Thinkers 50 Strategy: The Art and Science of Strategy Creation and Execution (Stuart Crainer; Des Dearlove, 2013)

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  • Competitive force: new entry, substitutes, bargaining power of buyers and suppliers, existing customers
  • Oligopoly - market of industry dominated by a small number of large sellers
  • GM vs. Toyota - less servicing required
  • McKinsey 7S framework (to analyse how well the organisation is positioned to achieve its objective): [soft] Shared values, skills, style, staff [hard] strategy, structure, systems
  • Always need blue ocean and USPs
  • Let competitors set the parameters and enter better, concentrate on commonalities among buyers instead of customisation, identify new tappable customers
  • Mintzberg 5 P’s strategy: Plan, Pattern, Position, Perspective, Ploy
  • P&G CEO Laffey: “Whether you’re a brand manager or in charge of a business unit, you should be doing your own strategy - buy also that strategy needs to be done in the context of what the company’s trying to do in the context of the corporate strategy. All the sub strategies should fit together seamlessly”
  • Bad strategy: failure to face the problem, mistaking goals for strategy, bad strategic objectives, fluff and hubris


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