moves that defined companies: the fork, what was on the table, what they chose and why, what it cost, and what happened at one, three and five years, every fact cited. The stories are free to read. The casebooks are what you take into the memo.
“A bold, visionary bet on streaming.”
They strangled their own DVD cash cow first — before anyone else could.
Knowing what happened is easy. Knowing why, and what came next, is the whole game.
Anyone can tell you Netflix ran ads, or that Intel passed on the iPhone. What makes you sharper is the why: the bet on the table, the road not taken, the thing that finally forced the call. What makes you right is knowing what happened three years later. Headlines skip the first and chatbots invent the second, so we dig both out, check them against the record, and hand them to you as one verified record per decision.
What did the others do at this fork? And what happened next?
One verified record per decision
When the fork came, what was on the table, what they chose and why, what they committed, and what happened next, with every fact cited to its source and re-read by a second model before it counts.
How a record is verified →Open recordsStart with a sample, free
Twenty-four decision types and 23 casebooks on sale. Every casebook page shows one full record exactly as it appears in the files, and the companies the rest cover.
Browse the 24 types →The casebookTake the casebook into the memo
Excel, JSON, PowerPoint, Word and PDF, only verified records, judgments labeled as judgments, and a fresh release whenever a story a record rests on changes.
Casebooks and licenses →Real decisions, explained. Underlying strategies, unraveled.
The World's Largest Accommodation Company Owns No Rooms
Airbnb offers more places to stay than the biggest hotel chains combined, and it owns none of them. That's not a loophole - it's the entire strategy. But owning nothing cuts both ways, and the bet that let Airbnb scale at impossible speed is the same one that leaves it exposed.
Read it →Apple · Growth & PortfolioApple Killed Its Own Cash Cow on Purpose: The iPod, the iPhone, and the Courage to Cannibalize
By 2006, the iPod was a juggernaut - around 40% of Apple's revenue. So Apple built a product designed to destroy it. The decision looked reckless and was actually the most disciplined move in the company's history, governed by a single rule: if you don't cannibalize yourself, someone else will.
Read it →Apple · Decision ForksIn 2020 Apple Walked Away From Intel to Design the Mac's Brain Itself
In 2020 Apple walked away from Intel after fifteen years and began designing the Mac's brain itself. The world called it a speed story - the M1 was fast. That missed the point. Apple wasn't buying performance; it was buying the right to stop letting the most important part of its computer be designed by someone else.
Read it →ASML · Moat & CompetitionThe $380 Million Machine Only One Company on Earth Can Build
Every advanced chip in the world - every AI accelerator, every flagship phone - is printed by a machine made by a single Dutch company. ASML's monopoly isn't an accident of patents. It's a moat built from two decades, a captured supply chain, and knowledge no amount of money can buy in a hurry.
Read it →Berkshire Hathaway · People & ControlWhat Happens to a Company Built Around One Irreplaceable Person? Berkshire After Buffett
For sixty years Berkshire Hathaway was, in effect, Warren Buffett. On January 1, 2026, it stopped being - Greg Abel took over as CEO. The handover is the ultimate test of the hardest question in business: can a company that is one person's masterpiece outlive the person?
Read it →Coca-Cola · Business ModelThe Price That Wouldn't Move: How Coca-Cola Got Trapped at a Nickel for 70 Years
From 1886 to 1959, a bottle of Coke cost five cents - through two world wars, the Depression, and decades of inflation. It's the most studied frozen price in economic history, and a masterclass in how the machinery you build to sell something can end up dictating what you charge.
Read it →Choose a lens. Follow the strategy across companies.
A lens is an angle on a company's strategy — the decision made, the rationale beneath it, and how it actually played out. Pick the one you're chewing on and follow it across the companies that show it best, with the reasoning we unravel underneath.
A few good ways in.
Companies
The companies, read through the decisions that shaped them.
Open companies →By questionStrategic lenses
Angles on a strategy — come in through the question you're chewing on.
Browse lenses →By decisionCasebooks
What the others did at the same fork, and what happened next — one verified record per decision, organized by decision type.
Browse the casebooks →Learn the modelsStrategy Frameworks
The frameworks we read companies through — explained plainly, and where each one misleads.
Browse frameworks →Apply the methodStrategy Playbooks
The prescriptive how-to behind the moves — make the hard calls without the predictable mistakes.
Open playbooks →Take it with youStrategy Templates
The canvases and worksheets behind the analysis — filled for each record, blank for you, inside every Casebook.
Browse templates →Take the record with you.
The stories are free to read, and always will be. When you are preparing the memo, the casebook for your decision gives you every verified record in the formats the room expects, and the library license keeps all of them current.