What type of strategies are concerned with the question, how should we compete?
Keep one ear open in almost any business environment and the term "strategy" is sure to crop up on a regular basis. Unfortunately, those using the term frequently fail to define the way in which they are using it. Nor do those hearing it bother to check to see how it is being used. As a result, conversations about strategy can become confusing. Show
There are at least three basic forms of strategy in the business world and it helps to keep them straight. The objectives of this brief paper are to clarify the general concept of strategy and draw attention to the importance of distinguishing among three forms of strategy: (1) strategy or "strategy in general," (2) corporate strategy and (3) competitive strategy (Figure 1). Figure 1 - Three Forms of Strategy The Concept of StrategyThe many definitions of strategy found in the management literature fall into one of four categories: plan, pattern, position, and perspective. According to these views, strategy is:
As a practical matter, strategy evolves over time as intentions accommodate reality. Thus, one starts with a given perspective, concludes that it calls for a certain position, and sets about achieving it by way of a carefully crafted plan. Over time, things change. A pattern of decisions and actions marks movement from starting point to goal. This pattern of decisions and actions is called "realized" or "emergent" strategy. Strategy in GeneralStrategy, in general, refers to how a given objective will be achieved. Consequently, strategy in general is concerned with the relationships between ends and means, that is, between the results we seek and the resources at our disposal. Strategy and tactics are both concerned with formulating and then carrying out courses of action intended to attain particular objectives. For the most part, strategy is concerned with deploying the resources at your disposal whereas tactics is concerned with employing them. Together, strategy and tactics bridge the gap between ends and means (see Figure 2).Figure 2 - "Bridging the Gap" Although it is not my aim to draw definitive distinctions between strategy and tactics, it is next to impossible to say something about one without also saying something about the other. The table below summarizes some of the more important differences I’ve noted in my studies and observations of strategy and tactics. AspectsStrategyTacticsScale of the ObjectiveGrandLimitedScope of the ActionBroad and GeneralNarrowly FocusedGuidance ProvidedGeneral and OngoingSpecific and SituationalDegree of FlexibilityAdaptable, but not hastily changedFluid, quick to adjust and adapt in minor or major waysTiming in Relation to ActionBefore ActionDuring ActionFocus of Resource UtilizationDeploymentEmployment Strategy and tactics are both terms that come to us from the military. Their use in business and other civilian enterprises has required little adaptation as far as strategy in general is concerned, however, corporate strategy and competitive strategy do represent significant departures from the military meaning of strategy. Corporate versus Competitive StrategyCorporate strategy defines the markets and the businesses in which a company will operate. Competitive or business strategy defines for a given business the basis on which it will compete. Corporate strategy is typically decided in the context of defining the company’s mission and vision, that is, saying what the company does, why it exists, and what it is intended to become. Competitive strategy hinges on a company’s capabilities, strengths, and weaknesses in relation to market characteristics and the corresponding capabilities, strengths, and weaknesses of its competitors. According to Michael Porter, a Harvard Business School professor and the reigning guru of competitive strategy, competition within an industry is driven by five basic factors:
Porter also indicates that, in response to these five factors, competitive strategy can take one of three generic forms: (1) focus, (2) differentiation and (3) cost leadership. Other Factors Affecting Corporate and Competitive StrategyOther writers on the subject of strategy point to several factors that can serve as the basis for formulating corporate and competitive strategy. These factors include:
Recently, "value disciplines" have been suggested as the basis for settling on strategy (corporate or competitive). The three basic "value disciplines" are: Operational Some Fundamental QuestionsRegardless of the definition of strategy, or the many factors affecting the choice of corporate or competitive strategy, there are some fundamental questions to be asked and answered. These include the following: Related to Mission & Vision
SummaryThe preceding discussion asserts that strategy in general is concerned with how, with courses of action intended to achieve particular objectives. Corporate strategy is concerned with choices and commitments regarding markets, business and the very nature of the company itself. Competitive strategy is concerned with competitors and the basis of competition. These basic points are illustrated in Figure 3. Figure 3 - Focal Points of Strategy Recommended ReadingMuch of the preceding discussion is drawn from many well-known sources. To list them all would entail inserting an extensive bibliography right about here. Instead, I’ve chosen to list what I consider some "essential" readings. Which strategy addresses the question of compete?Business-level strategy addresses the question of how a firm will compete in a particular industry (Table 6.1).
Which strategy refers to way of competing?Competitive strategy refers to a way of creating competitive advantage over competitors.
What are the 4 types of strategies?4 levels of strategy are;. Corporate level strategy.. Business level strategy.. Functional level strategy.. Operational level strategy.. What are the 4 competitive strategies?Here are four types of competitive strategy and an example for each:. Cost leadership strategy. ... . Differentiation leadership strategy. ... . Cost focus strategy. ... . Differentiation focus strategy.. |