Total Quiz 1 What is Strategy Article Flashcards
1
Q
A
2
Q
The productivity frontier is constantly shifting outwards due to what 3 causes?
A
- new technologies 2. new management approaches 3. new inputs become available
3
Q
through programs such as TQM, time based competition, and benchmarking, managers have changed how they perform activities in order to do what 3 things?
A
- eliminate inefficiencies 2. improve customer satisfaction 3. achieve best practice
4
Q
what does the popularity of outsourcing and the virtual corporation reflect?
A
the growing recognition that is is difficult to perform all activities as productively as specialists
5
Q
the popularity of outsourcing and the virtual corporation reflects the growing recognition that is is difficult to perform all activities as productively as who?
A
specialists
6
Q
the growing recognition that is is difficult to perform all activities as productively as specialists is reflected by what ?
A
popularity of outsourcing and the virtual corporation
7
Q
Can companies improve on multiple dimensions of performance at the same time?
A
Yes
8
Q
Is it a tradeoff between defects and costs now or in the past?
A
NO it used to be thought that it was
9
Q
T/F Constant improvement in operational effectiveness is necessary to achieve superior profitability
A
T
10
Q
T/F Constant improvement in operational effectiveness is sufficient to achieve superior profitability
A
F
11
Q
What is the most obvious reason that constant improvement in operational effectiveness is not sufficient to achieve superior profitability?
A
the rapid diffusion of best practices. competitors can quickly imitate management techniques, new technologies, input improvements, and superior ways of meeting customer needs
12
Q
Which solutions diffuse the fastest (companies copy them)?
A
the most generic (those that can be used in multiple settings)
13
Q
what is the issue if competition in operational effectiveness produces absolute improvement in operational effectiveness?
A
it leads to relative improvement for no one
14
Q
it is common that through competition in operational effectiveness, there are major productivity gains that are not retained in superior profitability for the company. why is this and who does gain from it?
A
everyone is doing it so no one company gains a competitive advantage and reaps the rewards. The ones who do benefit are the customers and in the case of commercial printing industry also the equipment suppliers
15
Q
What is a second reason that improved operational effectiveness is insufficient?
A
Competitive convergence- companies through competition start to look and be more alike losing any competitive advantage being different gains them
16
Q
what is a major tool that brings about competitive convergence and why?
A
benchmarking. the more companies try and compete with rivals by being more like them, the more they are indistinguishable from their rivals losing sustainable competitive advantage
17
Q
T/F Outsourcing activities to often the same efficient third parties makes those activities more generic and can help along competitive convergence
A
T
18
Q
Why is competition based on operational effectiveness alone mutually destructive for companies?
A
it leads to wars of attrition (wearing the other company down) that can be arrested only by limiting competition alot of times through mergers (buying their rivals)
19
Q
according to Porter, managers have gradually let operational effectiveness supplant what?
A
strategy
20
Q
operational effectiveness tools easily lead to what? (2)
A
- imitation 2. homogeneity
21
Q
What are some results from letting operational effectiveness supplant strategy? (3)
A
- zero sum competition 2. static or declining prices 3. pressures on costs that compromise companies ability to invest in the business for the long term
22
Q
competitive strategy means deliberately choosing what?
A
a different set of activities to deliver a unique mix of value
23
Q
how does southwest airlines demonstrate competitive strategy?
A
it does shorthaul, lowcost, point to point service. its low fares and frequent departures attract pricesensitive customers and convenience oriented travelors
24
Q
The essence of strategy is in the activities…in what two instances is this shown?
A
- performing different activities than rivals 2. performing same activities differently from rivals
25
Ikea performs activities differently from its rivals how?
designs their own los cost ready to assemble furniture, displays every product in room like settings so customer can see how they go together, they have warehouse with products so no waitingt, customers pick up and transport thier own furniture . cusomers do everything themselves. they also have instore child care and extended hours
26
what are the 3 distinct sources of strategic positions?
1. variety based positioning 2. needs based positioning 3. access based positioning
27
are variety based , needs based, and access based positioning mutually exclusive? Do they overlap?
No. often
28
Strategic competition can be thought of as what 2 processes?
1. precieving new positions that woo customers from established positions 2. drawing new customers into the market
29
what is an example of strategic competition involving superstores and broadline department stores? What is an additional example involving not using brick and mortar stores?
superstores will offer depth of merchandise in a single product category taking share from broadline department stores offereing a more limited selection in many categories. ex. hobby lobby yarn vs Walmart selection . mail order and online shopping take customers who want convenience from physical location stores
30
why do new entrants have the edge in finding new strategic positions?
1. they find unique positions that have been available but overlooked by established competitiors 2. they can prosper by occupying a position that a competitor once held but has ceded through years of imitation and straddling 3. entrants coming from other industries can create new postions because of distinctive activities drawn from their other businesses 4. new positions open up because of change and new entrants are unencumbered by a long history in the industry so they can more easily perceive the potential for a new way of competing. 5. they can be more flexible because they face no trade offs with their existing activities
31
what is variety based positioning? why is it called this?
positioning based on producing a subset of an industries products or services.because it is based on the choice of product or service varieties rather than on customer segments
32
what 2 companies utilizes variety based positioning? how do they do this?
Jiffy Lube They only do automotive lubricants and do not offer other car repair or maintance services Vanguard. provide common stock, bond, and money market funds that offer predictable performance and rock bottom expense
33
T/F Variety based positioning can serve a wide array of customers, but for most it will only meet a subset of their needs
T
34
what is needs based positioning? when does it come about?
serving most or all the needs of a particular group of customers. when there are groups of customers with differing needs and when a tailored set of activities can serve those needs best.
35
which strategic positioning of the 3 main ones come closes to traditional thinking about targeting a segment of customers?
needs based positioning
36
what companies are examples of needs based positioning and how is this demonstrated? (2)
IKEA- seeks to meet all the home furnishing needs of its target customers not just a subset of them. Bessemer Trust Company- private banking that targets families with minimum of 5M in investable assets who want capital preservation combined with wealth accumulation. they have one officer for every 14 families. very personalized
37
what is a critical elelment of needs based positioning that is not intuitive and is often overlooked?
differences in needs will not translate into meaningful positions unless the best set of activities to satisfy them also differs
38
what is access based positioning?
segmenting customers who are accessible in different ways. although their needs are similiar to those of other customers, the best configuration of activities to reach them is different
39
which strategy positioning is the least common or least well understood?
access based positioning
40
what company is an example of access based positioning and how is it demonstrated.
