Record: 1 Title: What Is Strategy? Authors: Porter‚ Michael E.1 Source: Harvard Business Review; Nov/Dec96‚ Vol. 74 Issue 6‚ p61-78‚ 18p‚ 1 Black and White Photograph‚ 3 Diagrams‚ 1 Graph Document Type: Article Subject Terms: *STRATEGIC planning *ORGANIZATIONAL effectiveness *MARKET positioning *COMPETITION *BUSINESS planning *INDUSTRIAL management *ORGANIZATIONAL
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taken the place of strategy. As managers push to improve on all fronts‚ they move further away from viable competitive positions. Michael Porter argues that operational effectiveness‚ although necessary to superior performance‚ is not sufficient‚ because its techniques are easy to imitate. In contrast‚ the essence of strategy is choosing a unique and valuable position rooted in systems of activities that are much more difficult to match. In answering the question ‘what is strategy?’‚ some theorists
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a few core eompetencies in the race to stay ahead of rivals. ing‚ partnering‚ rcungineer’ing‚ change manage- ment. Although the resulting op- erational improve- ments have often ^^^^ dramatic‚ many companies have Positioning-once the heart of strategy-is reject- ed as too static for today’s dynamic markets and changing technologies. According to the new dog- ma‚ rivals can quickly copy any market position‚ and competitive advantage is‚ at hest‚ temporary. But those beliefs are dangerous half-truths
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I decided to continue my education because of the experiences that I learned at work. Getting paid and being promoted for the first time was exhilarating‚ this has never ever happen to me and I loved it. The best part of getting paid was the reason behind it; I was just standing around for eight hours watching people work. As a manager I had to know how to repair mechanical and electrical problems of the product‚ keep track of inventory‚ and maintain production. Working with engineers‚ technicians
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Corporate-level strategy is focused mainly on the decisions over the scope of the firm ’s activities‚ mainly: product scope‚ geographical scope‚ and vertical scope. One of the myths of corporate-level strategy is that strategy formulation can be separated from implementationthat strategy is constructed first‚ then the appropriate management and organizational structure is selected afterwards. Unfortunately‚ this will result in a poorly designed strategy since it does not take into account the
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Why Pursue an MBA? MGT 521 July 12‚ 2010 Samuel L. Cunningham Why Pursue an MBA “MBA is first choice of students after completing their graduation. It is popular not only in fresh graduates‚ but students from other disciplines like engineering or MCA after completing their main stream.” (Kapoor‚ K‚ 2009‚ Five Reasons Why You Should Pursue an MBA‚ para. 1). MBAs increase business knowledge‚ promote leadership skills and confidence‚ and put the person in a position for higher salaries and
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Reflection Paper: What is Strategy? Porter invalidates “Operational Effectiveness” as being strategy. As he puts it‚ oftentimes‚ businesses concentrate on productivity‚ quality and speed. These concepts lead further down to total quality management (TQM)‚ benchmarking‚ time-based competition‚ outsourcing‚ partnering‚ reengineering and change management. Although these principles may sound ideal‚ these do not lead to the ultimate goal of the company and that is profitability. Strategy rests on the
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What Is Grand Strategy?* by John Lewis Gaddis** Yale University When my colleagues Paul Kennedy‚ Charlie Hill‚ and I first began talking about setting up a grand strategy course at Yale in the late 1990s‚ at least half the people to whom we tried to explain this thought we were talking about “grant” strategy: how do you get the next federal or foundation grant? This misunderstanding would not have occurred‚ I think‚ during the fifty years of insecurity that separated the Japanese attack on Pearl
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Chapter 1- What is strategy? Strategy- how to do better than your rivals What is the present situation? Where do we want to go? How will we get there? Strategy- doing things differently from rivals- competitive advantage Effectiveness & Efficiency Doing things differently than others either differently providing value Beauty is in the eye of the beholder Efficiently- “don’t care about value- but do it more efficiently Google focusing more on efficiency Sustainable Competitive advantage
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Decision to Pursue MBA Degree Dorothy Hall MGT/521-Management August 5‚ 2010 Professor John Quesnel Decision to Pursue MBA Degree Deciding to pursue a Master’s in Business Administration (MBA) degree is an important decision that should not be taken lightly. The master’s program is challenging and will take time from an individual’s personal life. An MBA can further a career‚ begin a new career‚ or fulfill a personal goal. In contemplating whether to obtain an MBA degree‚
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