Compete Smarter, Not Harder: A Process for Developing the Right Priorities Through Strategic Thinking

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In the British Airways survey, the Heathrow travelers named the following three: 1 safety, 2 route, and 3 schedule. Which is the safest airline? Would you want to fly on Aeroflot on a Yak, for example? What about schedule? Flights are so tightly packed on that route that there are usually seven or eight flights to choose from.


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So then how do I make my decision? However, emphasizing your superior on-time performance or business class may indeed attract customers from your rivals. Note that, occasionally, you can turn the must-haves into salient differentiators. Hence, airlines may be able to profitably fly routes nonstop that required going through a hub before. Think how important these elements are in your own purchase decisions—convenience with respect to mobile phones, for example.

Think about it: is there another product for which we would accept such poor quality—dropped calls, not enough coverage, all those extra fees—as we get from our current mobile phones?

Can you imagine getting in your car and having it turn off mid-trip, forcing you to start it again over and over? Or hitting the accelerator knowing that it will only respond some of the time? So why do we accept such poor call quality in mobile phones? We gladly trade off—and pay dearly for—the convenience of getting and making a call or using data, at any place, at any time well, almost. Do we like dealing with these issues? Would we prefer the call quality of a landline?

Of course we would. But, we pay for convenience.

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Business Question: What are the must-haves in your markets—the equivalent of safety, route, and schedule in the British Airways example? And what are the salient differentiators, those that will ultimately win the business? Reviews and mentions of publications, products, or services do not constitute endorsement or recommendation for purchase.

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Sincerely, Monica E. Related Resources. Tuesday, March 11, The Strategic Edge — Core Competency Versus Positioning "I've seen too many people work too hard who are doomed for failure because they didn't step back and determine the right part of the market in which to compete. His advice to accomplish this is relatively straightforward: Always look to customer needs and attributes first — this is the basis of segmentation. Back to top. All rights reserved. Click here for advertising information. Basic membership is free! Click here for more information. Learn more - opens in a new window or tab.

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Simon Sinek on How to Improve Strategic Thinking

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Compete Smarter, Not Harder: Fundamental Strategies

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An error occurred, please try again. Like New: A book that looks new but has been read. How to compete in the right space for greater profitability and growth The Internet, mobile technology, the ubiquity of information and the availability of big data have dramatically increased the speed and impact of success and failure.



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