{"product_id":"9781637429167-four-competitive-business-drivers","title":"The Four Competitive Business Drivers","description":"\u003cmeta content=\"text\/html; charset=utf-8\" http-equiv=\"Content-Type\"\u003e\u003cp\u003e\u003cspan\u003eTheory   Model   Strategy   Tactics\u003cbr\u003eManagement insights reveal a fourfold framework where the theory of business (why), the business model (what), strategy (where) and tactics (how) must interlock. Detailed examples show that harmonizing all four dimensions is key to transforming client satisfaction into sustainable competitive advantage.\u003cbr\u003e\u003cp\u003eSometimes management books achieve a clear-cut distinction between \u003cb\u003estrategy\u003c\/b\u003e and \u003cb\u003etactics\u003c\/b\u003e.\u003c\/p\u003e\n\u003cp\u003eSeldom they include the \u003cb\u003ebusiness model\u003c\/b\u003e as a \u003ci\u003ethird\u003c\/i\u003e competitiveness driver.\u003c\/p\u003e\n\u003cp\u003eAnd never so far, has the \u003cb\u003etheory of business\u003c\/b\u003e been considered as a \u003ci\u003efourth\u003c\/i\u003e required performance vector, different from all other three.\u003c\/p\u003e\n\u003cp\u003eHowever, \u003cb\u003eorganizational optimization\u003c\/b\u003e requires all four: the \u003ci\u003ewhy, where, what\u003c\/i\u003e and \u003ci\u003ehow\u003c\/i\u003e.\u003c\/p\u003e\n\u003cp\u003eThe \u003cb\u003etheory of business\u003c\/b\u003e (Drucker) is the \u003ci\u003ewhy\u003c\/i\u003e the company makes sense. The reality assumptions the organization is grounded upon. What it is paid for.\u003c\/p\u003e\n\u003cp\u003eThe \u003cb\u003ebusiness model\u003c\/b\u003e (Porter) is the \u003ci\u003ewhat\u003c\/i\u003e: the basic pillars of a firm's organization. How it transforms client satisfaction into value for itself.\u003c\/p\u003e\n\u003cp\u003e\u003cb\u003eStrategy\u003c\/b\u003e (Joffre) is the \u003ci\u003ewhere\u003c\/i\u003e: the choice of 1) geographical areas; 2) industries; and 3) (within them of) segments.\u003c\/p\u003e\n\u003cp\u003eAnd \u003cb\u003etactics\u003c\/b\u003e is the \u003ci\u003ehow\u003c\/i\u003e, respecting to the nine functional areas from marketing (Kotler) to human resources; to how to advertise; how to motivate; etc.\u003c\/p\u003e\n\u003cp\u003eFour inferences follow:\u003c\/p\u003e\n\u003col\u003e\n\u003cli\u003eAll four drivers are necessary conditions, none sufficient;\u003c\/li\u003e\n\u003cli\u003eThey interrelate, some impacting on others;\u003c\/li\u003e\n\u003cli\u003eThey must fit reinforcing each other; and\u003c\/li\u003e\n\u003cli\u003eThey should be periodically reviewed (under a sequence of steps).\u003c\/li\u003e\n\u003c\/ol\u003e\n\u003cp\u003eThis is illustrated by the book's \u003cb\u003edetailed examples\u003c\/b\u003e of e.g. Nike, Dollar Shave Club, Spotify, SpaceX, Vendôme, Sears, IBM, Apple Music, McDonald's, Marks \u0026amp; Spencer, Canva, SolarCity, Farfetch, etc.\u003c\/p\u003e\n\u003cp\u003eThe \u003cb\u003efundamental message\u003c\/b\u003e is that neglect of any of the four drivers brings \u003ci\u003eefficiency (doing things right – the Phronesis of Aristotle)\u003c\/i\u003e at the cost of \u003ci\u003elower effectiveness (doing the right things – the Chokhmah of Solomon).\u003c\/i\u003e\u003c\/p\u003e\n\u003cp\u003eWith more and more resources producing less and less, \u003cb\u003eunderperformance will follow.\u003c\/b\u003e\u003c\/p\u003e\n\u003cbr\u003e\u003cbr\u003e\u003c\/span\u003e\u003c\/p\u003e","brand":"Rarewaves","offers":[{"title":"Default Title","offer_id":57066264920438,"sku":"9781637429167","price":30.52,"currency_code":"GBP","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0092\/7504\/8033\/files\/orig_41305166.jpg?v=1780567447","url":"https:\/\/www.rarewaves.com\/products\/9781637429167-four-competitive-business-drivers","provider":"Rarewaves.com","version":"1.0","type":"link"}