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The Strategic Management Frameworks and the Delta Model: Putting Customers Before Products

The Dangers of the Conventional Definition of Strategy

Strategy as Rivalry

Enrique R. Suarez

suarezenrique@yahoo.com

suarezenrique@post.harvard.edu

Until now, the prevailing view – shared by most practicing managers and academics – has been to define the goal of strategy as achieving sustainable competitive advantage.

Most, if not all, of the most respected and popular frameworks that guide the strategy developme

A Comparison Among the Three Most Important Strategic Frameworks: Porter, the Resource-Based View of the Firm, and the Delta Model

Enrique Suarez

http://www.wix.com/suarezenrique/delta

suarezenrique@yahoo.com

According to former MIT professor Arnoldo Hax, creator of the Delta Model, in spite of the enormous proliferation of competing schemes in the business strategy literature, there are two fundamental paradigms that have emerged as the most influential in the last two decades. First, Competitive

HOW THE FULL-GROWN QUALITY COMPANY DELIVERS SUPERIOR PERFORMANCE AND CUSTOMER BONDING

By:

Enrique R. Suarez

International Management Consultant & Professor
Master of Education & International Development

Harvard University
suarezenrique@yahoo.com - http://www.wix.com/suarezenrique/delta

In the full-grown organization executives have a systems view of their organization. They see interrelationships, not things. They manage things and lead people. Change is a mosaic of processes, methods, materials, equi

Learn the Most Advanced Business Strategy in the World

The Delta Model: Putting Customers before Products

Presented by:

Enrique Suarez

http://www.wix.com/suarezenrique/delta

For many years the ultimate goal of strategy has been to achieve a competitive advantage. Organizations have operated more or less as if they are at war with one another, vying only to offer the superior product. But with the interconnection made possible by the Internet and other new technologies, it is clear that this approa

In the full-grown organization executives have a systems view of their organization. They see interrelationships, not things. They manage things and lead people. Change is a mosaic of processes, methods, materials, equipment, work environment and people. The shifting, understood patterns of change are controlled using statistical theory and other quality tools. Controlled not because someone in upper management is atop all the processes and information, but because:

• · Customers and their requirem