Strategy, a central, integrated, externally oriented concept of how the business will

achieve its objective.

1. **Central**: In this context, "central" means that the strategy is the core or
pivotal element of the business's operations. It's the focal point around which all
other activities revolve. It guides the organization's decisions and actions.

2. **Integrated**: "Integrated" suggests that the strategy is not developed in

isolation. Instead, it's harmoniously combined with various aspects of the business,
such as marketing, operations, finance, and HR. It should be aligned and
synchronized with all these elements to ensure a cohesive approach.

3. **Externally Oriented**: An externally oriented strategy means that the business

considers external factors, like market conditions, customer needs, competitive
landscape, and regulatory environment, when crafting its strategy. It's about
adapting to the external environment rather than solely relying on internal
capabilities.

4. **Concept of How the Business Will Achieve Its Objectives**: This refers to the
plan or blueprint that outlines how the business intends to reach its goals and
objectives. It's a high-level approach that lays out the path the company will follow
to be successful.

It emphasizes the importance of cohesion and synergy among the various parts of
the strategy rather than just following a prescribed order.

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In the context of military strategy, the phrase "it has pieces or elements, but they
form a coherent whole" refers to the idea that a successful strategy is composed of
various components or individual actions, but these components must work
together seamlessly to achieve a unified and clear objective. The importance of
coherence lies in ensuring that all the elements of the strategy are aligned,
complement each other, and contribute to the overall goal. If there's a lack of
coherence, the strategy may become disjointed, inefficient, and less effective.

Orchestration in strategy involves the ability to coordinate and synchronize multiple

elements of the plan. A great general needs to ensure that different units, fronts,
and battles are working together in a harmonious way, like a conductor leading an
orchestra to create a symphony. Orchestration prevents conflicts or contradictions
within the strategy and optimizes the use of resources.

Comprehensiveness, on the other hand, pertains to the general's capacity to

consider and address all relevant factors, contingencies, and potential challenges.
It's about having a broad and holistic view of the battlefield and the strategic
environment. A comprehensive strategy takes into account not only the immediate
objectives but also the long-term consequences and implications of actions, as well
as the political, logistical, and social aspects of warfare.

In essence, great generals excel in creating strategies that are both coherent, where
all elements work together seamlessly, and comprehensive, where all relevant

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aspects are considered, thus increasing the chances of achieving success on
multiple fronts and battles over time.

Certainly, the statement is addressing the importance of explicitly considering and

articulating the intended expansion vehicles when making a strategy. Let's break it
down:

1. "Failure to explicitly consider and articulate the intended expansion vehicles":

This means that when developing a business strategy for expansion, it's crucial to
clearly and thoroughly think about the specific methods or avenues through which
the expansion will take place. This includes identifying the means, resources, and
approaches that will be used for growth.

2. "Can result in the hoped-for entries being seriously delayed, unnecessarily costly,
or totally stalled": If a company or organization doesn't take the time to plan and
communicate the expansion vehicles, several negative outcomes can occur. Entries
into new markets, product lines, or ventures may be delayed, meaning they take
longer to materialize. Additionally, they might become more expensive due to lack
of planning or direction. In some cases, the expansion plans could completely fail or
come to a standstill if there's no clear strategy in place.

3. "Explain to say while deciding the vehicles for attaining our objective during
making a strategy": This part of the statement emphasizes the importance of
explaining and detailing the chosen expansion vehicles as a critical aspect of the
strategic planning process. When deciding how to attain the objectives, it's essential
to provide a clear and comprehensive rationale for why a particular vehicle or

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method is being selected. This explanation helps in aligning stakeholders, ensuring
everyone understands the plan, and reducing the risk of the issues mentioned
earlier (delays, excessive costs, or failure).

In essence, the statement highlights the significance of a well-thought-out and

communicated strategy for expansion. It underscores that the choice of expansion
vehicles should be carefully considered, and the reasoning behind these choices
should be articulated to prevent potential problems and setbacks.

The statement "economic logics are not fleeting or transitory, they are rooted in
firms' fundamental and relatively enduring capabilities" has several key elements
that explain how they drive a strategy for generating profit:

1. **Economic Logics**: Economic logics refer to the underlying principles,

strategies, and business models that drive a firm's profitability. These are not
short-term tactics but rather long-term strategies that guide a company's actions.

2. **Not Fleeting or Transitory**: This element emphasizes that economic logics

are not short-lived or temporary strategies. They are not based on quick,
short-term gains but instead are focused on sustainability and long-term success.

3. **Rooted in Firms' Fundamental Capabilities**: This highlights the idea that a

firm's economic logic is based on its core competencies and strengths. These
capabilities could include technological expertise, a strong brand, operational
efficiency, or unique intellectual property.

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4. **Relatively Enduring**: Economic logics are enduring, meaning they are
designed to last and adapt to changes in the business environment over time. They
are not easily disrupted or replaced.

Now, let's discuss how each element contributes to a strategy for generating profit:

- **Stability and Longevity**: By recognizing that economic logics are not transient,
a firm can focus on building a sustainable business model. This means investing in
strategies and capabilities that will provide long-term value rather than chasing
short-term trends.

- **Leveraging Core Competencies**: Understanding that economic logics are

rooted in a firm's fundamental capabilities enables the company to leverage its
strengths. For example, if a firm excels in innovative product development, its
economic logic may revolve around consistently launching new, cutting-edge
products.

- **Adaptability**: Economic logics that are relatively enduring are adaptable to

changes in the market. This adaptability allows a firm to adjust its strategy to meet
evolving customer demands or respond to shifts in the competitive landscape,
ensuring continued profitability.

- **Sustainable Competitive Advantage**: The combination of stability, leveraging

core competencies, and adaptability contributes to the creation of a sustainable

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competitive advantage. This advantage allows the firm to maintain profitability over
the long term by offering unique value to customers.

In summary, the statement underscores the importance of developing a coherent,

lasting economic logic based on a firm's core capabilities and competencies. This
approach leads to a strategy that is focused on long-term profitability and the
ability to weather market changes and uncertainties effectively.