By Constantinos Markides
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Extra info for All the Right Moves: A Guide to Crafting Breakthrough Strategy
The strategy amounted to a frontal attack on Canon. Since Canon had already encroached on Xerox's strategic position, the outcome of the Xerox attack was to create a situation in which both competitors occupied two strategic positions simultaneously: their own and each other's. In a sense, their strategies had become identical, which made it extremely difficult for customers to decide between the two. Since both competitors were now targeting the Page 16 same customers with roughly similar products, the only way for either one to gain any advantage was to try to become better than the otherprimarily through cost or differentiation strategies.
Despite the obvious importance of a superior strategy to the success of an organization, and despite decades of academic research on the subject, there is little agreement among academics as to what strategy really is. Nor could Schou have expected too much help from other CEOs or managers. " Although technically correct, this definition is so general as to be virtually meaningless. Needless to say, this state of affairs is unfortunate. Undoubtedly, part of the confusion is self-inflicted. But a major portion of the problem results from a genuine lack of understanding among managers and academics about the content of strategy.
How can an established company discover a new strategic position, especially at a time when its existing operations are quite profitable? How can an established company shift its attention away from improving its existing position to discovering a new one? · How can a company know if a newly discovered position will turn out to be a profitable one? Page x · Even if a company discovers a new strategic position, can it manage two positions (the old and the new) at the same time? Is this even possible, or should the company focus on one of the two?
All the Right Moves: A Guide to Crafting Breakthrough Strategy by Constantinos Markides