opportunity 95 of 150   The success of a strategic competitive advantage in delivering differentiation is in no small way dependent of the nature of that strategic competitive advantage and how focused it is.   Michael Porter, Professor of Strategy at Harvard University, would suggest that the more focused the strategic competitive advantage, the better. […]

opportunity 95 of 150   The success of a strategic competitive advantage in delivering differentiation is in no small way dependent of the nature of that strategic competitive advantage and how focused it is.   Michael Porter, Professor of Strategy at Harvard University, would suggest that the more focused the strategic competitive advantage, the better. Porter recommends a very narrow scope.   I would add to this that businesses should resist the temptation to develop a long list of strategic competitive advantages. Very few businesses have the capability to deliver on more than one strategic competitive advantage.   A single focused strategic competitive advantage is generally easier to:   adapt leverage sustain believe   The strategic competitive advantage needs to address the needs and wants of the primary target market – delivering a differentiation that is relevant to that market. Focus makes this easier.   The business should, ideally, leverage…