Book review Playing to Win, How Strategy Really Works by A.G. Lafley and Roger L. Martin (2013) Roger Martin is a world leading global business thinker whose name keeps company with the likes of Clay Christensen and Michael Porter in the world of business and innovation strategy.
2020. It’s not centralized. Formulating a better value equation for consumers in either of these areas is a great way to create a competitive advantage. This website uses cookies to improve service and provide tailored ads. Jeffrey Ito is the Founder of Lithium Gold Ventures, LLC. Now, drawn from their years of experience at P&G and the Rotman School of Management, where Martin is dean, this book shows how leaders in organizations of all sizes can guide everyday actions with larger strategic goals built around the clear, essential elements that determine business successwhere to play and how to win. You should avoid three pitfalls when thinking about where to play. Generate Strategic Possibilities (expressed as narratives or scenarios). Incorporating a culture of strategy helps to ensure that ideas aren’t ignored or ridiculed. The Don Quixote strategy: attacking competitive “walled cities” or taking on the strongest competitor first, head-to-head. It’s the story of how you can do what top brands do: Create and execute stellar strategy well. Both cost leadership and differentiation require the pursuit of distinctiveness. Negotiations are used to resolve existing and potential conflicts, as well as to help organizations of all sizes and types achieve their goals. Choose to compete either as a cost leader or a differentiator. P&G had three relevant criteria for any acquisition: (1) “growth accretive—likely to continue growing faster than the average (2) structurally attractive—gross margins, operating margins, and free cash flow above the industry or company average(3) how the potential acquisition would fit with the company’s strategy.
The chapter on reverse engineering strategy is an awesome exercise. These five forces include: Bargaining power of suppliers, Bargaining power of buyers, Threat of substitute products or services, Threat of new entrants and Rivalry among existing competitors. Mission and vision statements as well as plans and tactics are elements of strategy, but they aren’t enough. Typically, weight training implies the, Negotiation Strategies for Chemical Company International and Dragon Manufacturing
For example, the acquisition of, Inversion, like in algebra, is oftentimes the key to solving a problem. It makes sense to choose Where To Play channels that match your business systems to maximize your value output and reach your target demographic.
For example, the acquisition of Gillette (probably the best case study in the book) meant that Proctor & Gamble could compete effectively not only in the men’s grooming category, but also create a distinct reinforced stronghold in the health & beauty market. This study aims to discover the ways in which blocked negotiations can be overcome by testing the Fisher, Ury model of principled negotiation against one of the researcher's own devising, crafted after studying thousands of negotiation trainees from over 100 multinational corporations on 5 continents. A strategy that only works if competitors continue to do exactly what they are already doing is a dangerous strategy indeed.
kideaswq. A company must understand its existing core capabilities and consider them when deciding where to play and how to win.
0:28 [PDF] Playing to Win: How Strategy Really Works Popular Online .
DeBois, P. (2013). Web.11 October. Strategy is the answer to all five questions in the choice cascade. To understand structural attractiveness, we can turn to Mike Porter’s seminal five-forces analysis and ask about the bargaining power of suppliers, the bargaining power of buyers, the degree of rivalry, the threat of new entrants, and the threat of substitutes, Capabilities: How do your capabilities stack up, and how could they stack up, against those of your competitors in meeting the identified needs of customers (both channel and end consumer), Costs: What is the degree to which the organization can achieve approximate cost parity with competitors or distinctly lower costs than competitors. Some meetings focused on a single strategic question, and the team rarely tried to wrestle with more than three questions in a single meeting. What are the distinct segments (geographically, by consumer preference, by distribution channel, etc.)? Playing to Win: How Strategy Really Works. The kind of dialogue we wanted to foster is called assertive inquiry. Playing to Win: How Strategy Really Works. Playing To Win: How Strategy Really Works is one of the best books on strategy I have read in recent times. Playing to Win: How Strategy Really Works. The terms "weight training" and "strength training" are technically different, but often the two terms are often used interchangeably. 0:31. kobubilip.
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