advertisement

Sun Tzu For Business Nine Key Components

50 %
50 %
advertisement
Information about Sun Tzu For Business Nine Key Components
Business & Mgmt

Published on February 9, 2009

Author: allanelder

Source: slideshare.net

Description

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.
advertisement

The Nine Key Components Understanding and Comparing Competitive Positions Nine Formulas for Competitive Business Success

 

The Science of Strategy Institute

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

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?

The Competitive neighborhood is the industry where you struggle to survive

You have specific, physical location, that is your competitive neighborhood.

Start from where you are

Know your current position at all times.

If your business were a book, where would we find it in the bookstore?

The Yellow Pages is another competitive neighborhood.

Survival starts with understanding your environment and how to use its resources.

Your competitive neighborhood is dynamic—continually changing.

It is both externally and internally unique.

Your business is part of a larger system

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?

The marketplace and business climate are two side of the same coin

EARTH

Your marketplace is the source of your income

Your marketplace includes the customers you serve.

The marketplace for your business is your target market.

The marketplace is the world of transactions that affect the emotions and attitudes of customers.

Your marketplace consists of what customers & suppliers know about each other.

Mentally it consists of different types of knowledge.

Physically, it consists of geography.

Physically, your marketplace can be… OR LOCAL Local (near) Distant (far)

Reaching your marketplace can be… OR Easy Difficult

Physically, your marketplace can be… OR Open Narrow

Part of “where” people are includes the knowledge they have

Mentally, your marketplace can be… OR Local (known) Distant (unknown)

Mentally, your marketplace can be… OR Easy (looking for you) Hard (no interest)

Mentally, your marketplace can be… OR Open (obvious need) Narrow (no need)

Every Marketplace has its own rules

Choose a marketplace where the rules are in your favor

The rules you follow affect your performance in competition

 

Choose Ground that…

Weather – Climate – Heaven – Time

Climate is the emotional trends and physical changes in business

Constant changes in climate mean that your position is always changing as well.

Climate is the emotional attitudes that affect business that change over time.

Climate includes the economic trends

The business climate can be… OR Sunny Overcast

The business climate can be… OR Hot Cold

Climate provides the timing for good decisions

Change always creates opportunity.

Climate

PLACE TIME

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?

Leadership and systems are two sides of the same coin

Leadership is your ability to make decisions

Leadership strengths can be overdone

A Leader is Smart But doesn’t Overanalyze Ground Paralysis Over analysis Arrogance Dumb Ignorant OVERDONE WEAKNESS

A Leader is Courageous But not Foolhardy or Reckless Climate Rash Foolhardy Reckless Cowardice OVERDONE WEAKNESS

A leader is Caring But not overly sensitive or a zealot Mission Idealism Too fond of people Zealot Indifferent Aloof Unmotivated OVERDONE WEAKNESS

A leader has Integrity But not with an overly delicate sense of honor Systems Overly sensitive Gullible Unfair Dishonest OVERDONE WEAKNESS

A leader enforces Discipline But isn’t a tyrant or too rigid Command Rigidity Tyranny Undisciplined Quick-Tempered Lazy OVERDONE WEAKNESS

Leadership

Systems are the methods of interacting with others

Your systems include customers and suppliers

Begin the systems analysis by documenting “what is”

Perform a “skills” analysis

Methods must match the mission

Which system is more complex? System A System B

Methods

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

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?

Organizational goal Department goal Leaders goal Individual goal

Mission gives people their motivation for doing what they do.

People can have different motivations for doing the exact same thing.

Moving Listening Aiming Claiming Battle Deception Surprise Siege Unity Focus Division

There are four different levels of mission

Mission

Fitting the pieces together

 

 

 

 

All the pieces of the puzzle

You know yourself and others when you know…

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?

Unity defines the strength of an organization

Conflicting goals lead to war

Focus creates strength in the marketplace.

A lack of a shared mission weakens the organization.

All business functions must satisfy the core mission.

The result is a lack of focus and divisive internal politics.

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?

You cannot see yourself or your competitors objectively

Your information sources are too close to your position

You need outsiders who can offer an objective perspective

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

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?

