The Mission of Corporate Strategic Behavior ebook

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Strategic Positioning

Published February 11, 2015 by Mayrbear's Lair

Secret Weapon

An organization that is able to outperform its rivals over a prolonged period of time has sustainable competitive advantage. Google for example has sustainable competitive advantage because it continues to outperform its competitors consistently over and over. Past performance, however, is no guarantee of future performance. Automotive magnate, Henry Ford, was driven by his ambition to mass produce a reliable car at a low cost. Google founders, Larry Page and Sergey Brin, in the meantime, were motivated to create a better search engine. In his book, Strategic Management, Frank Rothaermel reveals that successful business people like these, made their fortunes as the consequence of providing quality products or services consumers wanted. He postulates that strategic management is the significant component that helps create superior value, while containing the cost to produce it (Rothaermel, 2013). In other words, the greater the difference between value, creation, and cost, or the greater economic contribution the firm makes, the greater the likelihood is that they will achieve the competitive advantage.

Competitive-Advantage (1)

Sharp executives learned that to gain a competitive advantage, the firm needs to provide other goods or services consumers value more highly than those of their competitors, or that their goods or services are similar to their competition, but are offered at a lower rate. The essence of strategic management therefore, is being different from their rivals which in turn, makes them unique. Harvard Business School expert Michael Porter (2011) emphasized that strategic management is as much about deciding what not to do as it is about deciding what decisions to make. In addition, because supplies of resources are not unlimited, leaders must carefully contemplate business strategies in their quest to achieve the competitive advantage (Porter, 2011). In other words, those that try to do everything for everybody, inevitably are creating a recipe for inferior outcomes.


Another component executives consider is that strategic positioning requires trade-offs. In The Mission of Corporate Strategic Behavior (2014), my research work took a peek at the many obstacles the music industry faced because of a shift in economic conditions as well as the strategic decisions executives made and new partnerships they forged to remain competitive in a changing market place (Berry, 2014). Industry leaders achieved these goals through strategic management by staking out a unique position in their industry that allowed them to continue to provide value to their customers while controlling costs while protecting their intellectual property. Other companies, in the meantime, create strategic positioning by cooperating with competitors to achieve strategic objectives. The term for this practice is known as “coopetition”. For example, JCPenney is a low-cost retailer. It is clear their strategic profile serves a specific market segment. Saks Fifth Avenue on the other hand, is an upscale retailer. They built their strategic profile by providing superior customer service to a specific luxury market segment. Although these companies are in the same industry and their respective customer segments may overlap a little, if at all, because of their positing strategies, they are not direct competitors. To keep it that way, executives must make conscious trade-off decisions that will enable both organizations to strive for the competitive advantage in the same industry.

Well, that’s it for today! Until next time … Keep your systems strategically organized


“Leaders must be close enough to relate to others, but far enough ahead to motivate them.” ― John C. Maxwell


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Berry, M. A. (2014). The mission of corporate strategic behavior. USA: Kindle Direct Publishing.

Porter, M. (2011). HBR’s 10 must reads on strategy. Boston, MA: Harvard Business Review Press.

Rothaermel, F. (2013). Strategic management. New York, NY: McGraw-Hill.

A Time of Transition

Published January 21, 2015 by Mayrbear's Lair

CSN PAC with icons

Now that I am managing two significant leadership positions at CSN’s Performing Arts Center, I am so grateful for the training I received in the graduate program on organizational management to help with the development of strategies and systems to manage my time optimally. What I learned from the research I conducted during my studies, is that strategic management plays an important role in determining outcomes and devising tactics to achieve goals. In addition to my responsibilities as Publications Writer, I am also now tending to the day-to-day activities of maintaining operational functions as the Managing Director at the Performing Arts Center (PAC). This means scheduling staff and event productions; drawing and negotiating contracts for new vendors; ordering necessary products to maintain operations, making arrangements for repairs, and engaging in a variety of tasks to maintain a fully operational performing arts enterprise,in addition to finding time to create press releases, reach out to media and various departmental heads to discuss, produce, and schedule a variety of promotional and advertising campaigns to support upcoming events. Needless to say, time management and devising effective strategies are essential components to achieve positive outcomes in all aspects of the PAC’s business operations.

The Mission Cover Art

During my research work in grad school, some of which I compiled into accelerated learning e-books that are now available for sale at and, I discovered that the learning process is a significant element in organizational management. To achieve successful outcomes, top performers in leadership positions will implement strategic planning to minimize obstacles by detecting, analyzing, and correcting errors to deal with them more readily, consistently, and effectively. In my e-book, the Mission of Corporate Strategic Behavior (soon available in audiobook format), I examine how capturing knowledge and using it effectively can be a highly successful strategy in achieving organizational goals (Berry, 2014). In other words I discovered that the most effective company leaders understand that actionable knowledge is an important component in running an organization efficiently. So now I that I find myself assigned in an important leadership position, I am looking at all of my research and training in organizational management to help me achieve successful outcomes at the PAC.


Currently, I am in the forming and norming stages and am focused on collecting useful artifacts and important data to help me devise the most effective strategies to keep the PAC operating efficiently. As the Interim Managing Director, I am looking to maintain or set up different systems, so that staff members and I can continue to operate at full capacity, as well as help maintain a competitive edge in our marketplace by understanding it clearly, in addition to anticipating new trends and changes that may occur. Organizational management strategist Mary Coulter (2010) points out that when an organization has a weak presence in their industry, it makes it difficult to achieve positive outcomes (Coulter, 2010). Therefore, implementing strategies like situation analysis is imperative at this time to keep the PAC running smoothly.

Well that’s a wrap for this post. On Friday we will take a closer look at various issues that can lead to the breakdown of cohesive units and the role effective leadership plays in a time of transition, like the one I find myself in the middle of presently. Until then keep a positive attitude and stay organized! It’s full steam ahead!


A leader is best when people barely know he exists, when his work is done, his aim fulfilled, they will say: we did it ourselves. – Lao Tzu


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For more information on Media Magic’s digital publications, or to purchase any of our Business Life titles, please visit’s new feature called “Author Central” to view:

Mayr’s Author Page