A Pre-disposition Towards Enterprise Strategy Disclosures

You can specialize in a geographic area. A convenience store will specialize in a single neighborhood. A manufacturer can specialize in satisfying the demand for its product worldwide. But in every case, you must specialize and be clear about your area of specialization.
Focus and concentration on your greatest opportunities and areas of highest profit potential have always been the keys to financial success in business.
A typical strategic plan starts with a lengthy description of current industry conditions and the competitive situation. Next is a discussion of how to increase market share, capture new segments, or cut costs, followed by an outline of numerous goals and initiatives. A full budget is almost invariably attached, as are lavish graphs and a surfeit of spreadsheets. The process usually culminates in the preparation of a large document culled from a mishmash of data provided by people from various parts of the organization who often have conflicting agendas and poor communication.
Strategy is about asking the right questions. In Freedman and Tregoe’s first phase, you have to first know which questions to ask, and then go and find the data that will help you answer the questions. There is more data available than ever before. The trick today is to know what data to use and what to ignore.

Invest In People

Key insights into business opportunities arise from business insights into how the trend will change value to customers and impact the company’s business model. By looking across time — from the value a market delivers today to the value it might deliver tomorrow — managers can actively shape their future and lay claim to a new opportunity.
Your culture is a valuable resource. Learning to work with your culture can make the development of differentiated capabilities much easier. In a relatively coherent company, when strategy and execution are closely aligned, the culture provides the support that individuals within the enterprise need to find their own personal connection with the overall strategy. It helps break down the barriers that separate strategy from execution, such as the boundaries between functions.
For a strategy to have any bite, it must chart a direction based on a diagnosis of the situation. Absent a diagnosis, one cannot judge one’s own choice of an overall guiding policy, much less someone else’s choice. A strategy must also translate the overall directive into coordinated action focused on key points of leverage in the situation.
Strategy involves focus and, therefore, choice. And choice means setting aside some goals in favor of others. When this hard work is not done, weak amorphous strategy is the result.

Intimate Knowledge Of Customers

A balanced instinct counteracts the sterile, uniform structure of the rational approach. Instinct, intuition and emotion are resources that can be used to bring flair and insight, leading to the best decisions. It is also worth considering that unique human instinct provides a valuable commodity in business: scarcity. And scarcity often determines value.
Visions must be achievable and leaders must be capable of ensuring that they are achieved. An organisation that has an unrealistic view of its strengths and its market may find itself in trouble. Furthermore, it is not simply the vision that matters, but how that vision is developed and whether it is kept grounded in reality. Scenario planners can help an organisation keep in touch with reality both internally and with the external competitive environment.
Treating strategy like a problem in deduction assumes that anything worth knowing is already known—that only computation is required. Like computation, deduction applies a fixed set of logical rules to a fixed set of known facts. If everything worth knowing is already known, the problem of action reduces to crank winding.
If you know where you are going you have more chance of getting there. If you don't have a business strategy you are not clear on where your business is going and it is unlikely you will move your business to where you want it to be. Having a strategy in place increases your chance of getting there.

Key Players In Setting Strategy

In a business, the functional and operating strategies feed into the business strategy. These two frameworks are responsible for effectively and efficiently delivering on the organisation’s objectives as outlined in the corporate, competitive, and business strategies.
When you're putting together a business strategy, you might find yourself needing the services of a consultant at certain points during the life of your business. Many owners and managers are suspicious of consultants; they distrust freelance experts who charge big hourly rates but make little long-term commitment. Sometimes, they resent any outsider criticizing their companies—no matter how much they know, intellectually, that they need help. However, one crucial trait of great leaders is that they know when to ask for help.
Never let up. Your strategy may be well on its way and then could be derailed because you are not paying close attention. Are people achieving their strategic goals? Are the strategic projects accomplished in a timely manner, and are they yielding the expected results?
Establishing systems that routinely provide accurate, reliable information is essential. Organisations need to exploit all knowledge, from information held on computers to the expertise and experience of their employees, to ensure that durable, effective decisions are made.

Business Model Innovation

Cost leadership aims to increase market share by focusing on producing at low cost. Focus looks to dominate a small market segment by exclusively focusing on serving that segment (you can always add new segments later). Finally, differentiation aims to grow market share by concentrating my making your product or service different and unique.
We often treat strategy and execution as being separable disciplines, each with its own distinct and constant character. But different strategic environments require different approaches to strategy and execution. A nascent technology business might require an adaptive approach and a stable commodity business might require a classical, planning-based approach.
With an ad hoc strategic approach, leaders can tailor their process to each decision by adjusting the length of deliberations, the involved parties, and other factors. The main risk is that the firm may not learn over time how to get better at making strategic decisions. The top leader of an ad hoc firm might also use the process flexibility to exclude stakeholders who disagree with the leader’s position.
When implementing strategy, the entire company must be working together seamlessly. Everybody must believe in the strategy and know what it means for their work and activities. All the goals and processes of the different parts of the company must be aligned. This is the principle of concerted action.

