Advertisement

Data Driven pp 129-152 | Cite as

Principles of Strategy: Primer

  • Jeremy David Curuksu
Chapter
Part of the Management for Professionals book series (MANAGPROF)

Abstract

A competitive strategy augments a corporate organization with inherent capabilities to sustain superior performance on a long-term basis [84]. Many strategy concepts exist and will be described in this chapter, with a special focus placed on practical matters such as key challenges and “programs” that can be used as roadmaps for implementation. Popular strategies include the five forces, the value chain, the product life cycle, disruptive innovation and blue ocean, to name a few. The reader is invited to consider these models as a simple aid to thinking about reality, since none of these theoretical concepts or authors thereof ever claim to describe the reality for any one particular circumstance. They claim to facilitate discussion and creativity over a wide range of concrete business issues. Armed with such tools, the consultant may examine whether his/her client does indeed enjoy a competitive advantage, and develop a winning strategy.

References

  1. 5.
    Kubr M (2002) Management consulting – a guide to the profession. International Labor Organization, GenevaGoogle Scholar
  2. 13.
    Manyika et al (2011) Big data: the next frontier for innovation, competition, and productivity. McKinsey Global Institute, New YorkGoogle Scholar
  3. 15.
    Stern CW, Deimler MS (2006) The Boston Consulting Group on Strategy. Wiley, New YorkGoogle Scholar
  4. 17.
    Porter ME (1985) Competitive advantage: creating and sustaining superior performance. Simon and Schuster, New YorkGoogle Scholar
  5. 18.
    Christensen CM (1997) The innovator’s dilemma: when new technologies cause great firms to fail. Harvard Business School Press, BostonGoogle Scholar
  6. 19.
    Anthony S, Johnson M, Sinfield J, Altman E (2008) The innovator’s guide to growth. Harvard Business School Press, BostonGoogle Scholar
  7. 46.
    Anthony SD (2012) The little black book of innovation. Harvard Business School Press, BostonGoogle Scholar
  8. 74.
    Porter ME (1996) What is strategy. Harv Bus Rev 74(6):61–78Google Scholar
  9. 75.
    Christensen CM, Raynor ME (2003) The innovator’s solution. Harvard Business School Press, BostonGoogle Scholar
  10. 76.
    Johnson MW (2010) Seizing the white space: business model innovation for growth and renewal. Harvard Business School Press, BostonGoogle Scholar
  11. 77.
    Kim W, Mauborgne R (2004) Blue ocean strategy. Harv Bus Rev 82(10):76–84Google Scholar
  12. 84.
    Henderson B (1970) The product portfolio. BCG Perspectives, BostonGoogle Scholar
  13. 100.
    Silbiger S (2012) The ten day MBA. HarperCollins, New YorkGoogle Scholar
  14. 148.
    Cosentino MP (2011) Case in point. Burgee Press, NeedhamGoogle Scholar
  15. 153.
    Ansoff HI (1957) Strategies for diversification. Harv Bus Rev 35(5):113–124Google Scholar
  16. 215.
    Vancil RF, Lorange P (1975) Strategic planning in diversified companies. Harv Bus Rev 53(1):81–90Google Scholar
  17. 216.
    Porter ME (1998) Competitive strategy: techniques for analyzing industries and competitors. Free Press, New York. (original version published in 1980)Google Scholar
  18. 217.
    Wright TP (1936) Factors affecting the cost of airplanes, journal of aeronautical. Science 3(4):122–128Google Scholar
  19. 218.
    Porter ME (2008) The five competitive forces that shape strategy. Harv Bus Rev 86(1):78–93Google Scholar
  20. 219.
