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		<title>An interesting take on gaining a sustainable advantage of value for a new venture</title>
		<link>http://ukbusinessdispatchesfromthefrontline.uniquebusinessstrategies.co.uk/?p=985</link>
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		<pubDate>Fri, 16 Mar 2012 11:25:02 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Strategy]]></category>
		<category><![CDATA[competitive advantage]]></category>
		<category><![CDATA[sustaining competitive advantage]]></category>

		<guid isPermaLink="false">http://ukbusinessdispatchesfromthefrontline.uniquebusinessstrategies.co.uk/?p=985</guid>
		<description><![CDATA[Some interesting insights on competitive advantage were generated during a recent session with some budding managers. We had been exploring the value of the ‘strategic window’ as a metaphor for new business development and had reached the point of ‘closing the window!’ The act of ‘closing the window’ therefore, refers to the necessity for a [...]]]></description>
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		<title>A Fresh Take on Strategy &#8211; A Must Have For the Budding Manager</title>
		<link>http://ukbusinessdispatchesfromthefrontline.uniquebusinessstrategies.co.uk/?p=969</link>
		<comments>http://ukbusinessdispatchesfromthefrontline.uniquebusinessstrategies.co.uk/?p=969#comments</comments>
		<pubDate>Wed, 11 Jan 2012 11:32:09 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Budding Manager]]></category>
		<category><![CDATA[Exceptional Strategy]]></category>

		<guid isPermaLink="false">http://ukbusinessdispatchesfromthefrontline.uniquebusinessstrategies.co.uk/?p=969</guid>
		<description><![CDATA[By Andrew Pearson As we know, it is a lot harder for companies to increase revenue and profits today than it was. As we moved into the 21st century the business model was quite straightforward; invent a great product, launch it, sell it hard, go international, make an acquisition or two, grow market share and [...]]]></description>
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		<title>Discovering new strategic positions</title>
		<link>http://ukbusinessdispatchesfromthefrontline.uniquebusinessstrategies.co.uk/?p=966</link>
		<comments>http://ukbusinessdispatchesfromthefrontline.uniquebusinessstrategies.co.uk/?p=966#comments</comments>
		<pubDate>Mon, 12 Sep 2011 09:00:39 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Exceptional Strategy]]></category>
		<category><![CDATA[andrew pearson]]></category>
		<category><![CDATA[business]]></category>
		<category><![CDATA[model]]></category>
		<category><![CDATA[positions]]></category>
		<category><![CDATA[strategic]]></category>
		<category><![CDATA[strategies]]></category>
		<category><![CDATA[unique]]></category>

		<guid isPermaLink="false">http://ukbusinessdispatchesfromthefrontline.uniquebusinessstrategies.co.uk/?p=966</guid>
		<description><![CDATA[From the Reinvent the Business series Here’s a question! Just how can a company invent a business changing model in its industry? Well there are a number of ways that a company could systematically analyze its markets and identify new and different forms of competition.  A central theme is space. Click here to read more&#8230;]]></description>
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		<title>What is a Superior Strategy?</title>
		<link>http://ukbusinessdispatchesfromthefrontline.uniquebusinessstrategies.co.uk/?p=960</link>
		<comments>http://ukbusinessdispatchesfromthefrontline.uniquebusinessstrategies.co.uk/?p=960#comments</comments>
		<pubDate>Thu, 08 Sep 2011 09:00:13 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Exceptional Strategy]]></category>
		<category><![CDATA[andrew pearson]]></category>
		<category><![CDATA[business]]></category>
		<category><![CDATA[strategies]]></category>
		<category><![CDATA[Strategy]]></category>
		<category><![CDATA[superior]]></category>
		<category><![CDATA[unique]]></category>

		<guid isPermaLink="false">http://ukbusinessdispatchesfromthefrontline.uniquebusinessstrategies.co.uk/?p=960</guid>
		<description><![CDATA[Having presented the imperative for a dynamic approach to strategy formulation, we come now to defining what is meant by a superior strategy. In the end a superior strategy, or business model, is all about finding and exploiting a unique strategic position in a company’s current business while, at the same time, searching for new [...]]]></description>
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		<title>Putting Innovation back into strategy</title>
		<link>http://ukbusinessdispatchesfromthefrontline.uniquebusinessstrategies.co.uk/?p=951</link>
		<comments>http://ukbusinessdispatchesfromthefrontline.uniquebusinessstrategies.co.uk/?p=951#comments</comments>
		<pubDate>Thu, 01 Sep 2011 09:00:09 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Exceptional Strategy]]></category>
		<category><![CDATA[andrew pearson]]></category>
		<category><![CDATA[branding]]></category>
		<category><![CDATA[business]]></category>
		<category><![CDATA[competition]]></category>
		<category><![CDATA[Innovation]]></category>
		<category><![CDATA[reinvent]]></category>
		<category><![CDATA[Services]]></category>
		<category><![CDATA[strategies]]></category>
		<category><![CDATA[Strategy]]></category>
		<category><![CDATA[unique]]></category>

