According to Constantinos Markides, there are six simple but fundamental principles underlying every breakthrough strategy. One of these principles is to choose a unique strategic position for the company. In every industry, there are several viable positions that companies can occupy. The essence of strategy is, therefore, to choose the one position that our company will claim as its own. Strategy is all about choosing and a company will be successful only if it chooses a distinctive (i.e. different from competitors’) strategic position.

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According to Constantinos Markides, there are six simple but fundamental principles underlying every breakthrough strategy. One of these principles is to choose a unique strategic position for the company. In every industry, there are several viable positions that companies can occupy. The essence of strategy is, therefore, to choose the one position that our company will claim as its own. Strategy is all about choosing and a company will be successful only if it chooses a distinctive (i.e. different from competitors’) strategic position.

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According to Constantinos Markides, there are six simple but fundamental principles underlying every breakthrough strategy. One of these principles is to choose a unique strategic position for the company. In every industry, there are several viable positions that companies can occupy. The essence of strategy is, therefore, to choose the one position that our company will claim as its own. Strategy is all about choosing and a company will be successful only if it chooses a distinctive (i.e. different from competitors’) strategic position.

More: continued here
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According to Constantinos Markides, there are six simple but fundamental principles underlying every breakthrough strategy. One of these principles is to choose a unique strategic position for the company. In every industry, there are several viable positions that companies can occupy. The essence of strategy is, therefore, to choose the one position that our company will claim as its own. Strategy is all about choosing and a company will be successful only if it chooses a distinctive (i.e. different from competitors’) strategic position.

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Organizations and the industries in which firms operate are embedded in a broad environment, which can significantly impact the competitiveness of both industries and organizations. The starting point then of any strategic analysis is some form of environmental analysis- generally STEEP/PEST analysis-followed by Industry Analysis or Porter’s Five Forces, which together provide a structural framework outlining an industry and a unique and perhaps more holistic perspective on a firm’s competitiveness. Uniting these two techniques creates a powerful framework for not only identifying the forces operating in a particular industry, but the impact of environmental factors on these very forces. These two techniques combined provide a much broader approach to business and competitive analysis. The technique is called “The Nine Forces.” In this post, excerpted from Chapter 6 of Business and Competitive Analysis: Effective Application of New and Classic Methods by Craig S. Fleisher and Babette E. Bensoussan, introduces three basic levels of organizational environments in which firms operate.

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According to Mark Thomas, Gary Miles, and Peter Fisk, vital roles of the CEO is to identify, develop and protect the key building blocks with which future business models will be built. Having identified the key building blocks of future business models, the next step is to be sure that they are developed. (This post is excerpted from The Complete CEO: The Executive’s Guide to Consistent Peak Performance by Mark Thomas, Gary Miles, and Peter Fisk.)

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As presented in the previous posts, yet in the early 1990s, Moen Corporation, located in North Olmsted, Ohio, found itself in a challenging situation. The company was losing market share and not positioned well for the changes that were beginning to take place in the market. To transform the company in order for it to grow, newly installed CEO, Bruce Carbonari, implemented a range of reforming strategies which brought fruitful successes. However, the company did not have a reliable process for the identification of new products. They needed a way to determine a corporate strategy and accompanying product plan that would help them to meet the higher growth rate they desired. Two teams (i) Project Periscope Team and (ii) the Extended Periscope team have been formed in order to move a plumbing fixtures company to a new level of excitement and innovation in the industry. Besides, some more strategies are also utilized. (This post is excerpted from The power of strategy innovation : a new way of linking creativity and strategic planning to discover great business opportunities by Robert E. Johnston, Jr., and J. Douglas Bate.)

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There is a third tool that is key to creation of blue oceans. It is a supplementary analytic to the four actions framework called the eliminate-reduce-raise-create grid. The grid pushes companies not only to ask all four questions in the four actions framework but also to act on all four to create a new value curve. By driving companies to fill in the grid with the actions of eliminating and reducing as well as raising and creating, the grid gives companies several immediate benefits. (This post is excerpted from “Blue ocean strategy, how to create uncontested market space and make the competition irrelevant“ by W. Chan Kim and Renée Mauborgne.

