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Competitive Strategy
Competitive Strategy is the 'relentless pursuit of victory' and topics include strategic thinking, competitiveness, innovation, vision, execution, critical thinking, positioning, and the art of warfare.
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"Up is never where you are now."
Belasco & Stayer



Pricing Strategy: Pricking the Veil of Value Exchange
by Tim J. Smith

Our understanding of pricing has come a long way since 1890 when Alfred Marshall published his treatise on the economic scissors of supply and demand.  Pricing is no longer a purely economic challenge to be addressed through studies of market elasticity.  It can’t be solved by lowering prices until customers’ purchases improve factory utilization rates.   And, it can't be solved by allocating costs and adding markups.  Rather, pricing today must be focused on value exchange. 

Five Strategies for Business Growth in a World of Customer Networks
by David L. Rogers

To thrive in our digital age, businesses need to re-imagine their customers not as a mass of isolated individual actors, but as customer networks. Rather than fixating on each day's latest technology, businesses need to focus instead on understanding customers' networked behavior.

Creating a Strategic Vision: Are You Making These 3 Mistakes Most Organizations Unknowingly Make?
by Tony Kubica and Sara LaForest

Have you seen the effects of success blindness? It is a condition where success can be your greatest impediment to growth and succeeding in the future. Success hides many ills. It masks fundamental weaknesses in the business. And can lead to poor decisions – decisions that could end up fatal to your business.

What's Your Tiebreaker? Creating a Clear Reason to Choose You Instead of Your Competition
by Joe Calloway

Unless you want to compete on price, you have to clearly differentiate from your competition. You have to have a tiebreaker. You have to give potential customers a reason to say "Okay. That's the difference. That makes my decision." The good news is that you probably have one or more tiebreakers right now, you've just not developed them as such.

What Does it Mean to Get Your Business Unstuck?
by Jay Abraham

Many businesses are in an awful rut these days. That's because they don't know what steps to take to tap into what I call "the secret wealth of a bad economy." In this article, I'll share with you seven smart things that successful businesses are doing in order not just to ride out the recession but to grow and thrive as never before.

Five Factors Affecting the Future
by Jim Seybert

There are five cultural factors that are shaping the foundation for a new set of rules that will govern the future. The rules won’t be passed by a legislature and they won’t all take effect at the same time or with equal strength and influence. My suggestion is that you consider each of the five separately and collectively, and spend time thinking about the effect each might have on your organization.

Downturn – An Opportunity For The Future
by P. Mohan Chandran

Economic downturn or economic crisis is the ideal time for organizations to invest in innovations and new technological trends. ‘Crisis’ literally means a “turning point.” This global economic crisis is in fact, a ‘turning point’ for businesses worldwide to steer their organizational ship in a different direction and chart new, unexplored paths.

“Strategic Conversations” Will Help You to  Work Smarter in Difficult Times
by Michael Oleksak

The value of a “strategic conversations” exercise is that it elicits opinions straight from the source, calling on only the significant partners and customers (and sometimes your own employees) with the goal of obtaining information about critical issues and getting them on the radar.  In a time of change, this is precisely what you want and need to know.

Where Are the Great Companies?
by Jim Champy
For years I have been searching for great companies. My search was driven by a desire to find companies that have new business models, delivering new products and services to customers and executing in new ways. I have written about my discoveries in OUTSMART!, my latest book. Although I could find no single formula for what creates a good – or great – company, I did find some shared characteristics. 

You Can't Save Your Way to Growth: Lessons Learned from Sears' Mistakes
by Curtis N. Bingham
In hard times, cost-cutting may be a critical step-however, the key is to determine Customer Purchase Drivers™ and use these as a guide so you 1.) don't cut costs in areas that are critical to customers, 2.) minimize over-expenditure in areas of marginal value to customers, and 3.) invest further in areas that are of high value to customers.

Keeping Up With Your Customers No Matter How Often They Change: The Incredible Power of Knowledge Intensity
by Adrian J. Slywotzky

Have you ever been blindsided by changes in your customers? Perhaps the most insidious strategic risk companies today face is decimation of the customer base by shifts in behavior, preferences, and demographics. These shifts may happen gradually or literally overnight. Either way, they can destroy a business design. Customer risk is the most subtle and perhaps the most widespread strategic risk that any company faces. It’s also the most unnecessary.

