{"id":7108,"date":"2019-06-25T10:00:00","date_gmt":"2019-06-25T16:00:00","guid":{"rendered":"https:\/\/metamedia.cloud\/?p=7108"},"modified":"2026-10-11T14:22:20","modified_gmt":"2026-10-11T20:22:20","slug":"the-strategy","status":"publish","type":"post","link":"https:\/\/metamedia.cloud\/en\/the-strategy\/","title":{"rendered":"What Is Business Strategy: Will, Ability, and Knowledge in Your Small Business"},"content":{"rendered":"<p>The strategy is to decide what goal you\u2019re going to pursue and how you\u2019re going to combine your limited resources (money, time, people, and reputation) to achieve it in the face of competition. In an SME, a strategy is effective when it achieves the goal while spending as little as possible and aligns three things: what you want, what you can do, and what you know how to do.<\/p>\n<h2>What is strategy, in one sentence?<\/h2>\n<p><strong>Strategy is choosing a goal and coordinating your resources across time and space to achieve it, despite the intentions of your competitors.<\/strong><\/p>\n<p>French General Andr\u00e9 Beaufre put it in more academic terms in his book <em>Introduction to Strategy<\/em> (1963): Strategy is \u201cthe art of the dialectic between wills that use force to resolve their conflict.\u201d In business, you don\u2019t use force; you use budget, product, price, distribution, and reputation. But the idea is the same: there is another will facing you\u2014that of your competitor\u2014and it\u2019s not going to stand idly by.<\/p>\n<p>Sun Tzu begins <em>The Art of War<\/em> saying that war is of vital importance to the state and that it is an issue that cannot be neglected under any circumstances. Replace \u201cstate\u201d with \u201ccompany,\u201d and there\u2019s your first lesson: strategy isn\u2019t just a luxury for large corporations. It\u2019s what sets apart the SME that grows from the one that merely survives.<\/p>\n<h2>What is the purpose of strategy in a business?<\/h2>\n<p>The purpose of the strategy is to achieve or maintain objectives by making the best possible use of available resources. This involves two tests:<\/p>\n<ul>\n<li><strong>Effectiveness:<\/strong> Did you achieve your goal?<\/li>\n<li><strong>Media Economics:<\/strong> Did you pull it off without wasting more money, time, or people than necessary?<\/li>\n<\/ul>\n<p>There are three types of objectives:<\/p>\n<ul>\n<li><strong>Offense:<\/strong> win over customers, enter a new city, take business away from a competitor.<\/li>\n<li><strong>Defensive:<\/strong> retain your best customers when a cheaper competitor enters the market.<\/li>\n<li><strong>Maintenance:<\/strong> maintain your margin and your position while you invest in something else.<\/li>\n<\/ul>\n<p>In war, achieving your objective means breaking the enemy\u2019s will. In the marketplace, it\u2019s not about destroying anyone. It\u2019s about getting the customer to choose you and making your competitor conclude that competing in your market segment isn\u2019t in their best interest.<\/p>\n<h2>Will, ability, and knowledge: the three pillars of any strategy<\/h2>\n<p>Every strategy rests on three components. If one is missing, the strategy fails, even if the other two are excellent.<\/p>\n<table>\n<thead>\n<tr>\n<th>Pilar<\/th>\n<th>Key Question<\/th>\n<th>From a strategic perspective<\/th>\n<th>At Your Small Business<\/th>\n<\/tr>\n<\/thead>\n<tbody>\n<tr>\n<td><strong>To love<\/strong><\/td>\n<td>What do I want to achieve, and how long am I going to keep it up?<\/td>\n<td>The Will to Win<\/td>\n<td>A genuine commitment from management, a written budget allocation, and patience to measure results<\/td>\n<\/tr>\n<tr>\n<td><strong>Power<\/strong><\/td>\n<td>Do I have the resources and the freedom to do that?<\/td>\n<td>Freedom of action<\/td>\n<td>Cash flow, delivery capacity, permits, contracts, and not relying on a single supplier or platform<\/td>\n<\/tr>\n<tr>\n<td><strong>Saber<\/strong><\/td>\n<td>Do I know how to run it?<\/td>\n<td>Ability to Execute<\/td>\n<td>An experienced team, clear processes, customer data, and tools such as a CRM<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<p>It's no use knowing how to beat a competitor\u2014or wanting to\u2014if you can't do it, whether because of a lack of resources or because something beyond your control is preventing you from doing so. And it's no use being able to do it if you don't know how\u2014or if, deep down, you don't really want to.