Carmike Cinemas- operates movies theaters in cities and towns with populations under 200,000. makes money with lean cost structure. standardized, low cost theater complexes with few screens and less projection technology. dont need much administration staff. low corporate overhead. personal marketing in small communities. dominant if not only theatre in town
41
T/F Rural vs urban based customers are not an example of access driving differences in activiities
F
42
what are 3 examples of access driving difference in activies. activies based positioning
1. rural vs urban based customers 2. small rather than large customers 3. densly rather than sparsely situated customers
43
T/F Positiioning is only about carving out a niche
F
44
TF A position emerging from any of the 3 sources can be broad or narrow
T
45
A focused competitor thrives on what 2 groups of customers?
1. those who are overserved and overpriced by more broadly targeted competitors 2. those who are underserved and underpriced
46
what is a broadly targeted competitor? 2 examples?
they serve a wide array of customers, performing a set of activities designed to meet their common needs. It ignores or meets only partially the more idiosyncratic needs of particular customer groups ex. delta and vanguard
47
what were the 3 generic strategies porter introduced to characterize strategic positions at the simples and broadest level?
1. cost leadership 2. differentiation 3. focus
48
Positioning requires a tailored set of activities because it is always a function of differences on the supply/demand side, of differences in activities
supply
49
\_\_\_\_\_ requires a tailored set of activities because it is always a function of differences on the supply side, of differences in activities
Positioning
50
Positioning requires a tailored set of ____ because it is always a function of differences on the supply side, of differences in activities
activities
51
Positioning requires a tailored set of activities because it is \_\_\_\_a function of differences on the supply side, of differences in activities
always
52
Positioning requires a tailored set of activities because it is always a function of \_\_\_\_on the supply side, of differences in activities
differences
53
Positioning requires a tailored set of activities because it is always a function of differences on the _____ side, of differences in activities
supply
54
Positioning requires a tailored set of activities because it is always a function of differences on the supply side, of differences in \_\_\_\_
activities
55
positioning is not always a function of differences on the demand/supply side
demand
56
which 2 positions do not rely on any customer differences?
variety and access
57
in practice, variety or access position differences often accompany what kind of differences? what is an example of this
needs. ex. carmike small town customers needs run more towards comedies and family films
58
what is strategy?
the creation of a unique and valuable position, involving a different set of activities
59
the creation of a unique and valuable position, involving a different set of activities is a ?
strategy
60
\_\_\_\_ is the creation of a unique and valuable position, involving a different set of activities
strategy
61
strategy is the ____ of a unique and valuable position, involving a different set of activities
creation
62
strategy is the creation of a ____ and valuable position, involving a different set of activities
unique
63
strategy is the creation of a unique and ____ position, involving a different set of activities
valuable
64
strategy is the creation of a unique and valuable ____ , involving a different set of activities
position
65
strategy is the creation of a unique and valuable position, involving a different set of \_\_\_\_
activities
66
strategy is the creation of a unique and valuable position, involving a _____ set of activities
different
67
the essence of strategic positioning is to choose activities that are what?
different from your rivals
68
the essence of strategic positioning is what?
to choose activities that are different from your rivals
69
if the same set of activities were best to produce all varieties, meet all needs, and access all customers, what would determine performance?
operational effectiveness
70
Is choosing a unique position enough to guarantee a sustainable advantage? why or why not?
No because a valuable position will attract imitation by incumbents
71
incumbents are likely to copy a valuable position in what 2 ways?
1. they reposition themselves to match the superior performer 2. they straddle by trying to match the benefits of a successful position while maintaining its existing position
72
grafting new features, services, or technologies onto activities a company already performs in order to copy a valuable position of another company is an example of what?
straddling
73
T/F A strategic position is not sustainable unless there are trade offs with other positions
T
74
Trade offs occur when activities are what?
incompatible
75
a company can not do two activities that are incompatible without having major what?
inefficiencies
76
T/F Tradeoffs create the need for choice
T
77
how do tradeoffs protect against repositioners and straddlers?
they create the need for choice ....the company can't reposition without losing their original position or straddle without causing inefficiencies so thay may choose not to try and imitate afterall which can hurt them in the long run
78
What are the 3 reasons for trade offs coming about?
1. you don't want inconsistencies in image or reputation 2. from the activities themselves- different positions (with their tailored activities) require different things (different product configuration, equipment, employee behaviors, skills, management sysstems) 3. limits on internal coordination and control-ex. managers choose to compete in one way and not another which makes organizational priorities clear
79
why do inconsistencies in image or reputation result in the need for a trade off?
because if a company known for delivering one kind of value tries to deliver another kind of value or attempts to deliver 2 inconsistent things at the same time , this can hurt their credibility with and confuse customers.
80
why is creating a new image in order to compete with a rival actually end up being a powerful barrier to imitation?
it costs millions of dollars
81
Many tradeoffs reflect inflexibilities in what? (3)
1. machinery 2. people 3. systems
82
what is an example of a tradeoff involving inflexibility of systems?
Ikea configures its activities to lower costs having customers do thier own assembly and delvery so its trade off is its not able to satisfy customers who require higher levels of service
83
how does productivity improve when variation of an activity is limited?
without variation to slow it down, it can achieve efficiencies of learning and scale
84
T/F Positioning tradeoffs aren't pervasive in competition and are not essential to strategy
F
85
T/F positioning tradeoffs create the need for choice and purposefully limit what a company offers
T
86
why do positioning trade offs deter straddling or repositioning?
because competitors that engage in these approaches undermine their strategies and degrade the value of their existing activities
87
False tradeoffs between cost and quality occur primarily when there are what 3 things present?
1. redundant or wasted effort 2. poor control or accuracy 3. weak coordination
88
simultaneous improvement of cost and differentiation is possible only during what two times?
1. if the company begins far behind the productivity frontier 2. when the productivity frontier shifts outward
89
The trade off bewetten cost and differentiation is the most real when?
the company is at the productivity frontier where they have achieved current best practice
90
what will a company never achieve without tradeoffs?
sustainable advantage
91
T/F Strategy doesn't involve making trade offs in competing
F
92
T/F The essence of strategy is choosing what not to do
T
93
positioning choices not only determine which activities a company will perform and how it will configure these activities but also what?
how these activities relate to one another
94
While operational effectiveness is about achieving excellence in individual activieies, strategy is about what?
combining activities
95
fit locks out imitators by creating a chain that is as strong as its what?
strongest link
96
what is one of the oldest ideas in strategy?
the importance of fit among functional policies
97
why is fit important?
because discrete activities often affect one another
98
why is the most valuable fit strategy specific?
because it enhances a position's uniqueness and amplifies tradeoffs
99
What are the 3 types of fit?
