The Summary of "What Is Strategy" from Michael Porter

1471 Words Mar 20th, 2016 6 Pages
What Is Strategy? (To make a summary of the article while answering the question, the answer directly related to the questions are highlighted ) 1. Achievements Neutrogena has established itself in the soap market through variety-based positioning. Michael. Porter defines strategic position as attempts to achieve sustainable competitive advantage by preserving what is distinctive about a company. It means performing different activities from rivals, or performing similar activities in different ways. He maintains that strategic position emerges from three distinct but not mutually exclusive and often overlapped sources, ie: variety-based positioning, needs-based positioning and access …show more content…
First, a competitor can reposition itself to match the superior performer. A second and far more common type of imitation is straddling (seeks to match the benefits of a successful position while maintaining its existing position).Trade-offs create the need for choice and protect against repositioners and straddlers. Above is the reason why Neutrogena’s positioning is to built on a “kind to the skin,” residue-free soap formulated for pH balance (distinct from soap that can be commonly found in the market by looking like a drug co). It advertises in medical journals, sends direct mail to doctors, attends medical conferences, and performs research at its own Skincare Institute. To reinforce its positioning, Neutrogena originally focused its distribution on drugstores and avoided price promotions.(the way it implemented its strategies) Neutrogena uses a slow, more expensive manufacturing process to mold its fragile soap. In choosing this position, Neutrogena said no to the deodorants and skin softeners that many customers desire in their soap. It gave up the large-volume potential of selling through supermarkets and using price promotions. It sacrificed manufacturing efficiencies to achieve the soap’s desired attributes. (trade-offs that protected the company from imitators) And trade-offs can arise for three reasons: the aim to deliver consistent value to customer, inflexible different activities

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