Strategy as a pattern:-

Where making a plan is about the intended strategy, patterns are about
strategies that have been implemented before. On the one hand, there are
strategies that achieved their intended result. On the other hand, there are
strategies that still have to be worked out in more detail.

For those, earlier patterns are an important part of developing the new strategy.
It’s about a regular pattern in the decision-making flow. If certain choices have
already been made in the past, an organisation is likely to make those decisions
again in the future.
In such cases, past behaviour is a pattern that’s included in strategy
development. It’s about intentionally or unintentionally consistent behaviour
displayed by employees and teams.

Patterns are accepted without prejudice by everyone. By becoming aware of

such patterns within the organisation, you are able to include their strengths in
developing a strategy.

As a position :-

This is about the organisation’s position in the market, the interaction between

the internal and external context. It’s important to consider carefully in advance
how the organisation wants to position itself. What will its identity look like and
does that match the idea stakeholders have of the organisation?
This can contribute significantly to developing a lasting competitive advantage.
Considering the strategic position helps against competitors and to give the
organisation a firm place in the market.

As a prespective :-

Strategy is about more than the chosen position; it’s also about the larger
perspective. It’s important to find out how different target audiences perceive the
organisation. How do the employees regard their employer? What
do customers think of the organisation? What is their image among investors?
All these individual perspectives and thought patterns are a valuable source of
information for the organisation, which they can use to make targeted strategic
choices.

As a ploy :-

It’s also a strategic choice to use a ploy. For instance one that competitors don’t
expect. Organisations can surprise their environment by implementing a plan that
nobody saw coming. For instance, a phone service provider can mislead others
by suddenly also offering internet service and digital television.

That puts them in competition with other potential providers of those services. It’s
a ploy to outsmart the competition.