Strategic Supremacy Pure & Simple : Don't Change The Rules, Change The Game

by Michael Robert and Carlos Dias

Why settle for a "me-too" strategy, when you can change the game and reign supreme in your industry? Mike Robert shows you in this blockbuster new book how you can use Strategic Thinking to create a... This description may be from another edition of this product.

• Format: Hardcover
• ISBN: 0970998503
• ISBN13: 9780970998507
• Release Date: June 2001
• Publisher: Poutray, Pekar, Stella, Inc.
• Length: 185 Pages
• Weight: 1.20 lbs.

Customer Reviews

For Most Decision-Makers, Adequate Guidance

Robert's basic assumption, pure and simple, is that when formulating the most appropriate strategy, an organization's leaders should not change the "rules"; rather, change the "game." The core issue is control: who has it and how well they leverage it to achieve and then sustain supremacy over competitors. Frankly, I found very little thinking in Robert's book which I would characterize as "cutting edge" or "innovative." However, all of his ideas are rock-solid, time-tested, and of direct relevance at a time when change (indeed volatility) is the only constant in the competitive marketplace. He carefully organizes his material within 14 chapters whose titles range from "Strategic Supremacy: Not a Dirty Word" to "CEOs Speak Their Minds on the Value of Strategic Supremacy." The Strategic Thinking process which Robert first introduced in 1980 remains essentially the same when examined in this book. It involves concepts such as "a singular Driving Force," "Areas of Excellence," and "Strategic Leveraging." Throughout his book, Robert explains why "significant shifts in market share occur, not by imitating a competitor's strategy, but by developing a strategy that changes the rules of play." In this volume, with meticulous care, Robert explains HOW. I think this book will be especially helpful to decision-makers in smaller organizations which tend to have severely limited resources. In recent years, several people have suggested that the business strategy has been replaced by the business model. My own opinion is that they are not mutually exclusive; on the contrary, they are interdependent. Those in need of formulating a business model will find that several of Robert's core concepts can assist that effort.