Youhavetobeabletotranslatethatintoactionsforittobe a greatstrategy.
Planningdoesnothavetohaveanysuchcoherence, andittypicallyiswhatpeopleinmanufacturingwant, thefewthingstheywanttobuild a newplant, andthemarketingpeoplewanttolaunch a newbrand, andthetalentpeoplewanttohiremorepeople.
Theretendstobe a listthathasnointernalcoherencetoitandnospecificationof a waythatthatisgoingtoaccomplishcollectivelysomegoalforthecompany.
A strategy, ontheotherhand, specifiesanoutcome, a competitiveoutcomethatyouwishtoachieve, whichinvolvescustomerswantingyourproductorserviceenoughthattheywillbuyenoughofittomaketheprofitabilitythatyou'd liketomake.
Sotheirstrategyendedupbeinghaving a substantiallylowercostthananyofthemajorcarrierssothattheycouldoffersubstantiallylowerprices.
Becauseithad a wayofwinning, itgotbiggerandthenbiggerandthenbiggerandthenbiggerandbiggerandbiggerandbiggeruntilitfliesthemostpassengerseatmilesinAmerica.