Operational Effectiveness Is Not Strategy
Operational Efficiency
Competitive Strategy
Strategy Rests on Unique Activities
Origin of Strategic Position (3 Sources)
Variety /Need /Access-Based Positioning
A Sustainable Strategic Position Requires Trade-offs
Fit Drives Both Competitive Advantage and Sustainability
Rediscovering Strategy
External Challenges to Strategy
Traps for Shaping Strategy
Operational Effectiveness Is Not Strategy
Operational Efficiency
Competitive Strategy
Strategy Rests on Unique Activities
Origin of Strategic Position (3 Sources)
Variety /Need /Access-Based Positioning
A Sustainable Strategic Position Requires Trade-offs
Fit Drives Both Competitive Advantage and Sustainability
Rediscovering Strategy
External Challenges to Strategy
Traps for Shaping Strategy
Analyzing Business Markets
What is Organizational Buying?
Top Business Marketing Challenges
Characteristics of Business Markets
Buying Situation
Participants in Business Buying ProcessThe Buying Center
Supplier SearchForms of Electronic Marketplaces
Methods for Researching Customer Value
Establishing Corporate Trust and Credibility
Factors Affecting Buyer-Supplier Relationships
What is Opportunism?
What is strategy-execution?
Understanding the distinction between strategy-execution and strategy.
Understanding the distinction between strategy-execution failure and strategy failure.
Why strategy execution is a critical activity of organisational success?
What are the causes of strategy-execution failures?
How can the quality of strategy-executions be improved?
What is a Strategy? Michael Porter - Harvard Business ReviewDonny Sitompul
What is Strategy
Operational Effectiveness Is Not Strategy
Strategy Rests on Unique Activities
A Sustainable Strategic Position Requires Trade-offs
Fit Drives Both Competitive Advantage and Sustainability
Rediscovering Strategy
Collaboration is not an option. Everything is available to everyone. Your business needs strategies for competitive advantage. This presentation helps you to start thinking in the direction.
Ch4 Internal Assessment: Strategic ManagementTriune Global
Focus is on identifying & evaluating a firm's strength & weaknesses in the functional areas of business, including management, marketing, finance, production, and management information systems.
Crafting the Brand Positioning
Developing & Establishing a Brand Positioning
Points-of-difference
Points-of-parity
Brand Mantras
Communicating Category Membership
Consumer Desirability Criteria for PODs
Deliverability Criteria for PODs
Differentiation Strategies
Positioning and Branding a Small Business
Analyzing Business Markets
What is Organizational Buying?
Top Business Marketing Challenges
Characteristics of Business Markets
Buying Situation
Participants in Business Buying ProcessThe Buying Center
Supplier SearchForms of Electronic Marketplaces
Methods for Researching Customer Value
Establishing Corporate Trust and Credibility
Factors Affecting Buyer-Supplier Relationships
What is Opportunism?
What is strategy-execution?
Understanding the distinction between strategy-execution and strategy.
Understanding the distinction between strategy-execution failure and strategy failure.
Why strategy execution is a critical activity of organisational success?
What are the causes of strategy-execution failures?
How can the quality of strategy-executions be improved?
What is a Strategy? Michael Porter - Harvard Business ReviewDonny Sitompul
What is Strategy
Operational Effectiveness Is Not Strategy
Strategy Rests on Unique Activities
A Sustainable Strategic Position Requires Trade-offs
Fit Drives Both Competitive Advantage and Sustainability
Rediscovering Strategy
Collaboration is not an option. Everything is available to everyone. Your business needs strategies for competitive advantage. This presentation helps you to start thinking in the direction.
Ch4 Internal Assessment: Strategic ManagementTriune Global
Focus is on identifying & evaluating a firm's strength & weaknesses in the functional areas of business, including management, marketing, finance, production, and management information systems.
Crafting the Brand Positioning
Developing & Establishing a Brand Positioning
Points-of-difference
Points-of-parity
Brand Mantras
Communicating Category Membership
Consumer Desirability Criteria for PODs
Deliverability Criteria for PODs
Differentiation Strategies
Positioning and Branding a Small Business
Today we all live and work in the Internet Century, where technology is roiling the business landscape, and the pace of change is only accelerating.
In their new book How Google Works, Google Executive Chairman and ex-CEO Eric Schmidt and former SVP of Products Jonathan Rosenberg share the lessons they learned over the course of a decade running Google.
Covering topics including corporate culture, strategy, talent, decision-making, communication, innovation, and dealing with disruption, the authors illustrate management maxims with numerous insider anecdotes from Google’s history.
In an era when everything is speeding up, the best way for businesses to succeed is to attract smart-creative people and give them an environment where they can thrive at scale. How Google Works is a new book that explains how to do just that.
This is a visual preview of How Google Works. You can pick up a copy of the book at www.howgoogleworks.net
Strategic Purpose
Business Level Strategy
Corporate Level and International Strategy
Strategy Direction and Methods of Developments
Organizing for Strategy Success
Enabling Strategy Success
Managing Strategic Change
Understanding Strategy Development
Key Learning Points
Business Strategy Creating and Sustaining Competitive AdvantagesSeta Wicaksana
Effective strategies in an environment of constant change are a key requirement for success.
