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Worksheetsshuffled Playing to Win – Study Set (Worksheet Extraction)
Total questions: 44
Worksheet time: 22mins
In Playing to Win, how do Lafley and Martin define strategy at a high level?
A detailed annual budget and cost-cutting plan
An integrated set of choices that uniquely positions a firm to win
A generic mission statement that inspires employees
A list of short-term tactics to maximize quarterly profit
Which set lists the five choices in the strategic choice cascade in Playing to Win?
Leadership; Culture; Innovation; Finance; Operations
Market share; Pricing; Promotion; Distribution; Profit
Winning aspiration; Where to play; How to win; Core capabilities; Management systems
Vision; Mission; Objectives; Tactics; Budgets
Why is the strategic choice cascade described as integrated and iterative?
It applies only to startups making frequent pivots
The choices influence each other and may need adjustment as you refine them
It exists only to align with annual budgeting cycles
It is a simple linear checklist done once and filed away
What does play to win mean in Playing to Win?
Minimizing risk above all else even if opportunities are missed
Explicitly aiming for a specific, meaningful victory in a chosen arena
Participating mainly to learn without committing to outcomes
Prioritizing internal prestige and awards
What does play to play mean in Playing to Win?
Focusing on creating superior value for consumers
Operating just to stay in the game with vague goals and risk-avoidance
Routinely disrupting industries with breakthrough bets
Aggressively pursuing bold choices to achieve a clear victory
Why is explicitly defining winning important in strategy?
It eliminates the need for iteration in strategy
It guides resource allocation, priorities, and trade-offs and prevents drifting into scattered efforts
It creates catchy slogans for employer branding
It primarily satisfies regulatory disclosure requirements
What is a winning aspiration in Playing to Win?
A quarterly revenue target for investor guidance
A description of what winning looks like—who you will win with and how you will create superior value
A policy document detailing HR procedures
A generic, inspirational vision statement for morale
How is a winning aspiration different from a generic mission statement?
It is broader and more inspirational than any mission statement
It is specific, outward-focused on customers, and anchored in a concrete idea of winning; missions are often vague and inward-focused
It focuses mainly on financial metrics and internal prestige
There is no practical difference between the two concepts
Which characteristics define a strong winning aspiration? Select all that apply.
Is meaningful and energizing to employees and guides real decisions
Starts with the consumer or customer, not financial metrics
Explicitly plays to win, not just compete
Focuses on internal prestige over external outcomes
Prioritizes stock price and short-term financial targets
According to Playing to Win, why is starting with the consumer important when defining aspirations?
It primarily impresses investors and analysts
Winning is ultimately decided by consumers
It guarantees immediate increases in stock price
It is easier to measure than other metrics
In Playing to Win, what does where to play mean?
How to construct the annual operating budget
Choices about the playing field: geographies, customer segments, channels, product categories, and stages of the value chain to compete in
How to design the organization’s reporting structure
How to deploy distinctive capabilities to create advantage
Name at least four possible dimensions of “where to play” choices.
Stages of production or the value chain
Channels like online, retail, wholesale, or direct
Product or service categories
Geographies such as countries, regions, or cities
Customer segments defined by demographics, needs, or behaviors
What is one key message from the “Where-to-Play Dos and Don’ts” idea?
Delay choices until more data is available so you can avoid risks
Make clear, focused choices about where you will and will not play, concentrating resources where you can realistically win
Try to be present in as many segments as possible to maximize coverage
Prioritize experimentation over any resource concentration
Why are “where NOT to play” choices important?
They primarily serve to meet regulatory requirements
They clarify focus, prevent resource dilution, reduce strategic confusion, and help double down where you have the best chance of winning
They allow a firm to keep all options open until competitors move first
They increase brand visibility by entering more markets
In Playing to Win, what does “how to win” mean?
A generic industry benchmark report
The way the firm will create and capture value on the chosen playing field—the specific recipe for competitive advantage that delivers superior value to customers
A list of long-term aspirations unrelated to competitive positioning
The budgeting process used to allocate funds across departments
At a high level, what are the two generic ways to win mentioned in Playing to Win (and the appendix)?
Differentiation—win by offering unique value customers will pay more for versus alternatives
Cost leadership—win by producing at lower cost while meeting acceptable value
Market saturation—win by entering every possible segment regardless of fit
Asset hoarding—win by accumulating capacity independent of demand
How are “where to play” and “how to win” related?
