Making choices is the most difficult
the CEO's agenda 2010-2012
Paul Pietersma (20-04-2010)
Making choices. That’s what executives indicate is the most difficult in times of crisis. With the future being more uncertain now than ever, setting course through these tough times appears to be very difficult for many companies. Therefore, top management shies away from these decisions by sticking with proven concepts. This is the main outcome of the annual Berenschot research on trends in strategy among top managers of Dutch companies.
Executives acknowledge the importance of having a competitive advantage, other than cost competition. Controlling costs is considered a strategic issue by many managers, but only a few of them consider distinguishing themselves by becoming a cost leader. Most managers indicate that their companies are moving towards a focus strategy.
A majority of companies is striving to distinguish themselves by producing the best product out there. A risky strategy, according to Michael Porter, because this means they still deliver the same product as the competition and are seriously at risk of getting caught in a commodity trap. The good news is that the search for new business models seems to have started for real now. This quest might provide Dutch companies with the options to start making real choices again. In this report you will find a summary of the insights of over one hundred executives from major Dutch companies. It illustrates:
≥ how they are trying to distinguish themselves and obtain competitive advantage,
≥ what they regard as their most important strategic issues,
≥ what they find most challenging in crafting a profitable strategy.
We at Berenschot support and encourage executives to make real choices in securing a sustainable competitive advantage.
What will you choose?
The CEO's agenda, Paul Pietersma, Hendrik Jan Kaal, Onno Ponfoort, Marijke ten Have, Mirjam Penders. Utrecht, april 2010
To download full report:
Door: JPctHjtAkLt 24/11/2011
Filnlay! This is just what I was looking for.