PLAYING TO WIN BOOK

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Playing to Win: How Strategy Really Works Audio CD – Audiobook, CD, Unabridged. Winning CEO A.G. Lafley is now back at the helm of consumer goods giant Procter & Gamble. If you want to know the strategy he’ll use to restore P&G to its former dominance—listen to this audiobook. the strategy he'll use to restore P&G to its former dominance—read this book. Playing to Win, a noted Wall Street Journaland Washington Postbestseller, outlines. Start by marking “Playing to Win: How Strategy Really Works” as Want to Read: A.G. Lafley lead Proctor & Gamble for nearly a decade helping to double sales and quadruple profits. Here, he partners with Roger Martin (of Michael Porter's Monitor Group) to discuss P&G's approach to.


Playing To Win Book

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The Playing to Win Strategy Toolkit delivers a proven framework with step-by- step support to develop and implement sustainable, fatyfivythe.gq Are you just playing--or playing to win? Strategy is not complex. But it is hard. It's hard because it forces people and organizations to make specific choices about. A review of Playing to Win: How Strategy Really Works (Harvard Business Review Press, ), a new book by fatyfivythe.gq and Roger Martin.

The questions to be asked focus on where the company will compete— in which markets, with which customers and consumers, in which channels, in which product categories, and at which vertical stage or stages of the industry in question. How to Win Where to play selects the playing field; how to win defines the choices for winning on that field. It is the recipe for success in the chosen segments, categories, channels, geographies, and so on.

The how-to-win choice is intimately tied to the where-to-play choice. Remember, it is not how to win generally, but how to win within the chosen where-to-play domains.

Michael Porter called it competitive advantage— the specific way a firm utilizes its advantages to create superior value for a consumer or a customer and in turn, superior returns for the firm. Great strategies allow a certain fit between the where-to-play and how-to-win choices that make the company stronger. Core Capabilities Two questions flow from and support the heart of strategy: 1 what capabilities must be in place to win, and 2 what management systems are required to support the strategic choices?

Management Systems The final strategic choice in the cascade focuses on management systems. These are the systems that foster, support, and measure the strategy. To be truly effective, they must be purposefully designed to support the choices and capabilities. Summing Up [S]trategy is an iterative process in which all of the moving parts influence one another and must be taken into account together. Where to play represents the set of choices that narrow the competitive field. The questions to be asked focus on where the company will compete— in which markets, with which customers and consumers, in which channels, in which product categories, and at which vertical stage or stages of the industry in question.

Where to play selects the playing field; how to win defines the choices for winning on that field. It is the recipe for success in the chosen segments, categories, channels, geographies, and so on.

Playing to Win: How Strategy Really Works

The how-to-win choice is intimately tied to the where-to-play choice. Remember, it is not how to win generally, but how to win within the chosen where-to-play domains.

Michael Porter called it competitive advantage— the specific way a firm utilizes its advantages to create superior value for a consumer or a customer and in turn, superior returns for the firm. Great strategies allow a certain fit between the where-to-play and how-to-win choices that make the company stronger.

Two questions flow from and support the heart of strategy: The final strategic choice in the cascade focuses on management systems. These are the systems that foster, support, and measure the strategy. To be truly effective, they must be purposefully designed to support the choices and capabilities.

Roger Martin

The heart of strategy, according to Lafley and Martin, is deciding where to play and determining how you will win there. Many handheld phone manufacturers, for example, would say they are in the business of making smartphones.

They would not likely say that they are in the business of connecting people and enabling communication any place, any time. But that is the business they are actually in— and a smartphone is just one way to accomplish that. An interview with site.

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A delayed or non-existent strategy can lead to mediocre positioning in the marketplace, inability to compete and ultimately failure. Oh, but you have marketing plans and other kinds of plans. A detailed plan that specifies what the firm will do and when does not imply that the things it will do add up to sustainable competitive advantage.

Develop core capabilities.

Create a management system. For example, in the first few pages we are shown how deciding on a winning aspiration can address the problem of relying upon a vision alone.

As a rule of thumb, start with people rather than money. They want to win with them.

To play merely to participate is self-defeating…. Why is it so important?

Playing To Win: How Strategy Really Works

Winning is worthwhile.Company leaders, they say, commit five kinds of mistakes when laying out their strategies: Leaders define strategy solely as a vision.

What management systems are required? This is a strategy book worth reading. Share to facebook Share to twitter Share to linkedin Playing to Win: The advantage is that each brand can be developed with imagery that is entirely independent and customized to the particular consumer experience — which is very different for Olay versus Crest versus Tide.