<\/p>\n<h2>Four Historical Lessons and What They Mean for Your Business<\/h2>\n<p>Military history is useful because it shows\u2014with enormous consequences\u2014what happens when one of the three pillars fails. It is not about glorifying war, but about learning from well-documented decisions.<\/p>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"aligncenter size-large wp-image-7109\" src=\"https:\/\/metamedia.cloud\/wp-content\/uploads\/2019\/06\/Irak-vs-Kuwait-fuente-wikiwand-2-1024x698.jpg\" alt=\"Map of Iraq and Kuwait, the theater of the Gulf War from 1990 to 1991\" width=\"800\" height=\"545\" srcset=\"https:\/\/metamedia.cloud\/wp-content\/uploads\/2019\/06\/Irak-vs-Kuwait-fuente-wikiwand-2-1024x698.jpg 1024w, https:\/\/metamedia.cloud\/wp-content\/uploads\/2019\/06\/Irak-vs-Kuwait-fuente-wikiwand-2-300x204.jpg 300w, https:\/\/metamedia.cloud\/wp-content\/uploads\/2019\/06\/Irak-vs-Kuwait-fuente-wikiwand-2-768x523.jpg 768w, https:\/\/metamedia.cloud\/wp-content\/uploads\/2019\/06\/Irak-vs-Kuwait-fuente-wikiwand-2-1536x1047.jpg 1536w, https:\/\/metamedia.cloud\/wp-content\/uploads\/2019\/06\/Irak-vs-Kuwait-fuente-wikiwand-2-2048x1396.jpg 2048w, https:\/\/metamedia.cloud\/wp-content\/uploads\/2019\/06\/Irak-vs-Kuwait-fuente-wikiwand-2-18x12.jpg 18w, https:\/\/metamedia.cloud\/wp-content\/uploads\/2019\/06\/Irak-vs-Kuwait-fuente-wikiwand-2-600x409.jpg 600w\" sizes=\"auto, (max-width: 800px) 100vw, 800px\" \/><\/p>\n<h3>Desert Storm: When the Three Pillars Align<\/h3>\n<p>On August 2, 1990, Iraq invaded Kuwait. The UN condemned the invasion, and the United States led a coalition of 35 countries (some sources put the number as high as 42 when all contributions are included). On January 17, 1991, Operation Desert Storm began with an air campaign. The ground offensive began on February 24, and a ceasefire was declared on February 28\u2014less than 100 hours after ground operations began.<\/p>\n<p>The coalition had a clear and specific objective (to liberate Kuwait), the means to achieve it, and a workable plan. Will, capability, and knowledge were all aligned.<\/p>\n<p><strong>For Your Small Business:<\/strong> &#8220;crecer&#8221; no es un objetivo. &#8220;Recuperar 40 cuentas industriales en el Baj\u00edo antes de diciembre&#8221; s\u00ed lo es. Un objetivo concreto te permite calcular qu\u00e9 medios necesitas y saber si los tienes.<\/p>\n<h3>Yom Kippur: Wanting and Knowing, but Not Being Able<\/h3>\n<p>On October 6, 1973, Egypt and Syria launched a surprise attack on Israel. Egypt crossed the Suez Canal and occupied a narrow strip along the eastern shore of the Sinai Peninsula\u2014not the entire peninsula. Syria advanced into the Golan Heights, but within three days it was pushed back to its pre-war lines.<\/p>\n<p>Despu\u00e9s Israel contraatac\u00f3: cruz\u00f3 el canal a partir del 15 de octubre, cerc\u00f3 al Tercer Ej\u00e9rcito egipcio y al terminar las hostilidades estaba a unos 101 km de El Cairo y a 40 km de Damasco. La ONU aprob\u00f3 la Resoluci\u00f3n 338 el 22 de octubre para el cese al fuego. El 24 de octubre Leonid Brezhnev envi\u00f3 a Richard Nixon un mensaje en el que planteaba que la URSS podr\u00eda tomar &#8220;medidas apropiadas&#8221; de forma unilateral; Estados Unidos respondi\u00f3 elevando su alerta militar a DEFCON III y presion\u00f3 a Israel para que respetara la tregua.<\/p>\n<p>Israel wanted to and knew how to proceed, but it couldn't: its freedom of action depended on the superpowers.<\/p>\n<p><strong>For Your Small Business:<\/strong> tu libertad de acci\u00f3n tambi\u00e9n depende de terceros. Si el 100% de tus ventas viene de Mercado Libre, de una sola cuenta publicitaria en Meta o de un distribuidor exclusivo, cualquier cambio de reglas te deja sin &#8220;poder&#8221; de un d\u00eda para otro. Diversificar canales es una decisi\u00f3n estrat\u00e9gica, no t\u00e9cnica.<\/p>\n<h3>Hannibal: Winning battles doesn't mean winning the war<\/h3>\n<p>En el a\u00f1o 216 a.C. An\u00edbal aplast\u00f3 a los romanos en Cannas. Seg\u00fan Tito Livio, su oficial Maharbal le reproch\u00f3 no marchar de inmediato sobre Roma: &#8220;Sabes vencer, An\u00edbal, pero no sabes aprovechar la victoria&#8221;. Muchos historiadores modernos matizan esa cr\u00edtica: su ej\u00e9rcito estaba agotado, Roma ten\u00eda murallas s\u00f3lidas y capacidad para levantar nuevas legiones, y An\u00edbal no contaba con equipo de asedio. Es decir, quiz\u00e1 no era falta de querer, sino de poder.