Useful Advantages Of Company Strategy Communications Conveyed In Layman's Terminology

Always be open to the possibility that you could be doing the wrong thing. Your business model may be obsolete. What seemed like a good decision at one time, in one or more of these areas, is no longer a good decision today.
The business model is a conceptual structure that explains how the company operates, makes money, and how it intends to achieve its goals. The business plan defines those goals, and business strategies outline the roadmap of how to achieve them.
A good strategy is not based on any one concept of advantage. It does not require one to sort through legalistic gibberish about the differences between visions, missions, goals, strategies, objectives, and tactics. It does not split strategies into corporate, business, and product levels. It is very straightforward.
Defining the value created for and from each stakeholder group adds perspective, ensuring that you look at your business from all angles. And by focusing on value creation for all your different stakeholders, you will be a creating a business that is more sustainable—in all senses of the word.

Develop An Outside-In Perspective

Your values are the foundation principles of your business. They tell you what you stand for and what you will not stand for. They give you guidance and direction in decision making and in everything you do in your business.
When we see a company or business unit producing poor results over multiple years, no one can say for sure whether that’s due to poor strategy, implementation, or execution. But in my experience, it’s very difficult to implement a poor strategy well and doubly difficult to produce excellent results with a poor strategy that’s being poorly implemented. (Having a great corporate or business strategy is no guarantee of great results either; you still have to implement and execute well.)
A good strategy includes a set of coherent actions. They are not “implementation” details; they are the punch in the strategy. A strategy that fails to define a variety of plausible and feasible immediate actions is missing a critical component.
Innovations such as production innovations can be achieved at the subsystem level without impacting the company’s overall strategy. An innovation in the production process, for example, may lower a company’s cost structure to reinforce its existing cost leadership strategy without changing the utility proposition of its offering.

Know Where The Risk Lies

Update the company dashboard around the key metrics that support the company’s long-term goals, and ensure those KPIs are aligned with the company’s purpose. Visually represent sales numbers as the result of strategic execution, not the goal.
Your business strategy must account for where you’re competing, the customers you are targeting, what you aim to offer, and what your people need to succeed. And it must be communicated in a way that ensures buy-in from stakeholders—especially your employees. Otherwise, execution may fall flat.
Only by grounding strategy in sustained profitability will real economic value be generated. Economic value is created when customers are willing to pay a price for a product or service that exceeds the cost of producing it. When goals are defined in terms of volume or market share leadership, with profits assumed to follow, poor strategies often result.
A small company may adopt a growth strategy by finding a new market for its products. Sometimes, companies find new markets for their products by accident. For example, a small consumer soap manufacturer may discover through marketing research that industrial workers like its products. Hence, in addition to selling soap in retail stores, the company could package the soap in larger containers for factory and plant workers.

Consolidate Management Processes And Lower Costs

Strategic planning is not a passive activity. Strategic planning is the process of thinking through the action steps that you are going to take to achieve your goals and objectives.
It is said that experience is valuable only as long as the future resembles the past. Superficially, this may appear true, but in truth, experience is valuable even if the future does not resemble the past because it helps us to understand and cope with change and the unknown. It is not simply what we know that matters, but how we react to what we do not know. How we do is influenced greatly by our experience.
Fast following is not strategy but the abdication of strategy. The companies least likely to be successful at it are those that make it their goal. They don’t know what to follow fast and when to start following. Don’t fast follow. Choose where to play and how to win; then watch what happens, learn, and adjust your choices accordingly.
Small companies will often use a product differentiation strategy when they have a competitive advantage, such as superior quality or service. For example, a small manufacturer or air purifiers may set themselves apart from competitors with their superior engineering design. Obviously, companies use a product differentiation strategy to set themselves apart from key competitors. However, a product differentiation strategy can also help a company build brand loyalty.

The Principle Of The Objective

Strategy from combination involves looking for connections across traditional boundaries, whether by linking a product and a service, two technologies, the upstream and the downstream, or other ingredients. Here, too, the creative strategist must challenge the status quo—this time by thinking not just outside the box but across two or more boxes.
A business strategy outlines the specific ways in which an organisation plans to position itself, achieve its short-term and long-term goals, and grow over a period of time. It draws on other important business resources, such as the organisation’s mission, its vision, and its values, to help chart its direction forward and deliver on its objectives.
Some business planners like to be prescriptive and can spend significant resources mapping out in great detail what everyone should do differently. But a paint-by-numbers approach to strengthening organizational capabilities rarely works.
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.