How to Shape Up Before the Next Recession: Get Smarter and Be Decisive!
by Jerry Vieira

Planning now for the moves you will make during a slowdown will increase your ability to maneuver and leave you in much better shape than if you just passively waited for the storm.

A Roadmap to Business Growth
by Bill Gilbert

Find the hidden opportunities, apply product discipline, and discover your customer niches for a prosperous future.

Does Your Business Model Need an Extreme Makeover?
by Lisa Nirell

Want to determine whether your business model deserves an “extreme makeover” or not? Here are the top ten clues.

Business Strategy Execution: Four Reasons Why Your Company’s Strategy isn’t Working
by Scott Glatstein

Articulating a good strategy is only the beginning. It’s the strategy’s execution that determines whether an organization can turn good intentions into profits.

How to Create Lasting Change and Achieve Greater Success at Work
by M.J. Ryan

We've all vowed to make some big change. But by the time the rosy blush of good intentions wears off, the resolution gets pushed aside. Not because we don't still long to have what we want, but because we just don't know how to change.

Fit or Sexy - Survival Strategies from Business History
by Byron Kalies

According to some, you are either in the 'fit' market or the 'sexy' market. The key question is to ask is exactly what business are you in.

If You Are "Implementing" Your Strategy - You Don't Have One!
by Dov Gordon

90% of people believe they are better looking and funnier than average. And more than 90% of executives feel they are better than average strategists. Yet few truly understand strategy and its role in growing a business.

The Brand is the Strategy - Or, How Can You Create Your Very Own Monopoly?
by Dan Herman Ph.D.

About 95% of what executives in competing companies do is pretty much the same all around. This is good management. The 5% (give or take) that you do differently constitutes your strategy.

The Nine Principles of Business War
by Greg Langston

Dominating the market does not come easily. You need a system to determine the unique strengths of your employees and address their personal growth.

Strategy in a Competitive Landscape
by Subramanian Ramachandran

In this era of change, there is no easy recipe for the success of business organisations. The only way that companies can survive are by realising the importance of revitalising themselves - both from within and without.

Personal Passion: The Art of Business
by Ronald C. Lazof

The art of creating and maintaining personal passion is dependent upon nurturing an environment in which systems, attitude and culture engender and promote positive feelings akin to love for the company, as well as its products, services, employees, customers and other stakeholders.

Breaking Down the Barriers to Exit using Critical Thinking
by Walter Adamson

When organisations are in a state of change, whether forced or planned, one of the most difficult breakthroughs to achieve is not getting into something new but letting go of something old.

Geographical Leadership Decisions - Where to Grow the Company
by Ray Gilley

Knowing what regions are right for the company's growth is essential, and new markets are emerging as the "places to be."

Strategy, Risk, and the Way Forward
by Marc T. Frankel, Ph.D.

Big leaps into a void seem like brilliant moves of strategy when the outcome pleases, but also seem like acts of monumental stupidity when things go sour. The leadership issue is about how to know when to risk, even when we can never know the outcome ahead of time.

More Money
by Ronald C. Lazof

This is the fifth article in an excellent series leading us through the development of Sound Strategies based on Intelligent Information in order for Planned Performance to lead to Reasoned Results and ultimately More Money.

Intelligent Information
by Ronald C. Lazof
Data in its raw and discrete form is understandable, but unusable in the decision making process. When summarized, sorted, and stored, data becomes information, and when immediately available in an accessible and organized format to support the decision making process, becomes Intelligent Information.

Reasoned Results
by Ronald C. Lazof

Reasoned Results follow when decisions are fact based, probable of occurrence, and made promptly. Success follows from Reasoned Results when decisions once made are more often right than wrong.

Why Dotcoms Failed (and What You Can Learn From Them)
by Jamie S. Walters

What seems to be lacking, at least publicly, is a careful examination of why these companies failed. And yet, out of the smoke lifting from the rubble of the former "e-bubble" we can find some valuable lessons.

