{"product_id":"four-competitive-business-drivers","title":"Four Competitive Business Drivers","description":"\u003cp\u003eSometimes management books achieve a clear-cut distinction between \u003cb\u003estrategy\u003c\/b\u003e and \u003cb\u003etactics\u003c\/b\u003e.\u003c\/p\u003e\u003cp\u003eSeldom they include the \u003cb\u003ebusiness model\u003c\/b\u003e as a \u003ci\u003ethird\u003c\/i\u003e competitiveness driver.\u003c\/p\u003e\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\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\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\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\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\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\u003cp\u003eFour inferences follow:\u003c\/p\u003e\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\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\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\u003cp\u003eWith more and more resources producing less and less, \u003cb\u003eunderperformance will follow.\u003c\/b\u003e\u003c\/p\u003e","brand":"Business Expert Press","offers":[{"title":"Default Title","offer_id":55761660936536,"sku":"9781637429167","price":31.99,"currency_code":"EUR","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0278\/1295\/4195\/files\/9781637429167.jpg?v=1778678176","url":"https:\/\/agendabookshop.com\/products\/four-competitive-business-drivers","provider":"Agenda Bookshop","version":"1.0","type":"link"}