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In today's multipolar world economy, strategic alignment is a key
determinant of competitive advantage. Coca-Cola, Danone, Diageo,
DuPont, Lufthansa and Tata are some of the companies that strive
for a pragmatic approach to balancing competitive strategies with
political and social obligations. Aligning for Advantage argues
that to build and sustain corporate success, companies must
synchronize business objectives and market positions with political
and regulatory activism and social and environmental engagement.
Moreover, to be credible and realizable, these external market and
nonmarket strategies need to be equally attuned with corporate
vision, values, and culture. The book advances a managerial process
and conceptual framework for aligning corporate strategy. In some
cases alignment may mean deep, strategically embedded partnerships
with governments, NGOs, or other stakeholders. In others, alignment
may take the form of looser, temporary collaborations with outside
organizations. No matter the approach, the relationship between
nonmarket and market strategies should be deliberate and genuine,
not accidental or artificial. Truly aligned strategies should
reconcile and modulate sometimes conflicting external demands in a
way that is appropriate for the corporation's geographic and market
positions. In the end, companies must leverage their overall
nonmarket strategy as a source of competitive advantage.
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