Any final choice you make will be at the expense of the profits/benefits that could have been generated by the excluded project
Mutual exclusivity is a statistical term describing at least two events that can not take place simultaneously.
It is used to describe a situation where the occurrence of one event is not influenced or caused by another. For example, the same person who owns a sum of money cannot simultaneously invest it in an investment fund and buy company shares. Another example: the results of tossing coin run may result in "heads" or "tails", but not both. These results are collectively exhaustive, that is to say that one of the two must necessarily occur in order to eliminate the remaining possibility. However, any mutually exclusive event is not exhaustive because, in the case where one draws a six-sided dice, two opposing sides are mutually exclusive, but other results are possible on the four other faces.
In the corporate world, the concept of mutual exclusivity is applied in capital budgeting. Firms often have to choose between a number of different projects in order to add value to the business. Some of these projects are mutually exclusive, like the sides of a coin, while others, like the faces of the dice, are independent. Here is a scenario:
A company has a budget of 50,000 euros to invest in new projects. Projects A and B cost 40,000 euros each and project C only costs 10,000: the company can combine A and C or B and C, but not A and B; A and B are mutually exclusive while C and A and C and B are independent.
Thus, faced with two mutually exclusive options, the company must consider the opportunity cost related to each of these projects because the final choice will be at the expense of the profits that could have generated the excluded project.
Any goal can be pursued in a variety of ways. It is the job of strategy to choose the most effective course of action for attaining objectives.
Whether a small or an ambitious one, projects which do not have enough ressources allocated are bound to fail
I wanted my team to understand that strategy is disciplined thinking that requires tough choices and is all about winning. Grow or grow faster is not a strategy. Build market share is not a strategy. Ten percent or greater earnings-per-share growth is not a strategy. Beat XYZ competitor is not a strategy. A strategy is a coordinated and integrated set of where-to-play, how-to-win, core capability, and management system choices that uniquely meet a consumer’s needs, thereby creating competitive advantage and superior value for a business.
Strategy is a way to win—and nothing less.
From 20,000 sold units on the first year to 300,000 the following one, how a brand which was born out of a brainstorming session at Toyota in 1983 jumped over the competition so successfully?
Part of the reason has to do with the marketing strategy, another is in the financial resources Toyota was willing to put in :
The first Lexus took six years and one billion dollars to build.
Chester Dawson, author of “Lexus: The Relentless Pursuit said:
“When I had the opportunity to speak to the Chairman of Toyota a couple of years ago, I asked him about expenses. He said that he told his crew to spend as much money as they needed to, but the company would not be willing to put a dime into building a maintenance network in the U.S. because it expected the car to never break because of all the funds that were being put into it. That was obviously an overstatement, but it reflected this kind of thinking. They plowed all kinds of money into it and they took apart the competition. Literally. They went into every car—the S Class, the 7 Series BMW—broke them down into each component ...