"algo que a empresa já tem no seu ADN "

Há dias num e-mail tentei descrever de modo sucinto a metodologia que sigo para facilitar a formulação da estratégia numa PME. Escrevi, entre outras coisas, este trecho:

"Normalmente trabalho com PME. E partimos do princípio de que uma PME não tem a veleidade de mudar o mundo nem tem capital suficiente para mudar radicalmente de vida. Assim, procuro que seja feita uma reflexão acerca do ADN da empresa.
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O que trouxe a empresa até aqui? O que pode servir de ponto de apoio para alavancar uma hipótese de futuro? Onde é que a empresa dá cartas, tem uma vantagem competitiva, pode diferenciar-se? Com que produtos/marcas e clientes consegue melhores margens ou tem menos concorrência?
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Assim, partindo de algo que a empresa já tem no seu ADN e que a diferencia ou dá potencial de diferenciação peço que desenhemos o ecossistema da procura para a sua oferta futura. Por ecossistema da procura entendo o desenho das entidades externas que a empresa deve privilegiar para criar o futuro modelo de negócio."

Algo que se sintoniza bastante bem com algo que leio em "Strategy is the story":

"Frank Martin, who as a CEO orchestrated the revival of the British model-train maker, Hornby, by turning it from a toy company into a hobby company, put his strategy story in just 15 words. “We make perfect scale models for adult collectors, which appeal to some sense of nostalgia.” He decided to focus on making perfect scale models because that is what collectors look for. Moreover, people would usually specifically collect the Hornby brand because it reminded them of their childhood, and with it a nostalgic, foregone era. Frank Martin’s choices were not just a bunch of disconnected strategic decisions; they hung together, and, combined, made for a logical story.
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Second, the story must tie to the company’s resources. Importantly, the set of choices has to be clearly linked to the company’s unique resources, those that can give them a competitive advantage in an attractive segment of the market. Although Hornby had been hovering on the brink of bankruptcy for a decade, it still had some valuable resources. First of all, it possessed a valuable brand that was very well-known and appreciated by people who had owned a Hornby train as children.
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Additionally, the company had a great design capability in its hometown of Margate. However, these resources weren’t worth much when competing with the cheaper Chinese toy makers. The children who wanted a toy train for their birthday didn’t know (and could care less) about the Hornby brand. The precision modelling skills of the engineers in Margate weren’t of much value in the toy segment, where things mostly had to be robust and durable. However, these two resources — an iconic brand and a design capability — were of considerable value when making ‘perfect scale models for adult collectors’. It was a perfect match of existing resources to strategy."

Um bom exemplo do racional que procuro seguir no exercício. O que é que há no nosso CV que possa ser usado para fazer a diferença a trabalhar para outros clientes-alvo com outra proposta de valor?