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What is Strategy?

What is Strategy?. Micheal E. Porter HBR / 1996.11. 목차. 1. Operation Effectiveness Is Not Strategy. 2. Operational Effectiveness: Necessary but Not Sufficient. 3. Strategy Rests on Unique Activies. 4. The origin of Strategic Positions. 5.

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What is Strategy?

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  1. What is Strategy? Micheal E. Porter HBR / 1996.11

  2. 목차 1 Operation Effectiveness Is Not Strategy. 2 Operational Effectiveness: Necessary but Not Sufficient 3 Strategy Rests on Unique Activies 4 The origin of Strategic Positions 5 A Sustainable Strategy Positioning Require Trade-offs 6 Fit Drives Both Competitive Advantage and Sustainability

  3. 목차 7 Types of Fit 8 Fit and Sustainability 9 Rediscovering Strategy The Failure to Choose 10 The Growth Trap 11 Profitable Growth 12 The Role of Leadership

  4. 1. Operation Effectiveness Is Not Strategy. Competing advantage is temporary. The root of the problem is the failure to distinguish between operational effectiveness and strategy. Management tools have taken the place of strategy.

  5. 2. Operational Effectiveness: Necessary but Not Sufficient Operational effectiveness and strategy are both essential to superior performance, which, after all, is the primary goal of any enterprise. But the work in very different ways. Operational effectiveness means performing similar activities better than rival perform them. Strategic positioning means performing different activities from rival’s or performing similar activities in different way.

  6. 3. Strategy Rests on Unique Activies Competitive strategy is about being different. It means deliberately choosing a different set of activities to deliver a unique mix of value.

  7. 4. The origin of Strategic Positions Variety-Based Positioning : It can be based on producing a subset of an industry’s products or services. 2. Needs-Based Positioning : It is that of serving most or all the needs of a particular group of customer. 3. Access-Based Positioning : Access can be a function of customer geography or customer scale or of anything that requires a different set of activities to reach customers in the best way.

  8. 4. The origin of Strategic Positions Positioning is not only about carving out a niche. A position emerging from any of the sources can be broad or narrow. Positioning is not always a function of differences on the demand, or customer, side. Strategy is the creation of a unique and valuable position involving a different set of activities.

  9. 5. A Sustainable Strategy Positioning Require Trade-offs Trade-offs occur when activities are incompatible. Trade-offs create the need for choice and protect against repositioning and straddlers. Trade-offs arise for three reasons. It is inconsistencies in image or reputation. 2. trade-offs arise from activities themselves. 3. trade-offs arise from limits on internal coordination and control Strategy is making trade-offs in competing.

  10. 6. Fit Drives Both Competitive Advantage and Sustainability Positioning choices determine not only which activities a company will perform and how it will configure individual activities but also how activities relate to one another. Strategy is about combining activities. Fit lock out imitators by creating a chain that is as strong as its strongest link.

  11. 7. Types of Fit Simple consistency between each activity and the overall strategy. Activities are reinforcing. Optimization of effort. Competitive advantage grows out of the entire system of activities.

  12. 8. Fit and Sustainability Strategic if among many activities is fundamental not only to competitive advantage but also to the sustainability of that advantage. Strategy is creating fit among a company’s activities. The success of a strategy depends on doing many thing well-not just a few and integrating among them.

  13. 9. Rediscovering Strategy The Failure to Choose The threats to strategy are seen to emanate from outside a company, but the greater threat to strategy often comes from within.

  14. 10. The Growth Trap Among all other influences, the desire to grow has perhaps the most perverse effect on strategy. Trade-offs and limits appear to constrain growth. Compromises and inconsistencies in the pursuit of growth will erode the competitive advantage a company had with its original varieties or target customer.

  15. 11. Profitable Growth Deepening a position involves making the company’s activities more distinctive, strengthening fit, and communicating the strategy better to those customers who should value it. Globalization often allow growth that is consistent with strategy, opening up largest markets for a focused strategy.

  16. 12. The Role of Leadership The challenge of developing or reestablishing a clear strategy is often primarily an organizational one and depends on leadership. Manager must clearly distinguish operational effectiveness from strategy.

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