Studietaak 1.2
Formuleer op basis van dit artikel 10 voorwaarden/criteria voor een succesvolle strategie.
1. Will your strategy beat the market?
Robust and responsive advantages: An imperfection controlled by a company is a
competitive advantage. Good strategies emphasize difference – versus your direct
competitors, versus potential substitutes, and versus potential entrants. Weaker contenders
win surprisingly often in war when they deploy a divergent strategy, and the same is true in
business.
2. Does your strategy tap a true source advantage?
Competitive advantage: Competitive advantage stems from two sources of scarcity:
positional advantages and special capabilities.
Positional advantage: are rooted in structurally attractive markets. Understanding the
relationship among structure, conduct, and performance is a critical part of the quest for
positional advantage?
Special capabilities:
- Privileged assets: possession confers unique benefits.
- Distinctive competencies: things a company does particularly well.
Bundle activities: collectively creating advantage by making it more difficult for competitors
to identify and replicate it’s exact source.
Dynamic view: Make sure you keep your advantage.
3. Is your strategy granular about where to compete?
Defining Markets: Defining and understanding these correctly is one of the most practical
things a company can do to improve it’s strategy.
4. Does your strategy put you ahead of trends?
New trends: Strategists must take trend analysis seriously. To see which trends really matter
assess their potential impacts on the financial position of your company.
5. Does your strategy rest on privileged insights?
Collect new data: Through field observations or research rather than to recycle the same
industry reports everyone else uses.
Customer perspective: Companies who go out of their way to experience the world from the
customers’ perspective routinely develop better strategies.
Formuleer op basis van dit artikel 10 voorwaarden/criteria voor een succesvolle strategie.
1. Will your strategy beat the market?
Robust and responsive advantages: An imperfection controlled by a company is a
competitive advantage. Good strategies emphasize difference – versus your direct
competitors, versus potential substitutes, and versus potential entrants. Weaker contenders
win surprisingly often in war when they deploy a divergent strategy, and the same is true in
business.
2. Does your strategy tap a true source advantage?
Competitive advantage: Competitive advantage stems from two sources of scarcity:
positional advantages and special capabilities.
Positional advantage: are rooted in structurally attractive markets. Understanding the
relationship among structure, conduct, and performance is a critical part of the quest for
positional advantage?
Special capabilities:
- Privileged assets: possession confers unique benefits.
- Distinctive competencies: things a company does particularly well.
Bundle activities: collectively creating advantage by making it more difficult for competitors
to identify and replicate it’s exact source.
Dynamic view: Make sure you keep your advantage.
3. Is your strategy granular about where to compete?
Defining Markets: Defining and understanding these correctly is one of the most practical
things a company can do to improve it’s strategy.
4. Does your strategy put you ahead of trends?
New trends: Strategists must take trend analysis seriously. To see which trends really matter
assess their potential impacts on the financial position of your company.
5. Does your strategy rest on privileged insights?
Collect new data: Through field observations or research rather than to recycle the same
industry reports everyone else uses.
Customer perspective: Companies who go out of their way to experience the world from the
customers’ perspective routinely develop better strategies.