1. simple consistency between each activity and the overall strategy 2. activities are reinforcing 3. optimization of effort- coordination and information exchange across activities to eliminate redundancy and minizmize wasted effort are types of optimization of effort
100
what is first order fit?
simple consistency between each activity and the overall strategy
101
\_\_\_\_ ____ fit is the simple consistency between each activity and the overall strategy
first order
102
first order fit is the simple ____ between each activity and the overall strategy
consistency
103
first order fit is the simple consistency between each ____ and the overall strategy
activity
104
first order fit is the simple consistency between each activity and the overall \_\_\_\_
strategy
105
what is an example of the consistency fit?
vanguard aligns all activities with its low cost strategy
106
consistency of fit ensures that the competitive advantages of activities accumulate and do not what?
erode or cancel themselves out
107
consistency of fit makes strategy easier to communicate to everyone and improves implementation through what?
the single-mindedness in the corporation
108
what is second order fit? what is an example of it?
when activities are reinforcing. ex. neutrogenas medical and hotel marking activities reinforce one another lowering total marketing costs
109
when activities are reinforcing this is what kind of fit?
second order
110
what is third order fit? what is an example?
optimization of effort ex. gap optimizes effort across activities of holding store inventory and restocking from warehouses by restocking daily to avoid having a large instore inventory
111
what are the 2 most basic types of optimation of effort fit?
coordination and information exchange across activities to eliminate redundancy and minimize wasted effort
112
what is an example of higher level optimation of effort fit?
product design choice- can eliminate need for after sale service or make it possible for customers to do their own service activities
113
T/F Competitive advantage grows out of the entire system of activities of a company
T
114
the fit among activities substantially reduces ____ or increases \_\_\_\_\_
cost differentiation
115
T/F The competitive value of individual activities or associated skills, competencies, or resources can be decoupled from the system or the strategy
F
116
why is it misleading to explain success of competitive companies by specifying individual strengths , core competencies, or critical resources?
because their strengths cut across many functions and one strength blends into others
117
When thinking about the success of competitive companies, it is more useful to think in terms of what instead of individual strengths, core competencies, or critical resources?
themes that pervade many activities. ex. low cost, a particular notion of customer service, a particular conception of the value delivered. these themes are embodied in nests of tightly linked activities
118
strategic fit is fundamental not only to competitive advantage but to the what of that advantage?
sustainability
119
why is strategic fit among many activiites fundamental to the sustainability of competitive advantage?
because it is harder for a rival to match an array of interlocked activities than it is to imitate a particular activity, match a technology, replicate product features, etc
120
which is more sustainable...positions bulit on systems of activities or positions built on individual activites?
systems of activies
121
The probability that a competitior can match any activity is often what number?
less than one (.9)
122
The probability of a rival matching someone elses entire system is highly unlikely/likely
unlikely
123
the more a company's positioning rests on activity systems with fit, the more sustainable its advantage will be. what 2 orders of fit make this more likely
2nd- reinforcement 3rd- optimization of effort
124
achieving fit is difficult because it requires the integration of what?
decisions and actions across many independent subunits
125
Is it beneficial to performance for a rival to copy some activities without matching the whole?
No. performance can decline as well. ex. continental couldn't imitate SW since they only imitated some of their decisions and it was a disaster
126
why does fit among a company's activities create pressures and incentives to improve operational effectiveness?
because fit means that poor performance in one activity will degrade the performance in others exposing weakness which will then get attention. it also means that improvements in one activity will pay dividends in others
127
when activities complement one another, rivals have to copy the whole system to get any benefit from imitation. this causes a winner take all competitions. this is the reason why it is preferable to do what in regards to strategic positioning?
find a new strategic position as opposed to being the second or third to imitate an occupied position
128
the most viable strategic positions are those whose activity systems are compatible/incompatible because of what?
incompatible trade-offs
129
strategic positioning sets the trade off rules that define how individual activities will be what? (2)
configured and integrated
130
T/F tailoring organization to strategy makes complementarities more achievable and contributes to sustainability
T
131
Strategic positions should have a horizon of how long?
a decade or more
132
Continuity of strategic position is important why (2)
1. it fosters improvement in individual activities and fit across activiites, allowing an organization to build unique capabilities and skills tailored to its strategy 2. reinforcdes a company's identity
133
does this come from the view of implicit strategy from the last decade or from the view of strategy that considers sustainable competitive advantage...... ONE IDEAL COMPETITIVE POSITION IN THE INDUSTRY
implicit strategy from the last decade
134
does this come from the view of implicit strategy from the last decade or from the view of strategy that considers sustainable competitive advantage...... BENCHMARKING OF ALL ACTIVITIES AND ACHIEVING BEST PRACTIC
implicit strategy from the last decade
135
does this come from the view of implicit strategy from the last decade or from the view of strategy that considers sustainable competitive advantage...... AGRESSIVE OUTSOURCING AND PARTNERING TO GAIN EFFICIENCIES
implicit strategy from the last decade
136
does this come from the view of implicit strategy from the last decade or from the view of strategy that considers sustainable competitive advantage...... ADVANTAGES REST ON A FEW KEY SUCCESS FACTORS, CRITICAL RESOURCES, CORE COMPETENCIES
implicit strategy from the last decade
137
does this come from the view of implicit strategy from the last decade or from the view of strategy that considers sustainable competitive advantage...... FLEXIBILITY AND RAPID RESPONSES TO ALL COMPETITIVE AND MARKET CHANGES
implicit strategy from the last decade
138
does this come from the view of implicit strategy from the last decade or from the view of strategy that considers sustainable competitive advantage...... UNIQUE COMPETITIVE POSITION FOR THE COMPANY
strategy that considers sustainable competitive advantage
139
does this come from the view of implicit strategy from the last decade or from the view of strategy that considers sustainable competitive advantage...... ACTIVITIES TAILORED TO STRATEGY
strategy that considers sustainable competitive advantage
140
does this come from the view of implicit strategy from the last decade or from the view of strategy that considers sustainable competitive advantage...... CLEAR TRADE-OFFS AND CHOICES VIS-A-VIS COMPETITORS
strategy that considers sustainable competitive advantage
141
does this come from the view of implicit strategy from the last decade or from the view of strategy that considers sustainable competitive advantage...... COMPETITIVE ADVANTAGE ARISES FROM FIT ACROSS ACTIVITIES
strategy that considers sustainable competitive advantage
142
does this come from the view of implicit strategy from the last decade or from the view of strategy that considers sustainable competitive advantage...... SUSTAINABILITY COMES FROM THE ACTIVITY SYSTEM, NOT THE PARTS
strategy that considers sustainable competitive advantage
143
does this come from the view of implicit strategy from the last decade or from the view of strategy that considers sustainable competitive advantage...... OPERATIONAL EFFECTIVENESS IS A GIVEN
strategy that considers sustainable competitive advantage
144
What is strategy?
