“when it came to where to play, the company needed to define which regions, categories, channels, and consumers would give P&G a sustainable competitive advantage.” — A.G. Lafley Copy Share Image
“when it came to where to play, the company needed to define which regions, categories, channels, and consumers would give P&G a sustainable competitive… — A.G. Lafley Copy Share Image
“When a company sets out to participate, rather than win, it will inevitably fail to make the tough choices and the significant investments that… — A.G. Lafley Copy Share Image
“First, Olay needed to convince skin-care-savvy women that the new Olay products were just as good as, or better than, higher-priced competitors. It began… — A.G. Lafley Copy Share Image
“The plan was to remake Oil of Olay—its brand, its business model, its package and product, its value proposition, and even its name.” — A.G. Lafley Copy Share Image
“Strategy needn’t be mysterious. Conceptually, it is simple and straightforward. It requires clear and hard thinking, real creativity, courage, and personal leadership.” — A.G. Lafley Copy Share Image
“Winning is what matters—and it is the ultimate criterion of a successful strategy.” — A.G. Lafley Copy Share Image
“experiencing shopping as a consumer would. Nothing else would have worked without those insights. Second, Clay Street is about building a team totally driven… — A.G. Lafley Copy Share Image
“It chooses to play in its own retail stores, with athletic wear for women. It decides to win on the basis of performance and… — A.G. Lafley Copy Share Image
“The heart of strategy is the answer to two fundamental questions: where will you play, and how will you win there?” — A.G. Lafley Copy Share Image
“a strategy is a coordinated and integrated set of five choices: a winning aspiration, where to play, how to win, core capabilities, and management… — A.G. Lafley Copy Share Image