They are independent; a great how to win works in any segment
They must be mutually reinforcing; how to win must fit the chosen playing field, and you cannot sensibly define one without the other
How to win is optional if where to play is specific enough
Where to play should always follow from capabilities, not strategy
In Playing to Win, what are core capabilities?
External partnerships that are nice to have but not essential
Specific activities and competencies the organization must be exceptionally good at to deliver its where-to-play and how-to-win choices, directly tied to the strategy
General strengths such as having talented people, regardless of strategic relevance
Any technology assets owned by the firm, whether used or not
What is an activity system map?
A financial statement summarizing revenues and costs
A visual map of a firm’s key activities and how they connect, highlighting core and supporting activities that reinforce each other to create advantage
A project plan timeline for product launches
A traditional organization chart showing reporting lines
What three tests should a good activity system pass?
Defensible—hard for competitors to replicate quickly or cheaply
Feasible—the firm can realistically implement and sustain it
Distinctive—meaningfully different from competitors’ systems
Flexible—easy to change frequently with minimal effort
Why are management systems included in the strategy cascade?
They focus exclusively on short-term sales tactics
They ensure strategy is executed and sustained by aligning daily decisions and behaviors with the strategic choices
They mainly serve as compliance paperwork for audits
They replace the need for clear strategic choices
Give an example of a management system from P&G in Playing to Win.
A standalone ERP installation without strategic metrics
Winning with Purpose Index (WPI) used alongside regular strategy reviews
An ad hoc brainstorming session without measurement
A generic Six Sigma certification program unrelated to strategy reviews
In Playing to Win, what does the acronym VUCA stand for?
Venture-oriented, Unbounded, Competitive, Aggressive
Volatile, Uncertain, Complex, Ambiguous
Variable, Unifying, Coordinated, Accountable
Volumetric, Universal, Causal, Algorithmic
Why do Lafley and Martin say strategy is an “endless pursuit”?
Because strategy is only about long-term vision and not day-to-day choices
Because the environment, competitors, and consumers continually change, requiring leaders to revisit and refine choices
Because competition eventually disappears in stable markets
Because once a strategy is set, it should remain fixed to avoid confusion
What are the five diagnostic questions from the conclusion of “Playing to Win”? Select all that apply.
Have you identified and built the core capabilities needed?
Have you determined how you will win, specifically?
Have you defined winning clearly?
Do your management systems support and reinforce the other four choices?
Have you decided where you can play to win (and where you will not)?
How does the conclusion of “Playing to Win” connect back to the choice cascade?
It introduces a sixth choice to replace capabilities in the cascade
It uses the five diagnostic questions to revisit aspiration, where to play, how to win, capabilities, and systems, emphasizing alignment and ongoing review in a VUCA world
It replaces the choice cascade framework with a SWOT analysis
It focuses only on systems and ignores the other choices
What is a possible winning aspiration for OASIS Café aligned with “playing to win”?
To offer the widest menu variety without a clear positioning
To be Santa Ana’s most beloved community arts café, where youth, families, and city workers choose their oasis through accessible art, coffee, and connection
To prioritize speed over community, minimizing time guests spend in the café
To serve the cheapest coffee in Santa Ana regardless of experience
How does a winning aspiration like “Choose Your Oasis” guide marketing decisions for OASIS Café?
It limits marketing to product specifications and brewing equipment details
It emphasizes community, creativity, and belonging through events, storytelling, and user-generated content that shows people finding their oasis
It avoids user-generated content to maintain a controlled brand image
It focuses primarily on price discounts and limited-time coupons
How does the OASIS Café winning aspiration guide operations decisions?
By automating service to reduce human interaction and storytelling in the café
By prioritizing accessible art displays, welcoming spaces for connection, staff training in hospitality, and operational support for community events
By closing early and limiting hours to reduce opportunities for gatherings
By minimizing seating to speed turnover and discourage lingering
Give an example of a where to play – geography choice for OASIS Café.
Concentrate on statewide tourist corridors only
Focus on downtown Santa Ana and nearby neighborhoods within short walking or driving distance
Target international business districts across multiple countries
Prioritize remote suburbs far from transit and foot traffic
Give an example of a where to play – target customer choice for OASIS Café.
