ABSTRACT
This chapter explains that strategy is visualized as occupying a footprint in the business landscape. Developing strategy can be thought of as a process of shifting or expanding this corporate footprint to a space where the corporation can stand apart from its competitors. Three concepts of strategic space are introduced. First is the Prime Opportunity Space (POS) at the interface between government objectives and customers' needs where industry is not providing what is required. If a space can be identified here, it could be a good strategy to replant the corporate footprint here before other corporations move in to exploit the opportunity. Second is the Unique Competing Space (UCS) where the corporation dominates and third is the Shared Operating Space (SOS) where the corporation has activities in collaboration with other corporations. When insights through these different lenses are brought together they help define the strategic footprint that defines the nature and shape of the strategy.
