Discussion and Conclusions

Tony Ellson

Chapter 10 in Culture and Positioning as Determinants of Strategy, 2004, pp 211-243 from Palgrave Macmillan

Abstract: Abstract This book suggests that strategic positioning is distinctive from operational positioning and strategic positioning is sustained by the competencies and capabilities of a business as opposed to the perceptions of reality through advertising and promotion. Furthermore, it proposes that the source of strategic positioning is the culture of the business as determined by the history of the company, the personal preferences of the senior management or owners. If the resultant behaviours of a company can be described as traits then the organization might be perceived to have a personality, recognizable by customers and competitors, and a key determinant of how the business chooses to trade. If the personality is unable to adapt to the changing circumstances of the market and the environment, then it is likely that the business will fail to grow. Former strengths indeed might become weaknesses and a diminution of relevant and meaningful competencies and capabilities will reduce the number of opportunities and increase the number of threats in the environment. Organizations risk becoming stuck in an ever-decreasing circle dictated by their own their own paradigmatic views of the world, their industry, and their customers.

Keywords: Senior Manager; Operational Position; Personal Preference; Market Segment; Chief Executive (search for similar items in EconPapers)
Date: 2004
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-50981-8_10

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DOI: 10.1057/9780230509818_10

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