Creating fit among a company's activities
145
The success of a strategy depends on what?
doing many things well (instead of a few) and integrating among them
146
T/F If there is not fit among activities, there is no distinctive strategy and little sustainability
T
147
when there is no fit among activities, management's job amounts to what?
overseeing independent functions
148
when there is no fit among activities, what determines an organization's relative performance?
operational effectiveness
149
commonly threats to strategy are seen to come from outside the company. what are some examples of this?
changes in technology the behavior of competitiors
150
do threats to strategy come from the inside or the outside
both
151
are threats to strategy more likely to come from the inside or the outside?
inside
152
what are 3 threats to strategy that come from inside the company?
1. misguided view of competition 2. organizational failures 3. desire to grow
153
what is the biggest threat to strategy that comes from inside the company?
the desire to grow
154
why do managers have the impression that they do not have to make trade-offs in order to compete, that a well run company should be able to beat its ineffective rivals on all dimensions simultaneously?
because they have been taught that by popular management thinkers. in turn when many companys operate far from the productivity frontier, trade-off appear unnecessary giving them a false sense that they are never necessary.
155
managers increase the likelihood of hyper competition how?
by imitating everything about their competitiors
156
why do managers chase every new technology for its own sake?
because they have been taught to think in terms of revolution
157
why do so many managers not understand the need to have a strategy?
they have been taught that operational effectiveness is the goal and are caught up in the race to achieve it. Operational effectiveness is concrete and actionable and managers have been under pressure to deliver tangible, measurable performance improvements
158
what is example of something that reinforces the best practice mentality which is detrimental to strategy?
business publications and consultants flood the market with info on what other companies are doing
159
what is an example of something that homogenizes competition and leads to company's avoiding or bluring strategic choices?
conventional wisdom within an industry is often strong so everyone follows it
160
how does the organizational reality of trade-offs work against strategy?
managers are afraid of making tradeoffs because they don't want to risk being blamed for a bad choice so they might prefer to make no choice instead
161
why do companies imitate one another without knowing if it's the best decision in a herd type behavior?
they assume rivals know something they do not
162
what are 3 organizational realities that work against strategy?
1. tradeoffs are frightening so they may choose to make no decision instead of getting in trouble for a bad one 2. companies imitate each other assuming rivals know something they dont 3. newly empowered employees , directed to seek improvement, lack vision of the whole and the perspective to recognize tradeoffs
163
compromises and inconsistencies in the pursuit of growth will erode what?
the competitive advantage a company had with its original varieties or target customers.
164
what is the result of attempting to compete in several ways at once?
confusion and undermining organiational motivation and focus. you can have more revenue but less profit
165
what is often the end result of rivals continuing to match each other over a long period?
they cycle is broken by a merger or downsizing to the original positioning
166
what do most companies ow their initial success to?
a unique strategic position with clear tradeoffs and activities that are aligned with that position.
167
a common phenomenon is an established company achieving mediocre returns and lacking a clear strategy. what are ways an existing company loses its clear competitive position? (3)
1. incremental additions of product varieties 2. incremental efforts to serve new customer groups 3. emulation of rivals activities
168
What are 2 approaches to help a company reconnect with strategy?
1. find their core of uniqueness and remove things that are not unique to rediscover the underlying strategic positioning and refocus on the unique core and realign the company's activities with it. This entails letting customers and product varieties at the edges to fade away or be sold 2. look at the company's history ...what was the vision at the beginning, what were the products and customers that made the company. see if the original strategy is still valid. can the positioning be implemented in a modern way.
169
what is the basic approach to growth that preserves and reinforces strategy?
concentrate on deepening a strategic position rather than broadening and compromising it
170
what is a way you could do an extension of the strategy that leverages the existing activity system in order to grow in an effective way?
offer features or services that rivals would find impossible or costly to match on a stand alone basis
171
what is a question managers should be asking themselves in order to figure out how to grow effectively?
which activities, features, or forms of competition are feasible or less costly to the company because of complementary activities that their company performs
172
Deepening a position involves what 3 things?
1. making the company's activities more distinctive 2. strengthening fit 3. communicating strategy better to those customers who should value it
173
A company can often grow faster and far more profitably by doing what as opposed to what in regards to deepening a postion?
better penetrating needs and varieties where it is distinctive reather than competing in higher growth arenas where it lacks uniqueness
174
expanding domestically/globally is likely to leverage and reinforce a company's unique postion and identity
globally
175
why does globalization often allow growth that is consistent with strategy?
it opens up larger markets for a focused strategy
176
what is the best way to contain the risks to strategy when a company seeks growth through broadening within their industry?
create stand alone units each with its own brand name and tailored activities
177
the challenge of developing or reestablishing a clear strategy is what kind of challenge? What does is depend on?
organizational leadership
178
ln many companies, leadership has degenerated into what 2 things?
1. orchestrating operational improvements 2. making deals
179
What is the core of general management? What 3 activities is involved in this?
strategy. 1. defining and communicating the companys unique position 2. making trade offs 3. forging fit among activities
180
T/F Strategy renders choices about what not to do as important as choices about what to do
T
181
What is one of the most important functions of an explicit, communicated strategy?
to guide employees in making choices that arise because of trade-offs in their individual activities and in day to day decisions
182
developing a strategy in a newly emerging industry or in an business undergoing revolutionary technological changes is difficult because there is a high degree of uncertainty about what 3 things?
1. the needs of customers 2. the products and services that will prove to be the most desired 3. the best configuration of activities and technologies to deliver the products and services
183
By confusing operational effectiveness and strategy, managers have started thinkinga bout competition in a way that is driving many industries towards what?
competitive convergence
184
the operational agenda involves continual improvements where?
everywhere that doesn't involve trade offs
185
the operational agenda is the proper place for what ? (3)
1. constant change 2. flexibility 3. relentless efforts to acheive best practice
186
the strategic agenda is the right place for what? (3)
1. defining a unique position 2. making clear trade offs 3. tightening fit
187
TF The strategic agenda doesn't demand discipline and continuity
F
188
A company may have to change its strategy if there are major what?
structural changes in its industry
189
New strategic positions often arise due to what? who can exploit them more readily? why?
industry changes new entrants they don't have a history tying them down
190
Today's dynamic \_\_\_\_\_and technologies have called into question the sustainability of competitive advantage
markets
191
Today's dynamic markets and technologies have called into question the sustainability of competitive \_\_\_\_\_
advantage
192
Under pressure to improve what 3 things have managers embraced tools such as TQM, benchmarking, and reengineering ?1.
