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Strategy and Strategic Positioning

Strategy

Strategy & planning are the cornerstone of business success.  In a world of rapid change and the constant acceleration of information, plans must be flexible and strategies must be dynamic.  How can such strategies be developed that align an overarching vision with day-to-day execution?  How can day-to-day execution respond to rapid changes in the environment?

Mark Towery offers the concept of   strategic positioning:

“Strategic planning is a linear process that made sense when North American companies were dominant, markets were stable and growing, and technological evolution was incremental. What was then termed strategic planning was really long-term planning.  When executives argue that strategic planning is dead, they are right in the sense that a 5 year linear plan makes no sense in todays environment.

So, if markets and technology are changing rapidly and competition is intense, how can you develop a strategy that can be viable for more than one fiscal quarter? The first thing you do is change your vocabulary from strategic planning to strategic positioning, a key element of strategy.

Strategic positioning is about defining where and how you will compete. While it can be focused on specific markets and products which can change over time, corporate level strategic positioning should be enduring; it should define, in a fundamental manner, the business the company is in  not just in terms of products, services, and markets which can change, but in terms of core competencies that are levers of competitive advantage. Strategic positioning should define the unique way your company delivers products and services better than the competition.”

http://industrialresearchstrategy.blogspot.com/2010/02/defining-strategy.html

Strategic positioning requires your internal organization and your external customers as parts of a systemic whole.  If there is a deficiency in the system there is an opportunity in the market.  How well you are able to reposition yourself will determine how well you can serve the needs of the system.  Your ability to make these adjustments will depend upon how well your organization can perceive, decipher, and respond to changing conditions.