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According to Peter Skarzynski and Rowan Gibson, one of three critical preconditions for making breakthroughs happen is creating time and space in people’s lives for reflection, ideation, and experimentation. When Peter Skarzynski and Rowan Gibson asked more than five hundred senior and midlevel managers in large U.S. companies to identify the biggest barriers to innovation in their respective organizations, one of the most common responses was “lack of time.” In an age when business worships at the altar of operational efficiency, every company has a mandate to work harder and faster or lose out to someone who will. It’s also a world where our attention is fragmented into tiny shards - where we are constantly distracted by e-mails, instant messages, mobile phone calls, faxes, meetings, express deliveries, and so forth. Therefore, one of the fundamental challenges for leadership is how to create space for innovation in people’s lives - how to give them the extra bandwidth and scope they need for this kind of thinking. This post is excerpted from “Innovation to the Core: A Blueprint for Transforming the Way Your Company Innovates” by Peter Skarzynski and Rowan Gibson.

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In a HBR article (“Bottom-Feeding for Blockbuster Businesses”, which took a close look at bottom-feeders-companies, David Rosenblum, Doug Tomlinson and Larry Scott have offered some lessons to transform your own industry’s unprofitable, market segments into lucrative ones-if you’re willing to stop looking at so called bad customers as pariahs and start looking at them as untapped opportunities. The first one is removing the blinders. According to Rosenblum, Tomlinson and Scott, you don’t have to be a start-up to build a business focused on a previously ignored customer segment, but it helps. The fact is, established companies have great difficulty seeing how unprofitable segments can be served profitably, particularly if those established companies have been very successful. That’s because their own success blinds them to opportunities right in front of them.

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Perhaps the most powerful form of product differentiation occurs when the product becomes a recognizable and valued brand. Brands are powerful because their recognition is a substitute for trust by many buyers in the marketplace. They confer a bias in buying because people tend to trust brand names and symbols. For many people, the brand is a sign of stability, quality, and confidence. Branding is a powerful differentiator, but it takes considerable effort and investment in advertising to establish and maintain a brand—and even very strong brands can be diluted by aggressive rivals. (This post is excerpted from Winning Behavior: What the Smartest, Most Successful Companies Do Differently by Terry R. Bacon and David G. Pugh)

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Probably the most difficult challenge in getting customer inputs is determining in advance which of the three types of customer data (jobs, outcomes, or constraints) to try to capture in a given situation. Several common situations arise. When a company is trying to improve an existing offering in a core market, it should capture outcomes that are associated with the primary job users are trying to get done. When the objective of the innovation initiative is to not only help the customer get a specific job done better but also determine what other jobs the customer is trying to get done in the same circumstance, the company must capture the outcomes associated with the specific job as well as other related jobs of interest. (This post is excerpted from “What Customers Want: Using Outcome-Driven Innovation to Create Breakthrough Products and Services” by Anthony Ulwick.)

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If new markets do not yet exist, where are they? New markets exist in potential. The creation of a new market occurs at the convergence of perceived need with acceptable solution in a way that did not previously exist. That phrase, ‘‘did not previously exist,’’ is part of what makes it difficult for some people and companies to succeed in creating new markets. It is the difference between finding existing markets and creating new ones. Finding the right answer is an important skill. Best managers have been trained to sort through preexisting options. Then they identify the correct alternative and quickly and correctly implement that choice. Creating is a different skill. Managers who create well have been trained (or have trained themselves) to look for a solution that did not exist before they started…(This post is excerpted from Creating and dominating new markets, by Peter Meyer.)

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Simply being able to conceptualize a winning business model does not mean you can build it in practice. A vital role of the CEO is to identify, develop and protect the key building blocks with which future business models will be built: (i) First, identify the few truly crucial building blocks of your future success; (ii) Then, develop the building blocks you will need in future and (iii) Always ensure that in driving performance, you protect the building blocks of future success. This post, excerpted from The Complete CEO: The Executive’s Guide to Consistent Peak Performance by Mark Thomas, Gary Miles, and Peter Fisk, will discuss how a CEO can identify the few truly crucial building blocks of your future success.

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As presented in the previous post, yet in the early 1990s, Moen Corporation, which is located in North Olmsted, Ohio, found itself in a challenging situation. The company was losing market share and not positioned well for the changes that were beginning to take place in the market. To transform the company in order for it to grow, newly installed CEO, Bruce Carbonari, implemented a range of reforming strategies which brought fruitful successes. One of such successes is development of new products. However, the company did not have a reliable process for the identification of new products. Many different people within the company had many different ideas of what should be produced. They needed a way to determine a corporate strategy and accompanying product plan that would help them to meet the higher growth rate they desired. (This post is excerpted from The power of strategy innovation : a new way of linking creativity and strategic planning to discover great business opportunities by Robert E. Johnston, Jr., and J. Douglas Bate.)

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