p.1 In this book you will revisit the principles that guide strategy formulation.
p.9 This book is about the process of developing and analyzing strategies. It presents the principles, tools,
and templates necessary for choosing among strategic alternatives.
p.21 No assessment of a firm's strategy is complete without careful attention to sustainability.
p.24 A firm's position can be expressed only relative to other firms. In developing strategy,
never take competitors' positions as given or fixed. While it can be tough to anticipate the action and reaction of
rivals, it is important to make intelligent conjectures by stepping into their shoes.
p.24 In situations of high risk, evaluate strategies more on the extent to which they create or
destroy options and less on a single prediction of their expected value.
p.27 To be successful, firms have to do something well.
p.28 Because the B-C [JLJ - pronounced B minus C, benefits minus cost] framework is both
powerful and general, we think it is an ideal tool for organizing strategic analysis.
p.34 Many strategists, including Porter, admonish firms not to pursue more than
one generic strategy at a time
p.70 We have now completed the theory of competitive advantage. To outperform their rivals, firms
must create more B-C than they do. This requires scarce, immobile resources and capabilities.
p.73-74 If a firm is to accurately assess its strategic position, then it must explicitly measure
its B-C... Measurement validates claims of superiority... measurement of B-C provides unmistakable
evidence of a firm's long run economic viability... Measurement is an essential element of strategy
p.97 If a firm believes it is positioned to outperform its rivals, or is in the unfortunate
position of lagging its rivals, it should be able to find tangible evidence of this by examining B-C.
