Strategy pure and simple...
Strategy Pure and Simple provides a lot of value in the way the author defines and differentiates between strategic thinking, strategic planning, operational thinking, and operational planning. Strategic thinking is the process of thinking that helps determine what an organization should look like in the future. Strategic planning is the foundation of strategic and operational planning. Strategic thinking is the process of thinking that gives you an idea, but the strategic planning is the process that helps one choose how to get there.
The first chapter brings up a very interesting point about what is a unique strategy and what is not. Many companies have been practicing Imitation Strategy since their inception, but do not realize it is not a successful strategy. Imitation strategy does nothing for the long term goals. It only produces positive results for a certain period of time, then negative, then positive again, and the cycle continues. “Imitation strategy is to duplicate your competitor’s strategy and then attempt to outmarket, outsell, outmanufacture and outservice these competitors (Robert, 1997).” The author describes the imitation strategy as a “race with no finish line”.
A company can only gain when it creates a unique strategy that changes the rules of the game towards the company’s favor. This leads to the statement “If you are not the leader, don’t play the game according to the rules set by the leader” (Robert, 1997). The company will only lose because the leader obviously knows those rules better, since they created them. If a company can change the rules of the game, it will neutralize or paralyze the leader of the industry. The object of competition is not to have an even playing field, but to have a field that is tilted to your advantage (Robert, 1997).
Robert, M. (1997). Strategy Pure and Simple II. New York: McGraw-Hill.