Find The Important Details And Focus On Them

A word that can mean anything has lost its bite. To give content to a concept one has to draw lines, marking off what it denotes and what it does not. To begin the journey toward clarity, it is helpful to recognize that the words “strategy” and “strategic” are often sloppily used to mark decisions made by the highest-level officials.
There are many 'plans' that seek to help manage a business. The business plan, the marketing plan, the strategic plan, the project management plan, etc. Integrated Strategy Model (ISM) combines those 'plans' into one comprehensible, integrated, 1-page model. It focuses on inter-relationships between the different parts of the model - particularly how one part of a plan affects the others
Beware of small-business leaders who boast that they have no competitors. You can’t sell and market against other players unless you fully understand what they’re selling, how they’re delivering it, and who they’re selling it to.
In business, a strategy is the long-range sketch of the desired image, direction and destination of the organisation. It is a scheme of corporate intent and action, which is carefully planned and flexibly designed with the purpose of achieving effectiveness, perceiving and utilising opportunities and meeting challenges and threats.

Reshape Your Value Proposition

When a company’s value curve is shown to deliver high levels across all factors, the question is, Does the company’s market share and profitability reflect these investments? If not, the strategy signals that the company may be oversupplying its customers, offering too much of those elements that add incremental value to buyers.
To understand the appeal of a hybrid strategy, realize that a mid-priced product that distinguishes itself in some way can be more appealing to customers than a cheap generic product. This can be a high-risk strategy because you must invest in both reducing costs (through automation, etc.) and also invest in differentiating your product.
All analysis starts with the consideration of what may happen, including unwelcome events. I would not care to fly in an aircraft designed by people who focused only on an image of a flying airplane and never considered modes of failure. Nevertheless, the doctrine that one can impose one’s visions and desires on the world by the force of thought alone retains a powerful appeal to many people. Its acceptance displaces critical thinking and good strategy.
A price-skimming strategy involves charging high prices for a product, particularly during the introductory phase. A small company will use a price-skimming strategy to quickly recover its production and advertising costs. However, there must be something special about the product for consumers to pay the exorbitant price. An example would be the introduction of a new technology.

The Old And New Rules Of Competitive Advantage

Relying on what has worked in the past is no guarantee of success in the future. It is therefore important for an organisation to develop an innovative and creative culture that will help it adapt successfully to change.
Understanding what is taking place within the external environment is important to preparing a strategy that will ensure long-term profit and growth. Understanding changes that are taking place in your industry, or with your market place is important. Because if you don’t adapt you die. Even successful businesses need to realize that what made them successful today is not what will make them successful tomorrow.
Value creation for each stakeholder group needs to be balanced by what the business will gain in return—the value it will extract from the relationship. Determine what you are seeking from each stakeholder group, both financially and operationally (in terms of loyalty, referrals, prioritization, etc.).
Bad strategy is not the same thing as no strategy or strategy that fails rather than succeeds. Rather, it is an identifiable way of thinking and writing about strategy that has, unfortunately, been gaining ground.

Be Different From Your Competitors

Managing costs carefully moves you to a new level of financial discipline, redirecting your resources from the projects that distract you to the core capabilities that drive your profits. It brings new life to financial practices (for example, to your annual budgets). When times are good, you don’t dilute your investment dollars by making bets on dozens of new projects. Instead, you figure out the areas where you are most likely to succeed, and focus your investments there.
Companies thrive when they operate according to principles their employees can believe in. Your employees will do better if they believe that your company exists to do something more than make you wealthy. They want to know that their efforts will pay off whether you’re around or not.
Without proper controls, financial management and in particular the management of risk remain uncertain, flawed activities. Control is necessary not only to avoid cheating or fraud, but also to test that the best decisions are made and that the most effective tactics are employed.
Untapped value is often hidden in complementary products and services. The key is to define the total solution buyers seek when they choose a product or service. A simple way to do so is to think about what happens before, during, and after your product is used.

Court The Uncommitted

Desperation in a time of crisis triggers a change of attitude. A company could be in the midst of decline, facing imminent failure, or even confronting bankruptcy, and everyone knows it. The only possible responses are fight or flight — either build the capabilities the company will need for the long term while stanching the bleeding in the short run, or look for a niche where the company can defensively survive a while longer.
It’s understandable that businesses get caught in a growth treadmill, even when they are aware of its dangers. The treadmill is a natural response to a major dilemma in business today: the transience of advantage. Even the most formidable position in an industry, buttressed by assets and capital, can be vulnerable to rapid change: commoditization, technological upheaval, shifting capital flows, political and regulatory turmoil, and other facets of a chaotic and unpredictable world.
The basic strategic variables for consideration as you make a plan for the future are products, services, customers, markets, finances, people, technology, and production capability. These are the areas of your business that you may continue as before or change, depending on your strategic goals.
A common mistake in formulating business strategy is to discuss changes in strategy before resolving differences of opinion about the current state of play. Another problem is that executives are often reluctant to accept the need for change; they may have a vested interest in the status quo, or they may feel that time will eventually vindicate their previous choices.

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