Playing to Win - Strategy to Build Competitive, Collaborative, and Cooperative Advantage

Strategy is the beneficial positioning and posturing 1957 Topps baseball cards an enterprise in an industry and related marketplaces so as to deliver value over time. The direction towards broad or narrow markets, with either differentiated or utility products and/or services and lines, is a function of position. Being a leader, close follower, laggard, or niche player, as either a scale provider or boutique, is a function of posture. Posturing based upon growth requires an effective approach to mergers, acquisitions, and divestitures. Strategy can be either offensive or defensive in various markets.

Strategy is a set of actions derived from both plans and policies to gain advantage including:

• Aspirational - loyal relationships between employee, customer, supplier, and investor constituencies because stated and enacted values are consistent
• Competitive - the 1983 Fleer baseball cards and posture that offers consistencies better value than competitors
• Collaborative - relationships between suppliers, or customers, or peers as a partnership with a common mission, and operating dependently for mutual value
• Cooperative - relationships between suppliers, or customers, or peers as an association with a similar mission, but operating independently for mutual value

Winning customer relationships is essential; building effective relationships with all constituencies is necessary for delivering value.

Strategy formulation should begin early and continue throughout the life of an enterprise - as vision becomes reality, there is more experience to draw upon. However, building sustainable advantage Godzilla being able to enact change, either by causing or responding to it, on an ongoing basis.

The components of strategy include:

Enterprise:

• Aspiration - vision and guiding principles, mission, vision, value proposition
• Industry position and posture - sector; segments: single product line, price Levitra or conglomerate; scale provider or boutique

Competitive position and posture:

• Markets: high barriers to entry - either broad or narrow
• Products and/or services: either differentiated by distinctive functions and features commanding a premium price, or utilities at discount
• Infrastructure: hard to replicate - tight fit between people, processes, and products and/or services; discount pricing requires effective and efficient production cost and operating expense management

Performance improvement:

• Repositioning in markets
• Restructuring administrative and operational activities
• Reengineering processes

Constituency-based objectives, goals, and strategic initiatives:

• Employees
• Customers
• Suppliers
• Investors
• Regulators
• Competitors

Functional:

• Enterprise
• Legal
• Finance
• Human Resources
• Information Technology
• Research and Development (program management and engineering: market, product, infrastructure)
• Operations (procurement, manufacturing or equivalent, distribution)
• Business Development (marketing, sales, service)

Governance:

• Legal vehicles
• Organizational structure (functions and business units)
• Standard of ethics
• Sustainability - environmental, economic, and social

Key performance indicators:

• Financial: revenue, costs and expenses, profits, cash flows, financial Universal monsters figures operating capital, investment capital, and returns based upon rates, quantities of input, volumes of output, and gains
• Non-financial: market share and penetration, product and/or service usage, satisfaction, quality, time-to-market, cycle time, productivity, asset capacity and utilization

Strategic plans are supported by tactical, operational, and financial plans, and processes for enhancement and maintenance.

Strategy formulation is an enterpriship (entrepreneurship, leadership, and managerial) competency.

...and to assess your enterpriship competencies in thirty minutes or less, claim your opportunity for instant access when you go to href="fromvisiontovalue.com">fromvisiontovalue.com

From Nigel A.L. Brooks - Management Consultant and Motivational Speaker href="nigelalbrooks.com">nigelalbrooks.com