A Quote by Kenichi Ohmae

What business strategy is all about-what distinguishes it from all other kinds of business planning-is, in a word, competitive advantage. Without competitors there would be no need for strategy, for the sole purpose of strategic planning is to enable the company to gain, as efficiently as possible, a sustainable edge over its competitors.
The sole purpose of strategic planning is to enable the company to gain, as effectively as possible, a sustainable edge over its competitors.
Strategy is indeed about choosing what not to do as well as what to do. A business unit needs to decide what need it aims to satisfy in what group of people and with what value proposition that distinguishes the business from its competitors.
Without competitors there would be no need for strategy.
The ability to learn faster than competitors may be the only sustainable competitive advantage.
Motorsport is all about gaining as much of an advantage as you can and the FIA are there to make sure I don't gain an advantage over my competitors.
I got an album concept called 'Exit Strategy,' that might be one of my last ones. It's a term they use in business when you build companies. You create an exit strategy as you make a company. You don't wait till you're five years in it; you create a exit strategy as you make the company.
I think we have to notice that the business processes we use right now for thinking and planning and budgeting and strategy are all delivered on very tight agendas.
I think the fact that I have a solid head on my shoulders and a brain inside that head gives me an edge over my competitors. It helps when I am giving interviews, charting out strategy for my career and choosing scripts.
Marketing strategy is a series of integrated actions leading to a sustainable competitive advantage.
Trying to do what your competitors are doing but basically a little bit better is probably not going to be the winning strategy. The problem is finding what your competitors wouldn't even consider doing.
Trying to do what your competitors are doing but basically a little bit better is probably not going to be the winning strategy. The problem is finding what your competitors wouldnt even consider doing.
Strategic planning is not strategic thinking. Indeed, strategic planning often spoils strategic thinking, causing managers to confuse real vision with the manipulation of numbers.
I feel like I run a business although I haven't one. It's planning, planning, and planning.
And so if your competitors aren't growing, if there isn't a competitive reason to grow, and you want focus and discipline to add customers to existing stores, you adjust your strategy.
My theory on an existing crisis is that you have to be very strategic about each case's unique elements. If a crisis involves a legal component, you need a communication strategy that complements the company's legal objective. A strategy for a plea deal is different than a case going to trial.
Many who know me or have worked for me are aware of my penchant for strategic planning. I consider it a critical component of the success of any organization and believe in the value of planning for a company's needs over multiple time horizons, as well as reviews against that plan at regular intervals.
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