Sublime

While all companies make efforts to control costs, there is only one low-cost player in any industry—the competitor with the very lowest costs. Having lower costs than some but not all competitors can enable a firm to stick around and compete for a while. But it won’t win. Only the true low-cost player can win with a low-cost strategy.

From an Orange perspective, all individuals should be free to pursue their goals in life, and the best in their field should be able to make it to the top.

To determine how to win, an organization must decide what will enable it to create unique value and sustainably deliver that value to customers in a way that is distinct from the firm’s competitors.

a category-based strategy requires the design of a great product, a great company, and a great category at roughly the same time.

It’s about finding new ways of doing things that provide an advantage over the competition. How can this be done? Table 20–1,

The general lesson is to think through what will really happen if there is no deal—not just one step ahead (buy another show) but two or three steps ahead (potential bidding contest). Best-practice BATNA analysis requires constantly asking yourself, “And then what happens?” until you are satisfied that all parties involved have reached stable groun

To see effective design-type strategy, you must usually look away from the long-successful incumbent toward the company that effectively invades its market space. There you will find a tightly crafted and integrated set of actions and policies.

It’s about winning the war for popular opinion, teaching the world to abandon the old and embrace the new.

“Bad companies,” Andy wrote, “are destroyed by crisis. Good companies survive them. Great companies are improved by them.”