SUMMARYPrevious research has considered the strategy‐performance relationship in industries of relatively low degrees of dynamism and volatility. This study empirically tests the Miles and Snow typology with a dynamic, growing and volatile service industry. Results support earlier research and suggest that, considering catalogue and mail‐order houses (SIC‐5961), reactors did not perform as well as businesses adopting other generic strategies. However, prospectors experienced significantly higher levels of revenue growth than other businesses. Further, analysers were significantly more profitable than businesses adopting other strategies. These results suggest that combination strategies are a viable means for sustaining competitive adva