Sound Strategies
by Ronald C. Lazof

Sound Strategies are all unique to a particular industry and company. They are custom made and based on each company's own strengths, weaknesses, marketing position, and vision as well as its resources.

Planned Performance
by Ronald C. Lazof
The expectations of the company's stakeholders can be best managed by providing them on a timely and continuous basis with tailored, reader specific budgets, forecasts, and estimates which are solidly based, reasonable, achievable, and appropriate.

Executive Summary on Business Strategy
by Jeffrey Nielsen
The goal of business strategy is to gain sustainable competitive advantage in order to be able to achieve the organization's purpose and objectives. Business strategy is most effectively broken up into three core components: business horizon, business focus, and business performance.

What Are You Trying to Accomplish?
by Michael L. Perla

Without a crystal clear understanding of how the value determiners, your customers, perceive and value what you offer, the ability to effectively, profitably, and consistently meet their needs becomes an uphill battle.

The Organic Revolution
by Jan Sauer
"Cheeseburger in Paradise" maybe a great song to listen to, but with one in three Americans currently estimated to be obese the fat lady may be singing!

Revisioning Bureaucracy to High Performance Cluster Enterprises
by Bob J. Holder

This article presents a process and set of methodologies for transforming talk into action. It suggests questions for assessing whether your organization is a bureaucracy, ideas for building a business case for revisioning it, and resources for learning about an alternative to bureaucracy, a cluster organization.

Value Based Pricing Saves the Day!
by George E. Cressman, Jr.
Hammered by competitive thrusts and pressured by customer demands for lower prices, companies are increasingly finding prices in a downward spiral. But price problems are rarely pricing problems! Value pricing provides the alternative!

Do Emerging Markets Ever Become Developed Countries?
by William Nóbrega
Are developing countries destined to remain as such, or will they actually transition to developed and mature countries? What determines a successful transition?

Positioning Products and Services Accurately
by Edward M. Gurowitz, Ph.D.
Identifying the critical factors in product marketing, particularly as they apply to the marketing of professional services. The intent is to provide ideas and tools that will enable marketers to be more effective in selling their business by helping them to target their approach to what the market is really listening for.

Survival Strategies for Slow Seasons
by Anne Thornley-Brown

Given our turbulent economic climate, Survivor is a powerful metaphor for what's going on in the marketplace. Here are several survival strategies to help your company get through the current economic downturn.

Picking-up Weak Signals - From Intuition to Conviction
by Robert Salmon
To survive, a company must no longer trust existing trends or "strong signals;" instead, it needs to identify "weak signals" - those which announce future changes in their strategic landscape.

The Concept of Strategy - Beyond Strategic Planning
by Rick Sidorowicz
Let’s peel away the business academic interpretations and get at the root of thinking strategically.

Martial Arts - Unlocking the Door to Success
by Marc Trezza
Business is much like combat.  It is a war out there.  Are you fighting to win? Here is a proven way of success.

The Strategic Thinking Mindset
by Dr. Charles Albano
How leaders think - aspects of thinking employed by leaders to gain and hold strategic advantage - the strategic mindset in leadership.

In Pursuit of Growth and Profits
by William H. Gaw
To grow and consistently exceed profit expectations businesses need to understand and apply the eight business basics of profitable growth.

Escalation Dominance
by Marc Trezza
The art of playing hardball - the training is so intense because the stakes are so high, and that kind of training develops real leaders.

Creative Strategy - In the Garbage
by Rick Sidorowicz
How do we create value where none existed before? The ultimate application of knowledge and strategy.

Competitive Strategies
by Rick Sidorowicz
What do you choose to do better than anyone in your market? The discipline of market leaders for competitive advantage.

The Nine Grounds
from The Art of War, Sun Tzu
The Nine Grounds - the ‘tactical’ issues of a group in relation to its terrain - wise competitive tactics.

It’s the Revenues, Stupid!
compiled by Rick Sidorowicz
Peter Martin’s Third Millennium Management introduces a concise, effective, and cheap management theory.

Sam Walton's 10 Rules for Success
from Sam Walton: Made in America, My Story
Not much need for an introduction or explanation - Leadership 101 from one of the masters.

Related Topics: Competitive Intelligence | Strategic Planning

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