Abstract
This chapter presents the tools and best practices allowing CEOs and top managers to define their company’s strategic positioning. Defining its strategic positioning should provide the company with factual information about its strengths and weaknesses relative to competitors, the intrinsic value of its strategic business units (SBUs), and suggest development choices relative to this value. In today’s ever-changing environment, this requires fixing the company’s long-term vision of its target product/market domains and how it intends to pass from one competitive advantage to another. It also requires assessing the capabilities likely to generate, exploit and renew this portfolio of “transient” advantages. Working-out the company’s strategic positioning will lead to choosing from different strategic models built around the notion of fit between the company’s strategic choices and the resources and organisational processes that make these choices feasible.
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