1.productivity, 2.quality, 3. speed
193
Under pressure to improve productivity, quality, and \_\_\_\_, managers have embraced tools such as TQM, benchmarking, and reengineering
speed
194
Under pressure to improve productivity, quality, and speed, managers have embraced tools such as TQM, benchmarking, and \_\_\_\_
reengineering
195
dramatic operational improvements have resulted from tools like TQM, reengineering, and benchmarking but what is the issue still arising?
rarely have these gains translated into sustainable profitability
196
Porter explores how the shift from strategy to tools has done what?
led to the rise of mutually destructive competitive battles that damage the profitability of many companies
197
choosing a unique and valuable position rooted in systems of activities that are much harder to match is the essense of what?
strategy
198
porter traces the economic basis of competitive advantage down to the level of what?
the specific activities a company performs
199
Porter stresses the role of leadership in making and enforcing clear ? while offering advice on how to reconnect with strategy
strategic choices
200
What has resulted from tools such as TQM, benchmarking, and reengineering?
dramatic operational improvements
201
dramatic operational _____ have resulted from tools but rarely have these gains translated into sustainable profitability
improvements
202
dramatic operational improvements have resulted from tools but rarely have these gains ____ into sustainable profitability
translated
203
gradually ____ have taken the place of strategy
tools
204
Porter explores how the shift from\_\_\_\_ to tools has led to the rise of mutually destructive competitive battles that damage the profitability of many companies
strategy
205
Porter explores how the shift from strategy to tools has led to the rise of mutually destructive competitive ____ that damage the profitability of many companies
battles
206
as managers push to ____ on all fronts, they move further away from viable competitive positions
improve
207
porter argues that _____ effectiveness, although necessary to superior performance, is not sufficient because its techniques are easy to imitate
operational
208
the essence of strategy is choosing a unique and valuable position rooted in ____ of activities that are much harder to match
systems
209
the essence of strategy is choosing a unique and valuable position rooted in systems of ____ that are much harder to match
activities
210
the essence of strategy is choosing a unique and valuable position rooted in systems of activities that are much \_\_\_\_to match
harder
211
the essence of strategy is choosing a unique and valuable position rooted in systems of activities that are much harder to \_\_\_\_
match
212
Porter traces the economic basis of competitive advantage down to the level of general/specific activities a company performs
specific
213
Using cases such as Ikea and Vanguard, Porter shows how making trade-offs among activities is critical to what?
the sustainability of a strategy
214
Using cases such as and , Porter shows how making trade-offs among activities is critical to the sustainability of a strategy
Ikea Vanguard
215
Using cases such as Ikea and Vanguard, Porter shows how making among activities is critical to the sustainability of a strategy
trade-offs
216
Using cases such as Ikea and Vanguard, Porter shows how making trade-offs among activities is critical to the of a strategy
sustainability
217
Managers often focus on individual components of ____ such as core competencies or critical resources but Porter shows how managing fit across all of a company's activities enhances both competitive advantage and sustainability
success
218
Managers often focus on individual components of success such as core _____ or critical resources but Porter shows how managing fit across all of a company's activities enhances both competitive advantage and sustainability
competencies
219
the activities that go into creating, producing, selling, and delivering a product or service are the basic units of what?
competitive advantage
220
the activities that go into creating,\_\_\_\_ , selling, and delivering a product or service are the basic units of competitive advantage
producing
221
the activities that go into creating, producing, ____ and delivering a product or service are the basic units of competitive advantage
selling,
222
Operational effectiveness is performing the activities that make up competitive advantage how ?
better than rivals
223
what is the problem with operational effectiveness from a competitive standpoint?
best practices are easily emulated
224
the productivity frontier is the maximum value a company can deliver at a given cost, given the best available \_\_\_\_, skills, and management techniques
technology
225
the competition for operational effectiveness produces absolute improvement in operational effectiveness however produces relative improvement for who?
no one
226
competitive convergence is when companies become _____ from one another due to competition and tools like benchmarking
indistinguishable
227
competitive convergence is when companies become indistinguishable from one another due to \_\_\_\_and tools like benchmarking
competition
228
strategic positioning attempts to achieve sustainable competitive advantage by preserving what is ____ about a company. It means performing different activities from rivals or performing similar activities in different ways
distinctive
229
strategic positioning attempts to achieve sustainable competitive advantage by preserving what is distinctive about a company. It means performing different activities from rivals or performing similar activities in ____ ways
different
230
strategy is the creation of a unique and valuable position, involving a different set of activities. strategy requires you to make trade offs in competing- to choose what not to do. strategy involves creating "fit" among a company's \_\_\_\_
activities
231
Strategic position emerges from what 3 distinct sources?
1. variety based positioning- offering only a particular service variety to many customers ex. Jiffy Lube only provides auto lubricants 2. needs based positioning- serving most or all of the needs of a particular group of customers ex. bessemer trust targets only wealthy clients 3. access- based positioning- serving needs of customers who have to be accessed in in a different way ex. carmike cinema only operates in cities population 200,000 or less
232
what is variety based positioning?
offering only a particular service variety to many customers ex. Jiffy Lube only provides auto lubricants
233
fit drives what 2 things?
competitive advantage sustainability
234
delivering greater value allows a company to do what in its quest for superior profitability ?
charge higher average unit prices
235
Overall advantage or disadvantage results from all of a company's what?
activities
236
T/F Differences in operational effectiveness among companies are pervasive
T
237
Differences in operational effectiveness among companies are an important source of differences in profitability among competitiors why?
because they directly affect relative cost positions and levels of differentiation .
238
Moving towards the productivity frontier can be the result of what kinds of things? (3)
1. capital investment 2. different personnel 3. new ways of managing
239
whereas managers often focus on _____ components of success such as core competencies or critical resources, Porter shows how managing fit across all of a company's activities enhances both competitive advantage and sustainability
individual
240
Today's dynamic markets and technologies have called what into question?
the sustainability of competitive advantage
241
Under pressure to ____ productivity, quality, and speed, managers have embraced tools such as TQM, benchmarking, and reengineering
improve
242
Under pressure to improve \_\_\_\_\_, quality, and speed, managers have embraced tools such as TQM, benchmarking, and reengineering
productivity
243
Under pressure to improve productivity, quality, and speed, managers have embraced ____ such as TQM, benchmarking, and reengineering
tools
244
as managers push to improve on all fronts, they move further away from what?
