The Four Competitive Business Drivers Theory + Model + Strategy + Tactics

Sometimes management books achieve a clear-cut distinction betweenstrategyandtactics.
Seldom they include thebusiness modelas athirdcompetitiveness driver.
And never so far, has thetheory of businessbeen considered as afourthrequired performance vector, different from all other three.
However,organizational optimizationrequires all four: thewhy, where, whatandhow.
Thetheory of business(Drucker) is thewhythe company makes sense. The reality assumptions the organization is grounded upon. What it is paid for.
Thebusiness model(Porter) is thewhat: the basic pillars of a firm's organization. How it transforms client satisfaction into value for itself.
Strategy(Joffre) is thewhere: the choice of 1) geographical areas; 2) industries; and 3) (within them of) segments.
Andtacticsis thehow, respecting to the nine functional areas from marketing (Kotler) to human resources; to how to advertise; how to motivate; etc.
Four inferences follow:
All four drivers are necessary conditions, none sufficient;They interrelate, some impacting on others;They must fit reinforcing each other; andThey should be periodically reviewed (under a sequence of steps).
This is illustrated by the book'sdetailed examplesof e.g. Nike, Dollar Shave Club, Spotify, SpaceX, Vendôme, Sears, IBM, Apple Music, McDonald's, Marks & Spencer, Canva, SolarCity, Farfetch, etc.
Thefundamental messageis that neglect of any of the four drivers bringsefficiency (doing things right - the Phronesis of Aristotle)at the cost oflower effectiveness (doing the right things - the Chokhmah of Solomon).
With more and more resources producing less and less,underperformance will follow.

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