The vocabulary the exams and the daily work both assume you already have. Every entry gives the definition, the source it is drawn from, and the misreadings that follow from getting it wrong.
36 concepts in Strategy, page 1 of 2
Compare strategic importance, service requirements, total costs and exit risks before deciding whether to build, buy or partner.
Strategy
Explain how a product creates, delivers and captures value. Compare revenue models and build a simple contribution calculation.
Strategy
Assess network effects, scale, data, intangible assets and switching costs without confusing customer retention with a durable advantage.
Strategy
The things an organisation can do that competitors cannot easily copy, and the filter that decides which market problems are worth this company solving.
Strategy
Recognise vague language, avoided problems, goals presented as strategy and objectives that cannot guide work. Includes a practical document review.
Strategy
Use customer survey responses alongside retention, product usage and commercial evidence. Understand the limits of the 40 per cent heuristic.
Strategy
Build a market size estimate from customer counts, eligibility, pricing and sales capacity. Distinguish annual market opportunity from obtainable revenue.
Strategy
Write a strategy brief that explains the problem, choice, evidence and implications, then test whether colleagues can use it in a real decision.
Strategy
Define a market by customer, problem, buying context and alternatives before choosing a target segment or estimating market size.
Strategy
Compare direct competitors, substitutes and the status quo, then use five forces to examine the pressures on pricing and profitability.
Strategy
Turn a strategy into testable claims, prioritise important evidence gaps and define success, failure and inconclusive results before a test.
Strategy
Connect strategic choices to customer outcomes, compare solution options and sequence roadmap work around evidence, dependencies and commitments.
Strategy
Connect a target customer, important problem, relevant alternative and credible benefit. Includes a worked value proposition and a customer testing exercise.
Strategy
Write objectives and key results that connect to strategy, define baselines and avoid confusing delivered features with customer outcomes.
Strategy
Connect early signals to customer and business outcomes, define metric denominators and time lags, and avoid treating correlation as proof.
Strategy
Compare customer segments by needs, buying behaviour, reach and economics, then choose a practical first market to test.
Strategy
Decisions made from evidence gathered outside the building rather than from opinion gathered inside it, and the specific habits that produce that evidence.
Strategy
Distinguish a platform from an API, test participant incentives and plan a small network with workable economics and governance.
Strategy
Compare self service, sales, partners and audience channels, then evaluate a distribution funnel using acquisition costs and customer contribution.
Strategy
Assign product roles, compare investment options and plan responsible exits while balancing established products with future opportunities.
Strategy