Crafting and Executing Strategy Study Guide
Chapter 1
What Is Strategy and Why Is It Important?
CORE CONCEPTS
A company 's strategy consists of the competitive moves and business approaches that managers are employing to grow the business, attract and please customers, compete successfully, conduct operations, and achieve the targeted levels of organizational performance.
A company achieves sustainable competitive advantage when an attractive number of buyers prefer its products or services over the offerings of competitors and when the basis for this preference is durable.
Changing circumstances and ongoing management efforts to improve the strategy cause a company 's strategy to evolve over time—a condition that makes the task of crafting a strategy a work in progress, not a one-time event.
A company 's strategy is shaped partly by management analysis and choice and partly by the necessity of adapting and learning by doing.
A strategy cannot be considered ethical just because it involves actions that are legal. To meet the standard of being ethical, a strategy must entail actions that can pass moral scrutiny and that are aboveboard in the sense of not being shady, unconscionable, injurious to others, or unnecessarily harmful to the environment.
A company 's business model explains the rationale for why its business approach and strategy will be a moneymaker. Absent the ability to deliver good profitability, the strategy is not viable and the survival of the business is in doubt.
A winning strategy must fit the enterprise 's external and internal situation, build sustainable competitive advantage, and improve company performance.
Excellent execution of an excellent strategy is the best test of managerial excellence—and the most reliable recipe for turning companies into standout performers.
KEY POINTS:
The tasks of crafting and executing company strategies are the heart and soul of managing a business enterprise and winning in the marketplace. A company 's
What Is Strategy and Why Is It Important?
CORE CONCEPTS
A company 's strategy consists of the competitive moves and business approaches that managers are employing to grow the business, attract and please customers, compete successfully, conduct operations, and achieve the targeted levels of organizational performance.
A company achieves sustainable competitive advantage when an attractive number of buyers prefer its products or services over the offerings of competitors and when the basis for this preference is durable.
Changing circumstances and ongoing management efforts to improve the strategy cause a company 's strategy to evolve over time—a condition that makes the task of crafting a strategy a work in progress, not a one-time event.
A company 's strategy is shaped partly by management analysis and choice and partly by the necessity of adapting and learning by doing.
A strategy cannot be considered ethical just because it involves actions that are legal. To meet the standard of being ethical, a strategy must entail actions that can pass moral scrutiny and that are aboveboard in the sense of not being shady, unconscionable, injurious to others, or unnecessarily harmful to the environment.
A company 's business model explains the rationale for why its business approach and strategy will be a moneymaker. Absent the ability to deliver good profitability, the strategy is not viable and the survival of the business is in doubt.
A winning strategy must fit the enterprise 's external and internal situation, build sustainable competitive advantage, and improve company performance.
Excellent execution of an excellent strategy is the best test of managerial excellence—and the most reliable recipe for turning companies into standout performers.
KEY POINTS:
The tasks of crafting and executing company strategies are the heart and soul of managing a business enterprise and winning in the marketplace. A company 's