viable competitive positions
245
dramatic ____ improvements have resulted from tools but rarely have these gains translated into sustainable profitability
operational
246
dramatic operational improvements have resulted from tools but rarely have these gains translated into _____ profitability
sustainable
247
dramatic operational improvements have resulted from tools but rarely have these gains translated into sustainable \_\_\_\_\_
profitability
248
gradually tools have taken the place of \_\_\_\_
strategy
249
porter argues that operational effectiveness, although _____ to superior performance, is not sufficient because its techniques are easy to imitate
necessary
250
porter argues that operational effectiveness, although necessary to ______ performance, is not sufficient because its techniques are easy to imitate
superior
251
porter argues that operational effectiveness, although necessary to superior _____ is not sufficient because its techniques are easy to imitate
performance,
252
porter argues that operational effectiveness, although necessary to superior performance, is not \_\_\_\_\_\_because its techniques are easy to imitate
sufficient
253
the essence of strategy is choosing a unique and valuable _____ rooted in systems of activities that are much harder to match
position
254
Porter traces the economic basis of competitive advantage down to the level of specific activities a company \_\_\_\_
performs
255
Using cases such as Ikea and Vanguard, Porter shows what is critical to the sustainability of a strategy ?
making trade-offs among activities
256
Managers often focus on individual components of success such as core competencies or critical resources but Porter shows how managing fit across all of a company's activities enhances both competitive _____ and sustainability
advantage
257
Managers often focus on individual components of success such as core competencies or critical resources but Porter shows how managing fit across all of a company's activities enhances both competitive advantage and \_\_\_\_\_
sustainability
258
Porter stresses the role of leadership in what?
making and enforcing clear strategic choices
259
the _____ that go into creating, producing, selling, and delivering a product or service are the basic units of competitive advantage
activities
260
the activities that go into creating, producing, selling, and ____ a product or service are the basic units of competitive advantage
delivering
261
the activities that go into creating, producing, selling, and delivering a product or service are the ____ units of competitive advantage
basic
262
Operational effectiveness is ?
performing the activities that make up competitive advantage better, that is faster, or with fewer inputs and defects, than rivals
263
Operational effectiveness is performing the activities that make up competitive advantage ____ , that is faster, or with fewer inputs and defects, than rivals
better
264
Operational effectiveness is performing the activities that make up competitive advantage better, that is faster, or with fewer inputs and defects, than \_\_\_
rivals
265
the productivity frontier is the maximum value a company can deliver at a \_\_\_\_cost, given the best available technology, skills, and management techniques
given
266
the productivity frontier is the maximum value a company can deliver at a given ____ ,given the best available technology, skills, and management techniques
cost,
267
the productivity frontier is the maximum value a company can deliver at a given cost, given the best available technology, ____ , and management techniques
skills
268
the maximum value a company can deliver at a given cost, given the best available technology, skills, and management techniques is called the ?
productivity frontier
269
when companies become indistinguishable from one another due to competition and tools like benchmarking this is called ?
competitive convergence
270
\_\_\_\_\_ convergence is when companies become indistinguishable from one another due to competition and tools like benchmarking
competitive
271
competitive ____ is when companies become indistinguishable from one another due to competition and tools like benchmarking
convergence
272
strategy being the creation of a unique and valuable position, involving a different set of activities, requiring you to make trade offs in competing, and involves creating "fit" among the company's activities are the 3 what underlying strategic positioning?
key principals
273
serving most or all of the needs of a particular group of customers ex. bessemer trust targets only wealthy clients is what kind of strategic positioning?
needs based positioning
274
serving needs of customers who have to be accessed in in a different way ex. carmike cinema only operates in cities population 200,000 or less is what kind of strategic positioning?
access- based positioning
275
fit has to do with the ways a company's activities do what?
interact and reinforce one another
276
the ways a company's activities interact and reinforce one another is called their what?
fit
277
positioning is rejected today as too static for what (2)?
1. dynamic markets 2. changing technologies
278
the root of the problem for companies is the failure to distinguish between what 2 things?
1. operational effectiveness 2. strategy
279
what are 2 ways a company can outperform rivals in terms of value and cost?
1. deliver greater value to customers 2. create comparable value at a lower cost or do both
280
greater efficiency in regards to a companys quest for superior profitability results in what?
lower average unit cost
281
all difference between companies in cost or price derive from what?
the hundreds of activities required to create, produce, sell, and deliver their products or services
282
When a company improves its operational effectiveness, it moves towards/away from the frontier?
towards
283
porter traces the economic basis of competitive advantage down to the level of the specific a company performs
activities
284
porter uses cases such as IKEA and VANGUARD to show how making trade-offs among ____ is critical to the sustainability of a strategy
activities
285
porter uses cases such as IKEA and VANGUARD to show how making trade-offs among activities is critical to the sustainability of a \_\_\_\_
strategy
286
whereas managers often focus on individual components of success such as core ____ or critical resources, Porter shows how managing fit across all of a company's activities enhances both competitive advantage and sustainability
competencies
287
whereas managers often focus on individual components of success such as core competencies or critical resources, Porter shows how managing across \_\_\_all of a company's activities enhances both competitive advantage and sustainability
fit
288
Porter stresses the role of leadership in making and enforcing clear strategic choices while offering advice on how to ____ with strategy
reconnect
289
290
What two things have called into question the sustainability of competitive advantage?
1. the dynamic markets 2. technologies
291
Today's dynamic markets and \_\_\_\_\_have called into question the sustainability of competitive advantage
technologies
292
Today's dynamic markets and technologies have called into question the sustainability of _____ advantage
competitive
293
Under pressure to improve productivity, ____ and speed, managers have embraced tools such as TQM, benchmarking, and reengineering
quality,
294
Under pressure to improve productivity, quality, and speed, managers have embraced tools such as TQM, \_\_\_\_, and reengineering
benchmarking
295
gradually tools have taken the place of what?
strategy
296
dramatic operational improvements have resulted from tools but rarely have these \_\_\_\_translated into sustainable profitability
gains
297
\_\_\_\_\_ operational improvements have resulted from tools but rarely have these gains translated into sustainable profitability
dramatic
298
what has led to the rise of mutually destructive competitive battles that damage the profitability of many companies according to Porter?
the shift from strategy to tools
299
Porter explores how the shift from strategy to tools has led to the ____ of mutually destructive competitive battles that damage the profitability of many companies
rise
300
Porter explores how the shift from strategy to tools has led to the rise of mutually destructive competitive battles that damage the profitability of many \_\_\_\_
companies
301
Porter explores how the shift from strategy to tools has led to the rise of mutually destructive competitive battles that damage the ____ of many companies
profitability
302
as managers push to improve on all \_\_\_\_, they move further away from viable competitive positions
fronts
303
as managers push to improve on all fronts, they move ____ away from viable competitive positions
further
304
porter argues that operational _____ , although necessary to superior performance, is not sufficient because its techniques are easy to imitate
effectiveness
305
the essence of strategy is choosing a unique and valuable position rooted in what?
systems of activities that are much harder to match
306
the essence of strategy is choosing a unique and valuable position rooted in systems of activities that are ?
