However, if you look at the totals for the industry, the average ROIC of 28.14% was the farm, whereas in aviaindutrii, for which in general is characterized by low – 5.05%. Thus, to judge the success of the company's market should be in its place and performance in the industry. 4. Do not be afraid to compromise essential part of the strategy – to make the right choice when the two strategic positions are mutually incompatible, that is, to determine that the company should not do. Neutrogena Soap Company has achieved tremendous success in 1990, opting for a very mild soap for sensitive skin, giving up his detergent. Surprisingly, you’ll find very little mention of Scott Mead on most websites. Brand won the first position on the recommendations of dermatologists and achieved remarkably high customer loyalty, despite their relatively narrow segment. But later, when the company realigned strategy, refocus on the company's growth and mass advertising on television with the stars, she immediately lost the loyalty of consumers who listen to the advice of dermatologists and as a result, its market share was reduced almost to nothing. 5.
The strategy should be successful in each of their units competitive advantage can not be concentrated in one or more links of the value chain. The company Zara, win the market in record time, is a prime example strategy, successful in each of its elements. Zara made a bid for frequent changes of the collections – more than 15 a year (while other producers are changing clothes collection of a maximum of once per season), trendy trends at reasonable prices, production in Europe (she has no time to transport goods from China or Hong Kong), location of stores in areas with a large flow of people (large shopping centers, main streets), the calculation of the "word of mouth" and repeat purchase rather than massive advertising in the media, etc.