<\/p>\n<p>Rome, on the other hand, did have a strategy. Publius Cornelius Scipio landed in Africa (near Utica, around 204 B.C.), Carthage was forced to recall Hannibal to Italy, and in 202 B.C., Scipio defeated him at Zama. A peace treaty was signed in 201 B.C. Carthage was not destroyed then, but only in 146 B.C., at the end of the Third Punic War.<\/p>\n<p><strong>For Your Small Business:<\/strong> A campaign that goes viral or a record-breaking month of sales is a battle won. If you don't have the capacity to fulfill orders, follow up, and turn those customers into repeat customers, that victory evaporates. That's where the <a href=\"\/en\/the-tactic\/\">tactics and the principle of building on success<\/a>.<\/p>\n<h3>Little Bighorn: Having resources doesn't mean knowing how to use them<\/h3>\n<p>El 25 y 26 de junio de 1876, en el r\u00edo Little Bighorn (Montana), guerreros lakotas (sioux) y cheyenes derrotaron al 7.\u00ba de Caballer\u00eda de Estados Unidos. George A. Custer dividi\u00f3 su fuerza en tres grupos de ataque. Las cinco compa\u00f1\u00edas bajo su mando directo fueron aniquiladas, unos 210 hombres; en total murieron alrededor de 268 soldados y acompa\u00f1antes. Las compa\u00f1\u00edas de Reno y Benteen sobrevivieron, as\u00ed que no murieron &#8220;todos sus jinetes&#8221;.<\/p>\n<p><strong>For Your Small Business:<\/strong> Underestimating a smaller competitor and spreading the budget across six channels at once is the business world's version of Custer's mistake. A bigger budget doesn't make up for not knowing the terrain.<\/p>\n<h2>Why does the owner need to understand the strategy?<\/h2>\n<p>Niccol\u00f2 Machiavelli, in Chapter XIV of <em>The Prince<\/em>, warns that a prince who does not understand the art of war will not be respected by his soldiers nor will he be able to trust them. The modern version: if you don't understand your own business strategy, you can't lead your sales team or evaluate your agency. It's one of the reasons why <a href=\"\/en\/por-que-tu-negocio-no-genera-clientes-con-marketing-digital-aunque-ya-tengas-web-redes-y-agencia\/\">Many businesses don't attract customers even though they already have a website, social media accounts, and an agency.<\/a>.<\/p>\n<h2>How to Apply \"Want, Can, and Know\" in Your Small Business: 5 Steps<\/h2>\n<ol>\n<li><strong>Write down a measurable, time-bound goal.<\/strong> Ejemplo: &#8220;20 clientes nuevos de mantenimiento industrial en Quer\u00e9taro en seis meses, con ticket promedio de 35,000 MXN&#8221;.<\/li>\n<li><strong>Measure your love.<\/strong> Set a written goal for your budget and the number of hours you'll spend managing the project, even if you don't see results in the first 60 days.<\/li>\n<li><strong>Review your power of attorney.<\/strong> Check your cash flow, delivery capacity, and dependencies. What happens if your ad account gets suspended or your supplier raises prices?<\/li>\n<li><strong>Test your knowledge.<\/strong> Who\u2019s going to handle this? Do you keep your customer data in a CRM or scattered across notebooks and WhatsApp chats? If you\u2019re not sure, hire someone, train your team, or form a partnership.<\/li>\n<li><strong>Choose the course of action.<\/strong> Based on the results of the assessment, decide whether it's best to tackle the problem head-on, proceed in stages, or wear it down. We'll explain it in <a href=\"\/en\/strategic-models\/\">strategic models<\/a>, and then it all drops to a <a href=\"\/en\/el-plan-de-marketing\/\">marketing plan<\/a>.<\/li>\n<\/ol>\n<h2>Common Mistakes When Defining an SME's Strategy<\/h2>\n<ul>\n<li><strong>Confusing strategy with activity.<\/strong> Posting daily on social media isn't a strategy; it's a tactic that may or may not work for you.<\/li>\n<li><strong>Copy the big competitor.<\/strong> \u00c9l tiene otro &#8220;poder&#8221;. Tu ventaja suele estar en la especializaci\u00f3n y la velocidad.<\/li>\n<li><strong>Do not leave a deposit.<\/strong> Spending 100% of the budget in the first month leaves you unable to react.<\/li>\n<li><strong>Engage in price wars.<\/strong> Sun Bin, estratega chino cuyo tratado se redescubri\u00f3 en 1972 en Yinqueshan, advert\u00eda que quien se deleita en la guerra termina perdiendo y quien busca lucrar con la victoria acaba en la deshonra. Bajar precios para &#8220;ganar&#8221; suele destruir el margen de todos.