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1、HBRFROMTHEHARVARDBUSINESSREVIEWOnPointARTICLERivalscaneasilycopyWhatIsStrategy?yourimprovementsbyMichaelE.Porterinqualityandefficiency.Buttheyshouldn’tbeabletocopyyourstrategicpositioning—whatdistinguishesyourcompanyfromalltherest.Newsectionstoguideyouthrou
2、ghthearticle:•TheIdeainBrief•TheIdeaatWork•ExploringFurther...PRODUCTNUMBER4134THEIDEAINBRIEFWhatIsStrategy?Tmyriadactivitiesthatgointocreating,givencost,giventhebestavailabletechnology,producing,selling,anddeliveringaproductorskills,andmanagementtechniqu
3、es—shiftsout-servicearethebasicunitsofcompetitiveadvan-ward,loweringcostsandimprovingvalueatthetage.Operationaleffectivenessmeansperform-sametime.Suchcompetitionproducesabsoluteingtheseactivitiesbetter—thatis,faster,orimprovementinoperationaleffectiveness,b
4、utwithfewerinputsanddefects—thanrivals.relativeimprovementfornoone.AndthemoreCompaniescanreapenormousadvantagesfrombenchmarkingthatcompaniesdo,themoreoperationaleffectiveness,asJapanesefirmscompetitiveconvergenceyouhave—thatis,demonstratedinthe1970sand1980s
5、withsuchthemoreindistinguishablecompaniesarepracticesastotalqualitymanagementandcon-fromoneanother.tinuousimprovement.Butfromacompetitivestandpoint,theproblemwithoperationalStrategicpositioningattemptstoachievesus-effectivenessisthatbestpracticesareeasilyta
6、inablecompetitiveadvantagebypreservingemulated.Asallcompetitorsinanindustrywhatisdistinctiveaboutacompany.Itmeansadoptthem,theproductivityfrontier—theperformingdifferentactivitiesfromrivals,ormaximumvalueacompanycandeliverataperformingsimilaractivitiesindif
7、ferentways.THEIDEAATWORKTkeyprinciplesunderliestrategicbrandsrepresentedafailuretomakepositioning.difficulttrade-offs:theboostinrevenuescameattheexpenseofreturnonsales.1.Strategyisthecreationofauniqueandvaluableposition,involvingadifferentset3.Strategyi
8、nvolvescreating“fit”amongaofactivities.Strategicpositionemergescompany’sactivities.Fithastodowiththefromthreedistinctsources:waysacompany’sactivitiesinteractandreinforceoneanother.Forexample,Van-•servi