How does Porter differentiate between operational effectiveness and strategy, and why is it crucial for organizations to focus on strategic positioning rather than merely improving operational efficiencies?

This question seeks to understand the distinction Porter makes between operational effectiveness $($doing things better$)$ and strategy $($doing things differently$),$ emphasizing the importance of strategic positioning for long$-$term competitive advantage.

What role do trade$-$offs play in shaping a company's strategy according to Porter, and how can organizations effectively manage these trade$-$offs to create a sustainable competitive advantage?

This question addresses the concept of trade$-$offs, which Porter argues are essential for defining a clear strategy. It explores how making deliberate choices and accepting trade$-$offs can help organizations bu