Corporate executives from out-of-town conventions
Local city workers seeking a lunch or coffee break
Luxury tourists visiting fine-dining venues
Upscale business travelers flying in for conferences
Give an example of a where to play – category and channels choice for OASIS Café.
Mobile coffee cart with no events and word-of-mouth only
Café plus community arts hub using on-site café, community events, and digital platforms like Instagram/TikTok
Co-working-only space promoted exclusively via email newsletters
Fine-dining restaurant that advertises only in glossy print magazines
What is one explicit where NOT to play choice OASIS Café could make?
Refusing to post on any social media platforms
Choosing not to pursue ultra-premium fine-dining tourists or upscale business travelers
Not offering any seating for customers
Avoiding partnerships with local schools and nonprofits
What is a coherent how to win choice for OASIS Café?
Expand through rapid franchising with a standardized national look
Differentiate as a community arts hub delivering a unique mix of coffee, local art, live events, and cultural relevance to Santa Ana
Win by having the fastest drive-thru service in the region
Compete primarily on the lowest drink prices in the city
How does OASIS Café’s how-to-win connect to its where-to-play choices?
It shifts the focus to premium tourists and luxury hotel partnerships
It emphasizes storytelling, events, and cultural connection for local residents, reinforcing the community-and-arts focus
It prioritizes wholesale bean sales over any in-store experiences
It ignores local community needs and targets national chains as primary customers
Identify two potential core capabilities for OASIS Café.
Brand storytelling and atmosphere creation
Event programming and community partnership management
High-volume commodity coffee roasting and logistics
International franchise operations
Identify three supporting activities that could appear in OASIS Café’s activity system.
Bilingual communication in signage and staffing
Social media content that showcases local artists and events
Hosting open-mic nights and art showcases
Outsourcing all events to third parties with no in-house programming
What is one simple management system OASIS Café could use to support its strategy?
A quarterly focus only on beverage cost percentages
A monthly strategy review using a shared dashboard to track event attendance, repeat visitors, partner count, and social engagement
An annual brand refresh with no interim reviews
A daily price-matching protocol against national chains
Suggest two key measures for OASIS Café that align with its strategy.
Number of active community partnerships or collaborations
Number of event attendees and percentage of repeat visitors
Average drink preparation time during rush hours
Wholesale bean revenue from out-of-state retailers
How could you answer the diagnostic question, Have you defined winning? for OASIS Café?
No—winning is undefined until national franchise expansion is complete
Yes—winning is defined as becoming the go-to community arts café in Santa Ana, evidenced by consistent event attendance, strong repeat visitation, and recognition as a hub for local creatives
No—winning cannot be defined for a community-focused business
Yes—winning means having the lowest possible prices regardless of community impact
How could you answer the diagnostic question, “Have you decided where you can play to win?” for OASIS Café?
Open multiple suburban drive‑thrus and prioritize commuters over community programming.
Focus on downtown Santa Ana, serving local residents and workers in a café + arts hub category while not targeting tourists or generic office catering as primary arenas.
Operate purely as a wholesale roaster with no on‑site experiences.
Target tourists and generic office catering across the region with an online-only approach.
How could you answer the diagnostic question, “Have you determined how you will win?” for OASIS Café?
Win via differentiation by combining quality coffee with community-building events, cultural relevance, and a distinctive “Choose Your Oasis” experience.
Compete on lowest price and fastest service with minimal in‑store experience.
Rely primarily on volume discounts and punch-card loyalty incentives.
Win by rapid multi-city expansion and aggressive franchise sales.
How could you answer the diagnostic question, “Have you pinpointed core capabilities?” for OASIS Café?
Identify and invest in event programming, partnerships, and brand storytelling as core capabilities, building supporting activities around them.
Emphasize low prices and speed as the only capabilities, outsourcing all event and brand work.
Prioritize wholesale roasting efficiency over any community or brand efforts.
Focus on real estate acquisition and back-office automation as the primary capabilities.
How could you answer the diagnostic question, “Do your management systems support your choices?” for OASIS Café?
Limit measurement to quarterly profit reports with no event-related indicators.
Use systems such as calendars, KPIs, and regular reviews to track community impact and event performance—not just daily sales—and adjust operations based on those signals.
Track only daily sales totals and avoid adjustments based on event outcomes.
Rely on informal staff check-ins without structured metrics or reviews.
