Business

Sun Tzu For Business Nine Key Components

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This presentation is the second of 10 slides shows that present Sun Tzu's business philosophy. You will have to read the notes sections as the text is not only on the slides.If you like it let me know and I can post others.
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  • 1. The Nine Key Components Understanding and Comparing Competitive Positions Nine Formulas for Competitive Business Success
  • 3. The Science of Strategy Institute
  • 4. Understanding the competitive neighborhood and your place within it Strength arises from unity and focus while outside perspectives expose reality Competitive positions are relative and affected by deception so analysis is never done Competitive Position
  • 5. Identify your competitive neighborhood Examine your marketplace and business climate Examine the leader and systems Identify the levels of mission Evaluate unity and focus Get an outside perspective Compare to competitors Examine for deception and delusion Repeat the analysis 1 2 3 4 5 6 7 8 9 9 Key Components: Where are we?
  • 6. The Competitive neighborhood is the industry where you struggle to survive
  • 7. You have specific, physical location, that is your competitive neighborhood.
  • 8. Start from where you are
  • 9. Know your current position at all times.
  • 10. If your business were a book, where would we find it in the bookstore?
  • 11. The Yellow Pages is another competitive neighborhood.
  • 12. Survival starts with understanding your environment and how to use its resources.
  • 13. Your competitive neighborhood is dynamic—continually changing.
  • 14. It is both externally and internally unique.
  • 15. Your business is part of a larger system
  • 16. Identify your competitive neighborhood Examine your marketplace and business climate Examine the leader and systems Identify the levels of mission Evaluate unity and focus Get an outside perspective Compare to competitors Examine for deception and delusion Repeat the analysis 1 2 3 4 5 6 7 8 9 9 Key Components: Where are we?
  • 17. The marketplace and business climate are two side of the same coin
  • 18. EARTH
  • 19. Your marketplace is the source of your income
  • 20. Your marketplace includes the customers you serve.
  • 21. The marketplace for your business is your target market.
  • 22. The marketplace is the world of transactions that affect the emotions and attitudes of customers.
  • 23. Your marketplace consists of what customers & suppliers know about each other.
  • 24. Mentally it consists of different types of knowledge.
  • 25. Physically, it consists of geography.
  • 26. Physically, your marketplace can be… OR LOCAL Local (near) Distant (far)
  • 27. Reaching your marketplace can be… OR Easy Difficult
  • 28. Physically, your marketplace can be… OR Open Narrow
  • 29. Part of “where” people are includes the knowledge they have
  • 30. Mentally, your marketplace can be… OR Local (known) Distant (unknown)
  • 31. Mentally, your marketplace can be… OR Easy (looking for you) Hard (no interest)
  • 32. Mentally, your marketplace can be… OR Open (obvious need) Narrow (no need)
  • 33. Every Marketplace has its own rules
  • 34. Choose a marketplace where the rules are in your favor
  • 35. The rules you follow affect your performance in competition
  • 37. Choose Ground that…
  • 38. Weather – Climate – Heaven – Time
  • 39. Climate is the emotional trends and physical changes in business
  • 40. Constant changes in climate mean that your position is always changing as well.
  • 41. Climate is the emotional attitudes that affect business that change over time.
  • 42. Climate includes the economic trends
  • 43. The business climate can be… OR Sunny Overcast
  • 44. The business climate can be… OR Hot Cold
  • 45. Climate provides the timing for good decisions
  • 46. Change always creates opportunity.
  • 47. Climate
  • 48. PLACE TIME
  • 49. Identify your competitive neighborhood Examine your marketplace and business climate Examine the leader and systems Identify the levels of mission Evaluate unity and focus Get an outside perspective Compare to competitors Examine for deception and delusion Repeat the analysis 1 2 3 4 5 6 7 8 9 9 Key Components: Where are we?
  • 50. Leadership and systems are two sides of the same coin
  • 51. Leadership is your ability to make decisions
  • 52. Leadership strengths can be overdone
  • 53. A Leader is Smart But doesn’t Overanalyze Ground Paralysis Over analysis Arrogance Dumb Ignorant OVERDONE WEAKNESS
  • 54. A Leader is Courageous But not Foolhardy or Reckless Climate Rash Foolhardy Reckless Cowardice OVERDONE WEAKNESS
  • 55. A leader is Caring But not overly sensitive or a zealot Mission Idealism Too fond of people Zealot Indifferent Aloof Unmotivated OVERDONE WEAKNESS
  • 56. A leader has Integrity But not with an overly delicate sense of honor Systems Overly sensitive Gullible Unfair Dishonest OVERDONE WEAKNESS
  • 57. A leader enforces Discipline But isn’t a tyrant or too rigid Command Rigidity Tyranny Undisciplined Quick-Tempered Lazy OVERDONE WEAKNESS
  • 58. Leadership
  • 59. Systems are the methods of interacting with others
  • 60. Your systems include customers and suppliers
  • 61. Begin the systems analysis by documenting “what is”
  • 62. Perform a “skills” analysis
  • 63. Methods must match the mission
  • 64. Which system is more complex? System A System B
  • 65. Methods
  • 66. Understanding the competitive neighborhood and your place within it Strength arises from unity and focus while outside perspectives expose reality Competitive positions are relative and affected by deception so analysis is never done Competitive Position
  • 67. Identify your competitive neighborhood Examine your marketplace and business climate Examine the leader and systems Identify the levels of mission Evaluate unity and focus Get an outside perspective Compare to competitors Examine for deception and delusion Repeat the analysis 1 2 3 4 5 6 7 8 9 9 Key Components: Where are we?