The quality of your position is relative to that of your competitors

The nine comparisons of competitive positions

Which enterprises are in the best competitive neighborhoods? Lemonade!

Which enterprises are the best known?

Which enterprises are leveraging changes in the climate?

Which enterprises have chosen the best market segments?

Which enterprises make the best decisions most rapidly?

Which enterprises have the most effective and efficient systems?

Which enterprises have the clearest and highest-level missions?

Which enterprises have the most united teams of people?

Which enterprises have the sharpest focus on the market?

Competitive analysis is never finished

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?

Decisions are often based on subjective opinions rather than facts

The reality of your competitive position is subjective.

Strategic positions are both objective and subjective.

Objectively, positions have a physical reality.

Subjectively, positions exist in people’s minds.

Group Discussion Discuss times when you have incorrectly “judged a book by it’s cover” and were wrong. Perhaps you didn’t read a book, visit a restaurant, or talk to someone because of appearances. Discuss times when you thought something would be great but was disappointing. Why or how were you fooled?

Discuss times when you have incorrectly “judged a book by it’s cover” and were wrong.

Perhaps you didn’t read a book, visit a restaurant, or talk to someone because of appearances.

Discuss times when you thought something would be great but was disappointing.

Why or how were you fooled?

Strategy depends totally on the choices of others.

Objective & subjective are complementary opposites.

Objective and subjective positions constantly create one another.

Group Discussion Discuss how the extreme of one thing creates its opposite. Consider natural cycles. How does a big company create small competitors? In what ways does strength become a weakness?

Discuss how the extreme of one thing creates its opposite.

Consider natural cycles.

How does a big company create small competitors?

In what ways does strength become a weakness?

Subjective positions are easier to change than objective ones.

Changing opinions is the same as changing positions.

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?

Remember, your competitive position is always changing

Analysis predicts which ventures will be profitable

In a poor business climate, you cannot survive business droughts

In a poor marketplace, you have too few potential customers

If your leadership is weak, you respond too slowly to changes

If your business systems are weak, you have high costs and undependable quality

The goal of any new venture is to make you stronger Strengthen your position

Successful competitive advantages come from clear differences in position My Enterprise Competitors

Your first responsibility is to make the safe decisions.

In the end, you must make decisions.

The End

Add a comment

Related presentations

Canvas Prints at Affordable Prices make you smile.Visit http://www.shopcanvasprint...

30 Días en Bici en Gijón organiza un recorrido por los comercios históricos de la ...

Con el fin de conocer mejor el rol que juega internet en el proceso de compra en E...

With three established projects across the country and seven more in the pipeline,...

Retailing is not a rocket science, neither it's walk-in-the-park. In this presenta...

What is research??

What is research??

April 2, 2014

Explanatory definitions of research in depth...

Related pages

The Art of War - Wikipedia, the free encyclopedia

... business tactics, ... Many Japanese companies make the book required reading for their key executives. ... Sun Tzu, The Art of War.
Read more

The Nine Strategy Elements of Sun Tzu the Art of War

The Nine Strategy Elements Sun Tzu the Art of War. ... is the GOLDEN key to living the life you have always dreamt of and reach abundance of success. ...
Read more

Sun Tzu - Facts & Summary - HISTORY.com

Sun Tzu. Author. History.com Staff. Website Name. History.com. Year Published. 2009. Title. ... (force) occurs only nine times in the text’s thirteen ...
Read more

Resources for Education | Sun Tzu's Art of War Strategy -

During the education stage, you ... These books explain the components making up Sun Tzu's ... Golden Key Links: Audio Seminar II: Sun Tzu's Keys ...
Read more

The Art of War by Sun Tzu - Chapter 11: The Nine Situations

11. The Nine Situations 1. Sun Tzu ... spirit of its component parts must ... the business of the general. # Sun Tzu means that after ...
Read more

The Internet Classics Archive | The Art of War by Sun Tzu

The Art of War by Sun Tzu, ... The Nine Situations 1. Sun Tzu said: ... Ground which forms the key to three contiguous states, ...
Read more

Understanding Sun Tzu

Understanding Sun Tzu on the ... The Nine Situations 108 Attack by Fire ... warfare taken directly from Sun Tzu on the Art of War. Recently, business
Read more