    Evans P (1998) How deconstruction drives de-averaging. BCG Perspectives, BostonGoogle Scholar
  21. 220.
    Evans PB, Wurster TS (1997) Strategy and the new economics of information. Harv Bus Rev 5:71–82Google Scholar
  22. 221.
    Stern CW (1998) The deconstruction of value chains. BCG Perspectives, BostonGoogle Scholar
  23. 222.
    Perold A (1984) Introduction to portfolio theory. Harv Bus Rev 9:185–066Google Scholar
  24. 223.
    The concept of Strategic Business Unit (SBU) derives from the concept of Profit Center coined by Peter Drucker in the 1940s and was defined by a McKinsey team while consulting for General Electric in the 1970s. This resulted in the GE / McKinsey portfolio matrix and came as a direct response to Bruce Henderson’s publication of the growth-share matrix, now referred to as the BCG matrixGoogle Scholar
  25. 224.
    Rochtus T (2012) Case interview success, 3rd edn. CreateSpace, CharlestonGoogle Scholar
  26. 225.
    Gilbert C, Eyring M, Foster R (2012) Two routes to resilience. Harv Bus Rev 90(12):66–73Google Scholar
  27. 226.
    Johnson M, Christensen C, Kagermann H (2008) Reinventing your business model. Harv Bus Rev 86(12):50–59Google Scholar
  28. 227.
    Kim WC, Mauborgne R (1997) Value innovation: the strategic logic of high growth. Harv Bus Rev 75(1):103–112Google Scholar
  29. 228.
    Rao AR, Bergen ME, Davis S (2000) How to fight a price war. Harv Bus Rev 78(3):207–116Google Scholar
  30. 229.
    Picardo E (2015) Utilizing prisoner’s dilemma in business and the economy Investopedia. www.investopedia.com
  31. 230.
    Capraro V (2013) A model of human cooperation in social dilemmas. PLoS One 8(8):e72427CrossRefGoogle Scholar
  32. 231.
    Rapoport A, Albert MC (1965) Prisoner's dilemma. University of Michigan Press, Ann ArborCrossRefGoogle Scholar
  33. 232.
    Winger R, Edelman D (1989) Segment-of-one marketing. BCG Perspectives, BostonGoogle Scholar
  34. 233.
    Bayer J, Taillard M (2013) A new framework for customer segmentation. Harv Bus Rev Digit 6Google Scholar
  35. 234.
    Levitt T (1965) Exploit the product life cycle. Harv Bus Rev 43(11):81–94Google Scholar
  36. 235.
    IBISWorld market research reports are accessible at www.ibisworld.com
  37. 236.
    Humphrey A (2005) SWOT analysis for management consulting, SRI International Alumni Newsletter, 1: 7–8 [this article explains that SWOT originates from some research carried out by A Humphrey at SRI for Fortunes 500 companies in 1960s–1970s – A Humphrey is recognized as the creator of SWOT]Google Scholar
  38. 237.
    Panagiotou G (2003) Bringing SWOT into focus. Bus Strateg Rev 14(2):8–10CrossRefGoogle Scholar
  39. 238.
    Hill T, Westbrook R (1997) SWOT analysis: it's time for a product recall. Long Range Plan 30(1):46–52CrossRefGoogle Scholar
  40. 239.
    Ries A, Trout J (1981) Positioning: the battle for your mind. McGraw-Hill, New YorkGoogle Scholar
  41. 240.
    Lamb CW, Hair JF, McDaniel C (2011) Essentials of marketing. South Western Cengage Learning, MasonGoogle Scholar
  42. 241.
    Steenburgh T, Avery J (2010) Marketing analysis toolkit: situation analysis, Harv Bus Rev – Case study 510 079Google Scholar
  43. 242.
    Tacit Intellect (2011) PESTLE analysis overview. www.tacitintellect.co.za
  44. 243.
    Tucker FG, Zivan SM, Camp RC (1987) How to measure yourself against the best. Harv Bus Rev 65(1):8–10Google Scholar

Copyright information

© Springer International Publishing AG, part of Springer Nature 2018

Authors and Affiliations

  • Jeremy David Curuksu
    • 1
  1. 1.Amazon Web Services, IncNew YorkUSA

Personalised recommendations