  • 68. Organizational goal Department goal Leaders goal Individual goal
  • 69. Mission gives people their motivation for doing what they do.
  • 70. People can have different motivations for doing the exact same thing.
  • 71. Moving Listening Aiming Claiming Battle Deception Surprise Siege Unity Focus Division
  • 72. There are four different levels of mission
  • 73. Mission
  • 74. Fitting the pieces together
  • 79. All the pieces of the puzzle
  • 80. You know yourself and others when you know…
  • 81. Identify your competitive neighborhood Examine your marketplace and business climate Examine the leader and systems Identify the levels of mission Evaluate unity and focus Get an outside perspective Compare to competitors Examine for deception and delusion Repeat the analysis 1 2 3 4 5 6 7 8 9 9 Key Components: Where are we?
  • 82. Unity defines the strength of an organization
  • 83. Conflicting goals lead to war
  • 84. Focus creates strength in the marketplace.
  • 85. A lack of a shared mission weakens the organization.
  • 86. All business functions must satisfy the core mission.
  • 87. The result is a lack of focus and divisive internal politics.
  • 88. Identify your competitive neighborhood Examine your marketplace and business climate Examine the leader and systems Identify the levels of mission Evaluate unity and focus Get an outside perspective Compare to competitors Examine for deception and delusion Repeat the analysis 1 2 3 4 5 6 7 8 9 9 Key Components: Where are we?
  • 89. You cannot see yourself or your competitors objectively
  • 90. Your information sources are too close to your position
  • 91. You need outsiders who can offer an objective perspective
  • 92. Understanding the competitive neighborhood and your place within it Strength arises from unity and focus while outside perspectives expose reality Competitive positions are relative and affected by deception so analysis is never done Competitive Position
  • 93. Identify your competitive neighborhood Examine your marketplace and business climate Examine the leader and systems Identify the levels of mission Evaluate unity and focus Get an outside perspective Compare to competitors Examine for deception and delusion Repeat the analysis 1 2 3 4 5 6 7 8 9 9 Key Components: Where are we?
  • 94. The quality of your position is relative to that of your competitors
  • 95. The nine comparisons of competitive positions
  • 96. Which enterprises are in the best competitive neighborhoods? Lemonade!
  • 97. Which enterprises are the best known?
  • 98. Which enterprises are leveraging changes in the climate?
  • 99. Which enterprises have chosen the best market segments?
  • 100. Which enterprises make the best decisions most rapidly?
  • 101. Which enterprises have the most effective and efficient systems?
  • 102. Which enterprises have the clearest and highest-level missions?
  • 103. Which enterprises have the most united teams of people?
  • 104. Which enterprises have the sharpest focus on the market?
  • 105. Competitive analysis is never finished
  • 106. Identify your competitive neighborhood Examine your marketplace and business climate Examine the leader and systems Identify the levels of mission Evaluate unity and focus Get an outside perspective Compare to competitors Examine for deception and delusion Repeat the analysis 1 2 3 4 5 6 7 8 9 9 Key Components: Where are we?
  • 107. Decisions are often based on subjective opinions rather than facts
  • 108. The reality of your competitive position is subjective.
  • 109. Strategic positions are both objective and subjective.
  • 110. Objectively, positions have a physical reality.
  • 111. Subjectively, positions exist in people’s minds.
  • 112. Group Discussion <ul><li>Discuss times when you have incorrectly “judged a book by it’s cover” and were wrong. </li></ul><ul><li>Perhaps you didn’t read a book, visit a restaurant, or talk to someone because of appearances. </li></ul><ul><li>Discuss times when you thought something would be great but was disappointing. </li></ul><ul><li>Why or how were you fooled? </li></ul>
  • 113. Strategy depends totally on the choices of others.
  • 114. Objective & subjective are complementary opposites.
  • 115. Objective and subjective positions constantly create one another.
  • 116. Group Discussion <ul><li>Discuss how the extreme of one thing creates its opposite. </li></ul><ul><li>Consider natural cycles. </li></ul><ul><li>How does a big company create small competitors? </li></ul><ul><li>In what ways does strength become a weakness? </li></ul>
  • 117. Subjective positions are easier to change than objective ones.
  • 118. Changing opinions is the same as changing positions.
  • 119. Identify your competitive neighborhood Examine your marketplace and business climate Examine the leader and systems Identify the levels of mission Evaluate unity and focus Get an outside perspective Compare to competitors Examine for deception and delusion Repeat the analysis 1 2 3 4 5 6 7 8 9 9 Key Components: Where are we?
  • 120. Remember, your competitive position is always changing
  • 121. Analysis predicts which ventures will be profitable
  • 122. In a poor business climate, you cannot survive business droughts
  • 123. In a poor marketplace, you have too few potential customers
  • 124. If your leadership is weak, you respond too slowly to changes
  • 125. If your business systems are weak, you have high costs and undependable quality
  • 126. The goal of any new venture is to make you stronger Strengthen your position
  • 127. Successful competitive advantages come from clear differences in position My Enterprise Competitors
  • 128. Your first responsibility is to make the safe decisions.
  • 129. In the end, you must make decisions.
  • 130. The End
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