Michael E. Porter Quotes

While good strategy content is based on a compelling value proposition for buyers with a robust profit proposition for the organization, sustainable strategy execution is based largely on a motivating-people proposition.

Blue oceans are right next to you in every industry.

innovative ideas will be profitable only if they are linked to what buyers are willing to pay for.

Value innovation is the cornerstone of blue ocean strategy. We call it value innovation because instead of focusing on beating the competition, you focus on making the competition irrelevant by creating a leap in value for buyers and your company, thereby opening up new and uncontested market space. Value innovation places equal emphasis on value.

Value innovation requires companies to orient the whole system toward achieving a leap in value for both buyers and themselves.

What are the alternative industries to your industry? Why do customers trade across them? By focusing on the key factors that lead buyers to trade across alternative industries and eliminating or reducing everything else, you can create a blue ocean of new market space.

to win in the future, companies must stop competing with each other. The only way to beat the competition is to stop trying to beat the competition.

Value innovation is the cornerstone of blue ocean strategy. We call it value innovation because instead of focusing on beating the competition, you focus on making the competition irrelevant by creating a leap in value for buyers and your company, thereby opening up new and uncontested market space.

The planning process doesn’t produce strategy

The Pivotal Lever: Disproportionate Influence Factors The key to tipping point leadership is concentration, not diffusion. Tipping point leadership builds on the rarely exploited corporate reality that in every organization, there are people, acts, and activities that exercise

Experiences that don’t involve touching, seeing, or feeling actual results, such as being presented with an abstract sheet of numbers, are shown to be non-impactful and easily forgotten.

Competition is only good up to a point. When supply exceeds demand

Simply put, there is no substitute for meeting and listening to dissatisfied customers directly.

An Incoherent Strategy When a company’s value curve looks like a bowl of spaghetti — a zigzag with no rhyme or reason, where the offering can be described as “low-high-low-low-high-low-high” — it signals that the company doesn’t have a coherent strategy. Its strategy is likely based on independent substrategies. These may individually make sense and keep the business running and everyone busy, but collectively they do little to distinguish the company from the best competitor or to provide a clear strategic vision. This is often a reflection of an organization with divisional or functional silos.

To tip the cognitive hurdle fast, tipping point leaders such as Bratton zoom in on the act of disproportionate influence: making people see and experience harsh reality firsthand.