much harder to match
307
the essence of \_\_\_\_\_is choosing a unique and valuable position rooted in systems of activities that are much harder to match
strategy
308
the essence of strategy is choosing a ____ and valuable position rooted in systems of activities that are much harder to match
unique
309
the essence of strategy is choosing a unique and \_\_\_\_\_position rooted in systems of activities that are much harder to match
valuable
310
Porter traces the ____ basis of competitive advantage down to the level of specific activities a company performs
economic
311
Porter traces the economic basis of competitive \_\_\_\_down to the level of specific activities a company performs
advantage
312
Porter traces the economic basis of competitive advantage down to the level of specific ____ a company performs
activities
313
Using cases such as Ikea and Vanguard, Porter shows how making trade-offs among activities is to the sustainability of a strategy
critical
314
Managers often focus on individual components of success such as core competencies or critical resources but Porter shows how managing fit across all of a company's activities enhances what 2 things?
competitive advantage sustainability
315
Managers often focus on individual components of success such as core competencies or\_\_\_\_\_ resources but Porter shows how managing fit across all of a company's activities enhances both competitive advantage and sustainability
critical
316
the activities that go into \_\_\_\_, producing, selling, and delivering a product or service are the basic units of competitive advantage
creating
317
the activities that go into creating, producing, selling, and delivering a product or service are the basic units of ____ advantage
competitive
318
Operational effectiveness is performing the ____ that make up competitive advantage better, that is faster, or with fewer inputs and defects, than rivals
activities
319
Operational effectiveness is performing the activities that make up _____ advantage better, that is faster, or with fewer inputs and defects, than rivals
competitive
320
what is the productivity frontier?
the maximum value a company can deliver at a given cost, given the best available technology, skills, and management techniques
321
the productivity frontier is the maximum value a company can deliver at a given cost, given the best available technology, skills, and ____ techniques
management
322
as all the competitors in an industry adopt best practices, what happens to the productivity frontier?
it shifts outward, lowering costs and improving value at the same time
323
strategic positioning attempts to achieve sustainable competitive advantage by doing what?.
preserving what is distinctive about a company
324
strategic ____ attempts to achieve sustainable competitive advantage by preserving what is distinctive about a company. It means performing different activities from rivals or performing similar activities in different ways
positioning
325
strategic positioning attempts to achieve sustainable competitive advantage by preserving what is distinctive about a company. It means performing different activities from ____ or performing similar activities in different ways
rivals
326
What are the 3 key principles that underlie strategic positioning?
1. strategy is the creation of a unique and valuable position, involving a different set of activities 2. strategy requires you to make trade offs in competing- to choose what not to do 3. strategy invvolves creating "fit" among a company's activities
327
what is access based positioning?
serving needs of customers who have to be accessed in in a different way ex. carmike cinema only operates in cities population 200,000 or less
328
what is a benefit in regards to competitors when you have fit, where activities mutually reinforce each other?
competitors can't easily imitate the activities
329
T/F leadership and strategy are not inextricably linked
F
330
A company can outperform rivals only if it can do what?
establish a difference that it can preserve.
331
Differentiation of companies arises from what 2 things?
1. the choice of activiites 2. how the activities chosen are performed
332
The productivity frontier can apply to what? (3)
1. individual activies 2. groups of linked activities 3. an entire company's activities
333
porter traces the basis of competitive advantage down to the level of the specific activities a company performs
economic
334
porter uses cases such as IKEA and VANGUARD to show how making \_\_\_\_-\_\_\_\_\_ among activities is critical to the sustainability of a strategy
trade-offs
335
porter uses cases such as IKEA and VANGUARD to show how making trade-offs among activities is critical to the _____ of a strategy
sustainability
336
whereas managers often focus on individual components of success such as core competencies or critical resources, Porter shows how managing fit across all of a company's ____ enhances both competitive advantage and sustainability
activities
337
whereas managers often focus on individual components of success such as core competencies or critical resources, Porter shows how managing fit across all of a company's activities enhances both ____ \_\_\_\_ and sustainability
competitive advantage
338
whereas managers often focus on individual components of success such as core competencies or critical resources, Porter shows how managing fit across all of a company's activities enhances both competitive advantage and \_\_\_\_\_
sustainability
339
Porter stresses the role of leadership in making and clear strategic choices while offering advice on how to reconnect with strategy
enforcing
340
Today's dynamic markets and technologies have called into question the _____ of competitive advantage
sustainability
341
Under pressure to improve productivity, quality, and speed, managers have embraced tools such as what? (3)
1. TQM, 2.benchmarking 3. reengineering
342
Under pressure to improve productivity, quality, and speed, managers have embraced tools such as ___ benchmarking, and reengineering
TQM,
343
porter argues that operational effectiveness, although necessary to superior performance, is not sufficient because?
its techniques are easy to imitate
344
porter uses cases such as IKEA and VANGUARD to show how what is critical to the sustainability of a strategy?
making trade-offs among activities
345
whereas managers often focus on individual components of success such as core competencies or critical resources, Porter shows how managing fit across all of a company's activities enhances what? (2)
competitive advantage and sustainability
346
dramatic operational improvements have resulted from ____ but rarely have these gains translated into sustainable profitability
tools
347
dramatic operational improvements have resulted from tools but ____ have these gains translated into sustainable profitability
rarely
348
gradually what have taken the place of strategy?
tools
349
Porter explores how the shift from strategy to tools has led to the rise of mutually destructive competitive battles that do what?
damage the profitability of many companies
350
Porter explores how the shift from strategy to ____ has led to the rise of mutually destructive competitive battles that damage the profitability of many companies
tools
351
Porter explores how the shift from strategy to tools has led to the rise of ____ destructive competitive battles that damage the profitability of many companies
mutually
352
Porter explores how the shift from strategy to tools has led to the rise of mutually \_\_\_\_\_competitive battles that damage the profitability of many companies
destructive
353
Porter explores how the shift from strategy to tools has led to the rise of mutually destructive _____ battles that damage the profitability of many companies
competitive
354
Porter explores how the shift from strategy to tools has led to the rise of mutually destructive competitive battles that\_\_\_\_\_ the profitability of many companies
damage
355
as managers push to improve on all fronts, they move further away from \_\_\_\_\_competitive positions
viable
356
as managers push to improve on all fronts, they move further away from viable ______ positions
competitive
357
as managers push to improve on all fronts, they move further away from viable competitive \_\_\_\_
positions
358
operational effectiveness is necessary for what?
superior performance
359
porter argues that operational effectiveness, although necessary to superior performance, is not sufficient because its\_\_\_\_ are easy to imitate
techniques
360
porter argues that operational effectiveness, although necessary to superior performance, is not sufficient because its techniques are ____ to imitate
easy
361
porter argues that operational effectiveness, although necessary to superior performance, is not sufficient because its techniques are easy to \_\_\_\_
imitate
362
the essence of strategy is choosing what?
a unique and valuable position rooted in systems of activities that are much harder to match
363
the essence of strategy is _____ a unique and valuable position rooted in systems of activities that are much harder to match
choosing
364
Porter traces the economic basis of competitive advantage down to what?
the level of specific activities a company performs
365
the specific activities a company performs forms the economic basis of what according to Porter?
competitive advantage
366
Porter traces the economic ____ of competitive advantage down to the level of specific activities a company performs
basis
367
Porter traces the economic basis of ____ advantage down to the level of specific activities a company performs
competitive
368
Porter shows how making trade-offs among activities is critical to the sustainability of a strategy using cases from what 2 companies?
