Critical tactics for implementing Porter's generic strategies

Abstract

Purpose To identify and cite examples of critical tactics for implementing Porter's generic strategies. Design/methodology/approach A survey of over 200 organizations was conducted to determine their relative use of tactics and organizational performance. Factor analysis and regression analyses were used to identify tactics that were strongly related to organizational performance. Examples of implementation are presented to illustrate use of the critical tactics. Findings A list of ten tactics were identified as significantly related with the generic strategies and higher levels of organizational performance. Research limitations/implications As is typical with survey research, the convenience sample of organizations used in this survey may or may not be representative of all organizations. Also, when using regression analysis it is important to keep in mind that correlation does not necessarily mean causation. Therefore we are not certain that the significant tactics caused the higher levels of organizational performance. Practical implications Managers will gain the knowledge of how to better tailor their strategy implementation to more effectively implement whatever generic strategy they attempt to use. Managers should pay particular attention to the critical tactics associated with their generic strategy. Originality/value This article is a practitioner‐oriented translation of an academic research study. The value of the current article is to share our findings with a more practitioner‐oriented community and present the implications of our findings to managers and decision‐makers in a less technical format.

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