The broad choices of strategic ‘positioning’ for the brand in briefing 65 were already made. We know who we want to serve — the 3 million potential consumers. […]
Strategy Dynamics Briefing 65: Evaluating strategic opportunities
We have previously laid out a rigorous, logical description of an organization as a system of tangible resources that enable pursuit of its purpose by supporting each others’ development. The strategic architecture is, if you like, “the machine” designed for that purpose, so this question is effectively whether it is possible for that machine to exist at all.
Strategy Dynamics Briefing 64: Types of strategic decision
The briefings to this point have set out the main dynamic structures that determine organizations’ performance. The next few briefings examine how decisions steer those structures and how to design policies (decision-rules) that can build and sustain the resources required for strong performance.
Strategy Dynamics Briefing 63: Rivalry example – low-fare airlines
Many airlines struggle for profitability because fares are so transparent and customers can so easily switch. Only the limited number of services that less busy travel routes can support limit this otherwise frictionless movement of customers’ choice. The customer rivalry frameworks from briefings 50-53 are therefore directly applicable to airlines…
Strategy Dynamics Briefing 62: Dealing with multiple competitors
Few companies are so lucky as to have only one competitor, so we need to extend the principles in recent Briefings to handle multiple rivals. It is relatively easy to adapt the three standard rivalry structures to …