Ikea and Vanguard
369
Using cases such as Ikea and Vanguard, Porter shows how making trade-offs among is critical to the sustainability of a strategy
activities
370
Using cases such as Ikea and Vanguard, Porter shows how making trade-offs among activities is critical to the sustainability of a
strategy
371
Managers often focus on individual components of success such as ? (2
core competencies or critical resources
372
Managers often focus on ____ components of success such as core competencies or critical resources but Porter shows how managing fit across all of a company's activities enhances both competitive advantage and sustainability
individual
373
Managers often focus on individual ____ of success such as core competencies or critical resources but Porter shows how managing fit across all of a company's activities enhances both competitive advantage and sustainability
components
374
Managers often focus on individual components of success such as core competencies or critical resources but Porter shows how _____ \_\_\_\_\_across all of a company's activities enhances both competitive advantage and sustainability
managing fit
375
Managers often focus on individual components of success such as core competencies or critical resources but Porter shows how managing fit across all of a company's ____ enhances both competitive advantage and sustainability
activities
376
Porter stresses the role of what in making and enforcing clear strategic choices?
leadership
377
Porter offers advice on how companies can reconnect with what?
strategies that have become blurred over time
378
What are the basic units of competitive advantage?
the activities that go into creating, producing, selling, and delivering a product or service
379
the activities that go into creating, producing, selling, and delivering a ____ or ____ are the basic units of competitive advantage
product service
380
the activities that go into creating, producing, selling, and delivering a product or service are the basic ____ of competitive advantage
units
381
the activities that go into creating, producing, selling, and delivering a product or service are the basic units of competitive \_\_\_\_
advantage
382
\_\_\_\_ effectiveness is performing the activities that make up competitive advantage better, that is faster, or with fewer inputs and defects, than rivals
Operational
383
Operational ____ is performing the activities that make up competitive advantage better, that is faster, or with fewer inputs and defects, than rivals
effectiveness
384
T/F Companies can reap enormous advantages from operational effectiveness
T
385
the ____ frontier is the maximum value a company can deliver at a given cost, given the best available technology, skills, and management techniques
productivity
386
the productivity ____ is the maximum value a company can deliver at a given cost, given the best available technology, skills, and management techniques
frontier
387
the productivity frontier is the ____ value a company can deliver at a given cost, given the best available technology, skills, and management techniques
maximum
388
the productivity frontier is the maximum ____ a company can deliver at a given cost, given the best available technology, skills, and management techniques
value
389
the productivity frontier is the maximum value a company can ____ at a given cost, given the best available technology, skills, and management techniques
deliver
390
when the productivity frontier shifts outward, what is the result? (2)
lowering costs and improving value
391
what is competitive convergence?
when companies become indistinguishable from one another due to competition and tools like benchmarking
392
competitive convergence is when companies become indistinguishable from one another due to competition and tools like \_\_\_\_
benchmarking
393
strategic positioning attempts to achieve sustainable competitive advantage by preserving what is distinctive about a company. It means performing what?
different activities from rivals or performing similar activities in different ways
394
\_\_\_\_\_ positioning attempts to achieve sustainable competitive advantage by preserving what is distinctive about a company. It means performing different activities from rivals or performing similar activities in different ways
strategic
395
strategic positioning attempts to achieve sustainable competitive advantage by preserving what is distinctive about a company. It means performing ____ activities from rivals or performing similar activities in different ways
different
396
strategic positioning attempts to achieve sustainable competitive advantage by preserving what is distinctive about a company. It means performing different activities from rivals or performing _____ activities in different ways
similar
397
strategy is the creation of a ____ and valuable position, involving a different set of activities. strategy requires you to make trade offs in competing- to choose what not to do. strategy involves creating "fit" among a company's activities
unique
398
strategy is the creation of a unique and \_\_\_\_position, involving a different set of activities. strategy requires you to make trade offs in competing- to choose what not to do. strategy involves creating "fit" among a company's activities
valuable
399
strategy is the creation of a unique and valuable position, involving a ____ set of activities. strategy requires you to make trade offs in competing- to choose what not to do. strategy involves creating "fit" among a company's activities
different
400
strategy is the creation of a unique and valuable position, involving a different set of activities. strategy requires you to make ____ \_\_\_\_in competing- to choose what not to do. strategy involves creating "fit" among a company's activities
trade offs
401
strategy is the creation of a unique and valuable position, involving a different set of activities. strategy requires you to make trade offs in \_\_\_\_\_- to choose what not to do. strategy involves creating "fit" among a company's activities
competing
402
strategy is the creation of a unique and valuable position, involving a different set of activities. strategy requires you to make trade offs in competing- to choose what not to do. strategy involves creating ____ among a company's activities
"fit"
403
what is needs based positioning?
serving most or all of the needs of a particular group of customers ex. bessemer trust targets only wealthy clients
404
offering only a particular service variety to many customers ex. Jiffy Lube only provides auto lubricants is what kind of strategic positioning?
variety based positioning
405
the work of deciding which target group of customers and needs to serve requires what 3 things?
1. discipline 2. the ability to set limits 3. forthright communication
406
what used to be the heart of strategy?
positioning
407
cost is generated by what?
performing activities
408
what does cost advantage arise from?
performing particular activities more efficiently than competitors.
409
what is the difference between operational effectiveness and strategic positioning?
operational effectiveness mean performing similar activities better than rivals perform them and strategic positioning means performing different activities from rivals or similar activities in different ways
410
porter traces the economic basis of competitive down to the level of the specific activities a company performs
advantage
411
whereas managers often focus on individual components of success such as core competencies or critical \_\_\_\_\_, Porter shows how managing fit across all of a company's activities enhances both competitive advantage and sustainability
resources
412
Porter stresses the role of ____ in making and enforcing clear strategic choices while offering advice on how to reconnect with strategy
leadership
413
Porter stresses the role of leadership in making and enforcing clear ____ choices while offering advice on how to reconnect with strategy
strategic
414
Porter stresses the role of leadership in making and enforcing clear strategic choices while offering advice on how to reconnect with \_\_\_\_
strategy
