It chose to take it slow and scale up their production

only after gaining massive profits.

It focused on standardisation of products rather than

product differentiation.

It chose to focus on short-term profits before aiming

for a more long-term value creation.

It focused

on being different and delivering a unique mix of value not readily available

in the market.

Small retail shops

Pharmaceuticals

Fast food

Freelance writing

Internal process efficiency

Threats and opportunities from potential

political change

Customer loyalty metrics

Stock cycles and investment cycles

Segment C – keep satisfied

Segment B – keep informed

Segment D – key players

“To educate the next generation of researchers.”

“Become the global leader in cloud services by

2030.”

“Fast is better than slow.”

“Increase annual revenue by 15%.”

By focusing on shareholder returns.

By defining a vision statement.

By analysing competitors.

By repeatedly asking “why do we do this?”

To define and express a motivating

organisational purpose.

To focus on one-year objectives.

To maximise immediate financial returns.

To eliminate competitors.

“Make a difference to society.”

“Don’t be evil.”

“Become the Operating System of music.”

“Achieve 20% market share within two years.”

Suppliers have minimal power

Industry rivalry is low

Customers face high switching costs

Products are easily substitutable

Employee expertise

Organisational culture

Machinery and equipment

Brand reputation