<span class=”Apple-style-span” style=”border-collapse: separate; color: #000000; font-family: 'Times New Roman'; font-style: normal; font-variant: normal; font-weight: normal; letter-spacing: normal; line-height: normal; orphans: 2; text-indent: 0px; text-transform: none; white-space: normal; widows: 2; word-spacing: 0px; font-size: medium;”> strategy is an oft-overlooked aspect many small- and mid-sized businesses, not for profit, and public institutions believe applicable to corporate America, but not to them, not to their business, not to their institution. Nothing could be further from the truth. During recessions, businesses fail at increased rates. For some, it is matter of a business that was marginal from inception being unable to weather an economic cycle. For many, it is a matter of the convergence of events that have accumulated over time with the economic cycle. Independent of recession, many businesses and organizations never seem to fulfill the promise that was cause for their creation. Why? Fundamentally, everything is constantly changing. Neighborhoods, market areas, demographics, consumer preferences, substitute products, technological alternatives, DIY trends, and low- and lower-cost alternatives morph, change, evolve…and new competitors appear…constantly, while disruptive technologies and service models have increased access to capital and liquidity. As a result, a strategy, an idea, a business model that worked well a decade ago - in some cases, a year or two ago - can be rendered obsolete, forcing calamitous or catastrophic change in order for an organization or business to ensure its viability. Interesting examples abound; the arrival of Netflix had a cathartic affect on Blockbuster. The iPod and MP3 players had a similar affect on portable CD players. In health care, urgent care clinics and for-profit hospitals have emerged as major forces in the industry. The prevalence and growth of Charter schools in certain states has reduced public school system census counts. In higher education, on-line and for-profit universities now compete with traditional institutions. Competition and technological change are affecting the U.S. Postal Service. If you haven't noticed, most post offices no longer have stamp machines - not enough stamps are being sold. Inroads in parcel business and expedited delivery services offered by FedEx, UPS, DHL, and others, along with email, have dramatically affected Postal Service economies of scale - to the point postage stamp prices are driven by revenue-related volume decreases outstripping dramatic productivity and automation improvements the organization has made. What is the answer? Strategy. It is the framework from which an organization surveys trends, changes, and competitive threats, assesses them, and consciously determines how to compete, how to grow, how to be profitable and viable.








