A deep breath. We’re waging a war. It seems that in any kind of business, there is somewhat of a battle to be fought, whether with the company itself or with other organizations vis-à-vis the company. As to how to skate through the rocky atmosphere with a graceful land from a triple hoop axel jump is discussed in the book, Sun Tzu: Art of War and Management although in a different view. Through its different principles in war, each concept is translated as to how it can be used in the business showground. The principles begin from making a decision whether waging a war is practical or not. In business perspective, this translates to the idea whether entering into a business would be rational. The viability of the decision would then be evaluated through examination of different factors like the battlefield, strengths and weaknesses of your own relative to the possible enemies, the external and uncontrollable factors, and a whole lot more. From this evaluation, a plan can be formulated and the action or implementation would follow. So before engaging in a business, market structure should be assessed by the organization. There must be a thorough valuation of the present political leadership in the area, the physical and infrastructural factors, competitive edges over competitors, motivational factors, and the climate of the field of business the organization desires to enter.
When already in the competing stadium, neck to neck battle with the other companies, one should learn how to fight. Hence, the art of attacking. As a competing organization in a fierce market, sitting on the safe side wouldn’t help much in the success of one’s business. There must be an action beyond just being protective but being combative in its positive sense. War, as repeatedly said in the book, is not promoted by Sun Tzu. If unnecessary, waging a war shouldn’t be done. But if aggressiveness is the only way to the security of one’s army and territory, then hesitations should be put to oblivion. Here enters the principle of intelligence, cunningness, the idea of deception and espionage. Since the organization already entered the battlefield, the harms it poses should be swiftly conquered. The different adaptability in maneuvers should be thought through. One must also be aware whether the enemy is deceiving. Protection of the people, most especially the most vital in the organization should be observed. Because in any time, the rival would plan to lure these people if unnoticed. One also must be cautious with the competitors’ reactions towards one’s actions and the ever changing environment which cannot be controlled by the organization. These are but a few of the principles and concepts which are later expounded in this book report.
The objective of this book review is to highlight the concepts and principles mentioned in the text and to be able to apply some of these in a perspective not different from the book. Later in this review, we will cite some examples of organizations here and abroad that compete in the business industry, how they first examined the market environment, assessed information and formulated a plan as to enter the field. Then, examples of rivalry in companies such as Procter and Gamble and Unilever and many more are also mentioned in this review.
Better than me, are you?
Hi-Fern Marketing located in Hilongos, Leyte is a fertilizer and agri-chemical dealer. Before engaging in a business, the organization has to assess the market situation and it then formulates a detailed plan. As for Hi-Fern Marketing, it first ascertained the volume of the market. By doing this, it conducted a feasibility study by inquiring from the Department of Agriculture the number of irrigated and non-irrigated land areas that are planted to rice or the area of rice land in Hilongos and its neighbor towns. From the information gathered, the organization calculated the least amount of fertilizer to be...