Porter (1996) – What Is Strategy?

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• Strategy requires choosing a unique position through a distinct set of activities rather than copying competitors positioning
• Performing similar activities better than rivals improves efficiency but does not create long-term advantage operational effectiveness
• Sustainable advantage comes from consistency among activities that reinforce one another fit
• Strategic choices necessarily involve deciding what not to do trade-offs
• Competing by price or best practice alone leads firms toward similarity convergence
• Strategy creates value in ways competitors cannot easily replicate differentiation
• Benchmarking competitors erodes strategic uniqueness over time imitation
• Strategy operates at the level of the entire activity system activity system
• Growth without strategic coherence weakens advantage incoherence
• Strategy defines how a firm competes, not how well it operates choice

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