If you think more strategically than your competitors, your company will win the competitive battle in the mid or long term.
This book explains simply and clearly the elements, concepts, analyses and interrelationships that make up this strategic thinking, and shows how to employ it in your business or organization.
competitors, so the superiority provided by this product will be fleeting. In the course of this book we will describe various ways of protecting a competitive advantage, although this always depends on the type of advantage concerned. Competitive advantage has the added difficulty of not being an absolute concept but a relative one: it is not a matter of being good, but of being better. There is a big difference; it is hard enough to be good or very good, but it is even harder to be better. One
clear interrelationship that exists between all the areas of an organization. Obviously, the more collaboration and teamwork there is between these functions, the better each function will be. Without marketing we cannot know what the customer really values. Without R&D and design we cannot innovate, we cannot satisfy that need felt by the customer better than the competition does. Without operations we cannot provide the product or service exactly as it was designed, or with the required
industry will tend towards globalization. In marketing, imagine doing a commercial for the whole world, such as Honda’s advertisement celebrating the 50th anniversary of its Super Cub in 2008, and the worldwide slogans and commercials for Coca-Cola (“Welcome to the Coke side of life”), Nike (“Just do it”), American Express (“Don’t leave home without it”), McDonald’s (“I’m loving it”) or Apple (“Think different”). The global economies of scale achieved by using a single campaign for the whole
of the mostly hotly debated issues in strategic management: how strategy can be decided.2 Planning can be defined as the process whereby strategy is decided, by analyzing both the inner workings and the outside environment of the company and evaluating the alternatives that arise from that analysis. This definition leads us to a way of thinking out and deciding on strategy: the planned strategy pioneered by Igor Ansoff and other authors.3 In this approach, strategy is decided by means of a
one’s life, and it is impossible to remember them all. Moreover, it is often impossible to make one’s words reflect one’s thanks to certain key individuals. First of all, I would like to extend special thanks to Lluís Carbonell and Jordi Fortuny for reviewing the text and introducing improvements. Also to Professors Amy Leaverton and Simon Dolan for their encouragement and assistance in bringing the book to fruition. I would never have come to write this book were it not for ESADE, as it has