Weave Your Vision Into Everyday Management

Some technological changes are happening so rapidly that most companies have not yet taken advantage of the opportunities they provide. Every company still has a great deal to learn through prototyping and experimentation. But when translating the strategic into the everyday, be careful not to experiment for its own sake. The most successful companies link their technologically driven interventions closely with their strategy.
A business strategy focuses on capitalising on the strengths of the business and using it as a competitive advantage to position the brand in a unique way. This gives an identity to business and makes it unique in the eyes of the customer.
Companies are always eager to see into the future, of course, and techniques for trying to do so are well established. That is the purpose of lead-user and extreme-user innovation strategies, which ask companies to shift their attention from mainstream customers to people who are designing their own versions or using products in unexpected ways in especially demanding environments. Information about where the edges of the market are today can signal where the mainstream will be tomorrow.
Corporate objectives turn vision and mission into specific items to be accomplished. They should also be written to include specific measurements to know if success has been achieved. Corporate goals can be set for many years in advance. With the current pace of change, focus on three years out at the most for setting real objectives. Objectives must be updated often and most companies set a planning structure to update them on an annual basis. You want to do the most detailed planning for work you decide is the next step toward your vision—work that can and should be done right away or in the next 12 months.

Beware The Comfort Zone

You can think of Corporate-Level Strategies as happening at a higher level than Business-Level Strategies. Business-Level Strategies concern how an organization should compete, whereas Corporate-Level Strategies concern in what businesses an organization should compete.
A Focused Differentiation Strategy is very similar to that of a differentiation strategy except that it is focused on a very narrow segment of the market. These firms compete by offering unique features to a small market segment.
Market-driven organizations base their strategy on making conscious choices about which markets they will serve and how they will add value. High performance organizations not only participate in the strategy process, they also understand which strategy will propel their organizations forward.
Even companies operating with models that favor global standardization over local responsiveness have to invest in localization and translation to be successful. That’s because regardless of the level of local responsiveness, your customers in foreign markets expect to interact with you in their language.

Driving Force

Small-business leaders can exhibit traits of being excessively concerned with their people’s happiness. This tendency can lead them to make decisions based largely on what their people think and feel, at the expense of what’s in the best interest of the organization.
Were organizational inertia the whole story, a well-adapted corporation would remain healthy and efficient as long as the outside world remained unchanged. But, another force, entropy, is also at work. In science, entropy measures a physical system’s degree of disorder, and the second law of thermodynamics states that entropy always increases in an isolated physical system. Similarly, weakly managed organizations tend to become less organized and focused. Entropy makes it necessary for leaders to constantly work on maintaining an organization’s purpose, form, and methods even if there are no changes in strategy or competition.
Because revenue is determined by customer behavior, it’s much harder and messier to predict than costs, which are largely under the company’s control. If you model them the same way, you’ll end up with grossly inaccurate revenue projections.
Scenarios help managers tackle risk, uncertainty and complexity, enabling better strategy development. Scenario planning enables organisations to rehearse the future, to walk the battlefield before battle commences so that they are better prepared.

Pressure-Test Your Strategy

Your organization or unit is completely dependent on others outside it for its good fortune. Without the support of stakeholders such as customers, suppliers, employees, and shareholders, for example, you have no organization. But you must identify those who are key to the long-term survival and prosperity of your organization — and then satisfy them.
Knowledge gaps make an organisation more vulnerable to competition. The downsizing strategy that many firms have followed has highlighted the dangers of getting rid of people with expertise and experience in the pursuit of short-term cost savings. Furthermore, traditional employee loyalty is continually being eroded, as described in Chapter 1, so it is important to capture, codify and store people’s expertise and tacit knowledge.
Good strategy works by focusing energy and resources on one, or a very few, pivotal objectives whose accomplishment will lead to a cascade of favorable outcomes. One form of poor strategic objectives occurs when there is a scrambled mess of things to accomplish.
Analyze your products and services. Which are selling well? Which are the most profitable? Which are selling poorly? On which products are you losing money? One of the traps that many companies fall into is to continue to sell popular products or services on which they’re losing money. The goal of your business is not to sell lots of products, but to make money. If you’re losing money on every product you sell, selling more products only means you’re losing more money.

Understand The Market

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.
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.
A good strategy defines a critical challenge. What is more, it builds a bridge between that challenge and action, between desire and immediate objectives that lie within grasp. Thus, the objectives a good strategy sets should stand a good chance of being accomplished, given existing resources and competence.
Where your company can go in the market — what products and services you can offer and to whom — is a function of who you are and what you do exceptionally well. Only when you understand your company’s capabilities can you understand where you can expect to win, why you would win there, and what else you must do to enhance your capability system to capture a winning position.

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