WHAT
クラシカル型戦略のベースは、魅力的な市場で最も良いポジションにつけることにより持続的な競争優位を築くことにあります。クラシカル型の環境では、競争優位性の基盤がわかっており、つくり変えることはできないため、規模、差別化、組織能力が優位性の源泉となります。
When
比較的安定した予測可能な市場で、競争のベースが確立され変化があまり見込まれない場合、クラシカル型戦略が有効です。このような、企業がつくり変えることが難しい市場では、差し迫った破壊的リスクはあまりなく、業界の環境は既定のものと考えられます。このアプローチが有効な環境のサインとして、規模に対するリターンが高い確立された業界、安定的で均質なビジネスモデル、ゆるやかな成長率があげられます。
How
クラシカル型戦略の策定・実行には、分析、計画立案、徹底的な実行、の3つのステップがあります。まず、市場の魅力度、競争のベース、企業の競争力にフォーカスして分析します。次の計画立案では、分析結果に基づいて予測し、めざすポジションを明確にし、それを実現するための道筋を描きます。そして、その計画を徹底的に実行します。
Biology and Strategy: The Rhinoceros
Companies using a classical strategy analyze, select, and plan the exploitation of a preferred strategic option. This mechanism is not restricted to the business world, however. White rhinoceroses exhibit the same characteristics with their foraging behavior.
White rhinos have evolved to prefer eating a significantly restricted selection of plant species, focusing on as few as 20. As a result, rhinos must secure territory rich in the specific mixture of plants that they prefer. Mirroring the classical analysis phase, a rhino bull first invests in finding a good feeding ground. Once the territory has been identified, it scent marks: the bull drops his dung in up to 30 well-defined piles, essentially staking out a position to exploit. The bull then patrols his turf and signals his reach by wiping his horns on the ground or bushes to repel potential competitors while he executes his strategy—that is, enjoys his food.
White rhinos have evolved to prefer eating a significantly restricted selection of plant species, focusing on as few as 20. As a result, rhinos must secure territory rich in the specific mixture of plants that they prefer. Mirroring the classical analysis phase, a rhino bull first invests in finding a good feeding ground. Once the territory has been identified, it scent marks: the bull drops his dung in up to 30 well-defined piles, essentially staking out a position to exploit. The bull then patrols his turf and signals his reach by wiping his horns on the ground or bushes to repel potential competitors while he executes his strategy—that is, enjoys his food.
関連出版物・論考
Only companies with a balanced portfolio of products—as reflected in BCG's growth share matrix—can use their strengths to truly capitalize on growth opportunities.
BCGの創設者、ブルース・ヘンダーソンが開発したこのコンセプトは、コストと累積生産量（経験）との間の一定の関係を示唆しています。
A stable competitive market never has more than three significant competitors, the largest of which has no more than four times the market share of the smallest.