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Em linha com a parte V, este artigo "Which Strategy When?":
"Most managers recognize that not all strategies work equally well in every setting.
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strategies of position, strategies of leverage and strategies of opportunity. What’s right for a company depends on its circumstances, its available resources and how management combines those resources together.
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Choosing a Strategy When does it make sense to choose one strategy over another? How do executives decide whether to build their strategies around position, leverage or opportunity? We will examine each f ramework separately.
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The Position Strategy When industries are stable, a strong case can often be made for a position strategy.
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Like any strategy, position strategy has an Achilles heel: change. When industries change, moving a fortress locked into a strategic position is tough.
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The Leverage Strategy In markets where change is moderate, leverage strategies often beat position strategies.
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So while position strategies are based on the fortress analogy, leverage strategies are more like chess, where competitive advantage comes from both having valuable pieces and making smart moves with them.
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A primary challenge of creating competitive advantage with a leverage strategy is updating the resource portfolio as industries change.
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The Opportunity Strategy In contrast to stable industries, dynamic industries are characterized by superabundant flows of fast-moving but often unpredictable opportunities.
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In contrast to the fortress and chess views of strategy, pursuing an opportunity strategy is like surfing.
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For companies pursuing opportunity strategies, competitive advantage comes from capturing attractive but fleeting opportunities sooner, faster and better than competitors."
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