Corporate strategy: Deciding on the scope and purpose of the business, its objectives, and the initiatives and resources necessary to achieve the objectives.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
1. What is Strategy
by Michael E. Porter
Presented by:
Nisbat Anwar
Date: 26th September’14
2. About the Author
•Michael Eugene Porter is the Bishop William Lawrence University
Professor at The Institute for Strategy and Competitiveness, based
at the Harvard Business School. Wikipedia
•A leading authority on company strategy and the competitiveness of
nations and regions, his work is widely recognized in governments,
corporations, non-profits, and academic circles across the
globe.(Linkedin)
•Born: May 23, 1947 United States
•Education: Princeton University, Harvard Business School, Harvard
University
•Publication: Michael is the author of 18 books and numerous
articles including Competitive Strategy, Competitive Advantage,
Competitive Advantage of Nations, and On Competition. A six-time
winner of the McKinsey Award for the best Harvard Business
Review article of the year
• Porter's core field is competition and company strategy
3.
4. Summary
The essence of strategy is in the activities—
choosing to perform activities differently or to
perform different activities than rivals.
5. What is Strategy?
Operational
Effectiveness is
not strategy
Strategy rests on
unique Activities
A sustainable
Strategic Position
Requires Trade-
offs
Fit Drives Both
Competitive
Advantage and
sustainability
Rediscovering
Strategy
6. 1 Operational Effectiveness is not strategy
Operational effectiveness (OE) means performing
similar activities better than rivals perform them.
In contrast, strategic positioning means performing
different activities from rivals’ or performing similar
activities in different ways
Productivity Frontier (the maximum value that a company delivering a
particular product or service can create at a given cost, using the best available
technologies, skills, management techniques, and purchased inputs.) When
a company improves its operational effectiveness, it
moves toward the frontier.
7. 2. Strategy rests on unique Activities
Competitive strategy is about being different. It
means deliberately choosing a different set of
activities to deliver a unique mix of value. (eg: soutwest
airlines)
The essence of strategy is in the activities—choosing to
perform activities differently or to perform different
activities than rivals. Otherwise, a strategy is nothing
more than a marketing slogan that will not withstand
competition (eg Ikea vs typical furniture store, Otobi or concept in BD)
A company can outperform rivals only if it can establish a
difference that it can preserve.
8. The origin of Strategic Positioning
Variety Based positioning
• It is based on the choice of product
or service varieties rather than
customer segments
• It makes economic sense when a
company can best produce
particular products or services
using distinctive sets of activities.
• e.g Jiffy Lube International
(specialized in automotive
lubricants)
Needs Based positioning
• Serving most or all the needs of a
particular group of customers
• It is more like traditional thinking
about targeting a segment of
customers.
• A variant of needs-based
positioning arises when the same
customer has different needs on
different occasions or for different
types of transactions.
• Eg. ;Ikea for meeting all home
furnishing need target customer or
Bessemer
• Trust Company targets families with
minimum of $5 million
Access-based positioning
• Access can be a function of
customer geography or customer
scale—or of anything that requires
a different set of activities to reach
customers in the best way.
• Segmenting by access is less
common and less well understood
than the other two bases
• Eg:: Carmike cinemas, operates
movie theaters exclusively in cities
and towns with populations under
200,000
9. 3. A sustainable Strategic position requires
Trade-offs
Choosing a unique position is not enough to guarantee a
sustainable advantage. Because competitors can copy it in
two ways. 1) a competitor can reposition itself to match the
superior performer. 2) It’s far more common type of imitation
is straddling. The straddler seeks to match the benefits of a
successful position while maintaining its existing position.
A strategic position is not sustainable unless there are trade-
offs with other positions.
Trade-offs occur when activities are incompatible. It means
that more of one thing necessitates less of another. Eg: airline
Trade-offs create the need for choice and protect against
repositioners and straddlers. Eg: Neutrogena soap
The essence of strategy is choosing what not to do. Without
tradeoffs, there would be no need for choice and thus no need
for strategy
Eg: Toyota, Honda
10. Trade-off arises for three reasons
Inconsistencies in image or reputation
Trade-offs arise from activities
themselves
Trade-offs arise from limits on internal
coordination and control.
11. 4. Fit Drives Both Competitive advantages
and sustainability
While operational effectiveness is about achieving
excellence in individual activities, or functions,
strategy is about combining activities. Eg: southwest
airlines
Fit locks out imitators by creating a chain that is as
strong as its strongest link
The fit among activities substantially reduces cost or
increases differentiation.
Achieving fit is difficult because it requires the
integration of decisions and actions across many
independent subunits.
Strategy is creating fit among a company’s activities.
,
12. Types of Fit
simple consistency
between each activity
(function)and the
overall strategy
activities are
reinforcing
Optimization of
effort
13. 5. Rediscovering Strategy
The Failure to Choose
Internal threat-Managers have become confused about
the necessity of making choice
External threat -changes in technology or the behavior of
competitors
The Growth Tap
The desire to grow has perhaps the most perverse effect
on strategy
Trade-offs and limits appear to constrain growth
Profitable Growth
After decade of restructuring and cost cutting, are turning
their attention to growth.
14. The Role of Leadership
One of the leader’s jobs is to teach others in the
organization about strategy—and to say no.
Setting limits is another function of leadership.
Strategy requires constant discipline and clear
communication
Distinguish operational effectiveness from strategy
A leader may have to change its strategy if there are
major structural changes in its industry.