Quotes About Strategy

There simply is no such thing as the best or even a good move apart from a particular situation in a game and the particular personality of one's opponent.

He paid his people for their intellect and their opinions, not to play it safe until the answer was obvious.

instead of fighting the system, it was often better to say yes and then go off and do whatever you thought was best.

He had the gift of all great tacticians. He could focus on the smallest detail and never lose sight of the overall picture.

They had too many rules, and they were in a war against an enemy who had none.

moving down the stairs. "What's our best guess?" he whispered. There was some discussion on

Sometimes there's no way to win. The only thing you can do is manage your losses.

Talibus insidiis periurique arte Sinonis credita res, captique dolis lacrimisque coactis, quos neque Tydides, nec Larisaeus Achilles, non anni domuere decem, non mille carinae.

This idea struck me: the army is the body : I am the brain. Thinking is my fighting. (15 May 1940)

Never go up against a Sicilian when death, is on the line.....ha ha ha ha ha ha ha ha ha ha ha..........(thump)

Knight seemed to him to be constantly playing some game of his own invention, without telling his partners its rules.

Problems are the poetry of chess. They demand from the composer the same virtues that characterize all worthwhile art: originality, invention, harmony, conciseness, complexity, and splendid insincerity.

In life, as in chess, it is always better to analyze one's motives and intentions.

The backbone of surprise is fusing speed with secrecy.

It is conventionally believed that companies can either create greater value to customers at a higher cost or create reasonable value at a lower cost. Here strategy is seen as making a choice between differentiation and low cost.21 In contrast, those that seek to create blue oceans pursue differentiation and low cost simultaneously.

Instead of drilling down and finding ways to creatively meet the target cost as Ford did, if companies give in to the tempting route of either bumping up the strategic price or cutting back on utility, they are not on the path to lucrative blue waters.

Focus on the big picture, not the numbers.

Blue ocean strategists do not seek to beat the competition. Instead they aim to make the competition irrelevant.

The natural strategic orientation of many companies is toward retaining existing customers and seeking further segmentation opportunities. This is especially true in the face of competitive pressure. Although this might be a good way to gain a focused competitive advantage and increase share of the existing market space, it is not likely to produce a blue ocean that expands the market and creates new demand.

The hardest battle is simply to make people aware of the need for a strategic shift and to agree on its causes

Drawing a strategy canvas is never easy. Even identifying the key factors of competition is far from straightforward. As you will see, the final list is usually very different from the first draft

the strategic price you set for your offering must not only attract buyers in large numbers but also help you to retain them.

The cost side of a company's business model ensures that it creates a leap in value for itself in the form of profit—that is, the price of the offering minus the cost of production. It is the combination of exceptional utility, strategic pricing, and target costing that allows companies to achieve value innovation—a

Every blue ocean will eventually be imitated and turn red