Leadership in the Market and Value Disciplines
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
According to Treacy and Wiersema's research, businesses that push the limits of
one value discipline while adhering to industry norms in the other two
frequently obtain a sizable advantage that rivals find challenging to overcome.
One of the main reasons is that value-discipline leaders align their whole
business model to support a selected value discipline rather than merely
customizing their goods and services to suit the tastes of their clients. This gives
them a longer-lasting competitive advantage by making it far more difficult for
rivals to imitate them.
Businesses that follow the same value discipline but are in different industries
have a lot in common. For instance, the pursuit of operational excellence unites
the corporate strategies of Federal Express, Southwest Airlines, and WalMart.
Therefore, a FedEx employee would probably feel very at ease at Wal-Mart, and
vice versa. Similarly, there are many similarities between the processes,
structures, and cultures of industry giants like Nike in sports shoes, Johnson &
Johnson in healthcare and pharmaceuticals, and Apple in electronics. However,
the parallels between disciplines stop there. Wal-Mart employees do not mesh
well with the cultures, management philosophies, and value propositions of
Nordstrom or Nike.
One important question is whether the underlying value discipline "travels" or if
the company must adopt a different strategic focus in order to flourish when it
chooses to go global and faces the difficulty of modifying its business model to
meet the demands of a foreign market. As the following minicase demonstrates,
it is much simpler to modify an existing business model within a specific value
discipline where the company excels than to develop a new business model
based on a different value discipline that the company has not previously
prioritized.
