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Remember competitive strategy? Remember Michael Porter?

Remember competitive strategy? Remember Michael Porter? Rebukes those in business who have lost sight of strategy, in the more recent rush for operational effectiveness, warning that the growth imperative is hazardous to strategy. Goes on to name three types of positioning not mutually exclusive in strategy and which may overlap: variety‐based positioning — choosing which produce or service to provide; needs‐based positioning — involves identifying a group(s) of customers with certain needs; access‐based positioning — requires segmenting customers by their accessibility. Concludes that leadership requires a clear intellectual framework and general management is more than the stewardship of individual functions — core is strategy. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png The Antidote Emerald Publishing

Remember competitive strategy? Remember Michael Porter?

The Antidote , Volume 2 (1): 4 – Feb 1, 1997

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Publisher
Emerald Publishing
Copyright
Copyright © 1997 MCB UP Ltd. All rights reserved.
ISSN
1363-8483
DOI
10.1108/EUM0000000006473
Publisher site
See Article on Publisher Site

Abstract

Rebukes those in business who have lost sight of strategy, in the more recent rush for operational effectiveness, warning that the growth imperative is hazardous to strategy. Goes on to name three types of positioning not mutually exclusive in strategy and which may overlap: variety‐based positioning — choosing which produce or service to provide; needs‐based positioning — involves identifying a group(s) of customers with certain needs; access‐based positioning — requires segmenting customers by their accessibility. Concludes that leadership requires a clear intellectual framework and general management is more than the stewardship of individual functions — core is strategy.

Journal

The AntidoteEmerald Publishing

Published: Feb 1, 1997

Keywords: Competitive strategy; Growth; Strategic management

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