<\/li>\n<\/ul>\n<h2>Next step: Ground your strategy in data<\/h2>\n<p>If you want to find out how much you want, can, and know about digital marketing before investing another peso, schedule a <a href=\"\/en\/contact\/\">free diagnosis<\/a> with Metamedia. We review your goals, your channels, and your dependencies, and let you know what's missing to make your strategy work.<\/p>\n<h2>Frequently Asked Questions<\/h2>\n<h3>What is business strategy in simple terms?<\/h3>\n<p>Business strategy involves deciding which goal to pursue and how to combine the company\u2019s resources (money, time, people, and reputation) to achieve it in the face of competition. It is not a list of activities, but rather the choice of where to compete, against whom, and with what advantage, so that the goal is achieved while spending as little as necessary.<\/p>\n<h3>What do \u201cwanting,\u201d \u201cbeing able,\u201d and \u201cknowing\u201d mean in strategy?<\/h3>\n<p>These are the three pillars of any strategy. Will is the determination to achieve the goal and sustain the effort. Ability is the freedom of action and the resources available to carry it out. Skill is the capacity to execute effectively. If any one of these three is missing, the strategy fails even if the other two are solid, as historical cases such as that of Israel in 1973 demonstrate.<\/p>\n<h3>What is the difference between strategy and tactics?<\/h3>\n<p>Strategy defines which goal to pursue and with what resources over the long term\u2014for example, positioning your brand over the course of a year. Tactics define how to succeed in each specific action within that strategy, such as a campaign, an ad, or a sales call. Strategy wins the war; tactics win the battles that must contribute to that goal.<\/p>\n<h3>How do I know if my small business has a good strategy?<\/h3>\n<p>A strategy is good if it achieves its objective and does so efficiently. Check to see if you have a measurable objective with a deadline, a committed budget, sufficient resources without relying on a single channel or provider, and a team that knows how to execute. If you can\u2019t explain in one sentence what you want to achieve and why your customers would choose you, you don\u2019t have a strategy yet.<\/p>\n<h3>Who defined strategy as a dialectic of wills?<\/h3>\n<p>It was French General Andr\u00e9 Beaufre, in his book *Introduction to Strategy*, published in 1963. He defined it as the art of the dialectic between wills that use force to resolve their conflict. The central idea\u2014useful for any business\u2014is that strategy always unfolds in the face of another will that also makes decisions and reacts.<\/p>","protected":false},"excerpt":{"rendered":"<p>La estrategia es decidir qu\u00e9 objetivo perseguir y c\u00f3mo usar recursos limitados para lograrlo frente a tu competencia. Aprende el modelo querer, poder y saber con lecciones hist\u00f3ricas aterrizadas a PyMEs mexicanas.<\/p>","protected":false},"author":1,"featured_media":7111,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"content-type":"","_joinchat":[],"footnotes":""},"categories":[265],"tags":[],"class_list":["post-7108","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-estrategia"],"_links":{"self":[{"href":"https:\/\/metamedia.cloud\/en\/wp-json\/wp\/v2\/posts\/7108","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/metamedia.cloud\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/metamedia.cloud\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/metamedia.cloud\/en\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/metamedia.cloud\/en\/wp-json\/wp\/v2\/comments?post=7108"}],"version-history":[{"count":1,"href":"https:\/\/metamedia.cloud\/en\/wp-json\/wp\/v2\/posts\/7108\/revisions"}],"predecessor-version":[{"id":7110,"href":"https:\/\/metamedia.cloud\/en\/wp-json\/wp\/v2\/posts\/7108\/revisions\/7110"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/metamedia.cloud\/en\/wp-json\/wp\/v2\/media\/7111"}],"wp:attachment":[{"href":"https:\/\/metamedia.cloud\/en\/wp-json\/wp\/v2\/media?parent=7108"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/metamedia.cloud\/en\/wp-json\/wp\/v2\/categories?post=7108"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/metamedia.cloud\/en\/wp-json\/wp\/v2\/tags?post=7108"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}