An analysis of the article published in the Harvard Business review, "What is Strategy?" by Michael Porter.
Written in 2008; 777 words; 2 sources; MLA; $ 27.95
Paper Summary:
The paper makes reference to Michael Porter's article "What is Strategy?" published in the Harvard Business Review in which he states that , "operational effectiveness (OE) means performing similar activities better than rivals perform them," while strategic positioning means performing different activities from one's competitors. The paper comments that while it might seem to be in an organization's interest to do things cheaper and better, the question is relative (.i.e cheaper and better than what competing organizations and what level of product value?) The paper, in discussing marketing strategies, is a reminder to marketers that no matter how good the marketing idea, one must take into consideration operational efficacy, for fear of diluting a strong brand name or reputation or simply taxing a company's finite economic resources.
Outline:
Summary and Analysis of Porter
From the Paper:
"But choosing a unique position, however, is not enough to guarantee a sustainable advantage. A competitor can reposition itself to match a superior performer by copycatting, like J.P. Penny did with Sears, or straddle customer segments in its marketing strategy" to match the benefits of a successful position while maintaining its existing position" like a luxury line offering a value line (such as Continental Airlines offering 'Continental Lite' (Porter, 1996, p.67). But there are always trade-offs, as straddling can create inconsistencies in image or reputation, dilute finite resources like labor and capital ,and also from limits on internal coordination and control "
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