		<guid isPermaLink="false">http://ukbusinessdispatchesfromthefrontline.uniquebusinessstrategies.co.uk/?p=951</guid>
		<description><![CDATA[From the Reinvent the Business series In the last post we noted that well before a successful business reaches its revenue peak, the basis of competition on which it was founded has already begun to expire. Competition in the cell phone industry, for instance, has changed several times—for both manufacturers and service providers—from price to [...]]]></description>
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		<title>Beware change!</title>
		<link>http://ukbusinessdispatchesfromthefrontline.uniquebusinessstrategies.co.uk/?p=946</link>
		<comments>http://ukbusinessdispatchesfromthefrontline.uniquebusinessstrategies.co.uk/?p=946#comments</comments>
		<pubDate>Mon, 29 Aug 2011 09:00:01 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Exceptional Strategy]]></category>
		<category><![CDATA[andrew pearson]]></category>
		<category><![CDATA[business]]></category>
		<category><![CDATA[growth]]></category>
		<category><![CDATA[profiability]]></category>
		<category><![CDATA[reinvent]]></category>
		<category><![CDATA[strategies]]></category>
		<category><![CDATA[unique]]></category>

		<guid isPermaLink="false">http://ukbusinessdispatchesfromthefrontline.uniquebusinessstrategies.co.uk/?p=946</guid>
		<description><![CDATA[From the Reinvent the Business series How many companies can you think of that have enjoyed a long history of growth and profitability, then slip into decline? Then ask yourself why this happens?  Well there’s no shortage of explanations for this. Here are a few; a failure to stick with the core business, to problems [...]]]></description>
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		<title>A quick recap of the key business building principles</title>
		<link>http://ukbusinessdispatchesfromthefrontline.uniquebusinessstrategies.co.uk/?p=941</link>
		<comments>http://ukbusinessdispatchesfromthefrontline.uniquebusinessstrategies.co.uk/?p=941#comments</comments>
		<pubDate>Thu, 25 Aug 2011 09:00:35 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Exceptional Management]]></category>
		<category><![CDATA[andrew pearson]]></category>
		<category><![CDATA[building techniques]]></category>
		<category><![CDATA[business]]></category>
		<category><![CDATA[strategies]]></category>
		<category><![CDATA[unique]]></category>

		<guid isPermaLink="false">http://ukbusinessdispatchesfromthefrontline.uniquebusinessstrategies.co.uk/?p=941</guid>
		<description><![CDATA[I hope the principles and practices you have seen over the past 6 weeks or so have encouraged you to think about your business differently than you did before. Here’s a quick recap of the main principles you have explored over the past few weeks: Click here to read more&#8230;]]></description>
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		<slash:comments>0</slash:comments>
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		<item>
		<title>A valedictory strategy</title>
		<link>http://ukbusinessdispatchesfromthefrontline.uniquebusinessstrategies.co.uk/?p=936</link>
		<comments>http://ukbusinessdispatchesfromthefrontline.uniquebusinessstrategies.co.uk/?p=936#comments</comments>
		<pubDate>Mon, 22 Aug 2011 09:00:45 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Exceptional Management]]></category>
		<category><![CDATA[Andrew Cook]]></category>
		<category><![CDATA[business]]></category>
		<category><![CDATA[business leader]]></category>
		<category><![CDATA[Management]]></category>
		<category><![CDATA[strategies]]></category>
		<category><![CDATA[success]]></category>
		<category><![CDATA[unique]]></category>
		<category><![CDATA[William Cook]]></category>
		<category><![CDATA[William Cook Ltd]]></category>

		<guid isPermaLink="false">http://ukbusinessdispatchesfromthefrontline.uniquebusinessstrategies.co.uk/?p=936</guid>
		<description><![CDATA[I want to wind up this series of articles on management with a single RECOMMENDATION, one that speaks of the character of the manager. It is to be found in the tale of the business leader, Andrew Cook. Here is an individual who applied the skills we have covered here, but who in addition characterises [...]]]></description>
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		<title>The secret language of business control</title>
		<link>http://ukbusinessdispatchesfromthefrontline.uniquebusinessstrategies.co.uk/?p=932</link>
		<comments>http://ukbusinessdispatchesfromthefrontline.uniquebusinessstrategies.co.uk/?p=932#comments</comments>
		<pubDate>Thu, 18 Aug 2011 09:00:30 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Exceptional Management]]></category>
		<category><![CDATA[andrew pearson]]></category>
		<category><![CDATA[building]]></category>
		<category><![CDATA[business]]></category>
		<category><![CDATA[essential]]></category>
		<category><![CDATA[measure]]></category>
		<category><![CDATA[metrics]]></category>
		<category><![CDATA[strategies]]></category>
		<category><![CDATA[tacticts]]></category>
		<category><![CDATA[unique]]></category>

		<guid isPermaLink="false">http://ukbusinessdispatchesfromthefrontline.uniquebusinessstrategies.co.uk/?p=932</guid>
		<description><![CDATA[Do you measure the results of your business building tacticts? You probably do. But you might be interested in being aware of a couple of really essential metrics. Click here to read more&#8230;]]></description>
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		<title>Concentrate on process not results!</title>
		<link>http://ukbusinessdispatchesfromthefrontline.uniquebusinessstrategies.co.uk/?p=919</link>
		<comments>http://ukbusinessdispatchesfromthefrontline.uniquebusinessstrategies.co.uk/?p=919#comments</comments>
		<pubDate>Mon, 15 Aug 2011 09:00:46 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Exceptional Management]]></category>
		<category><![CDATA[andrew pearson]]></category>
		<category><![CDATA[business]]></category>
		<category><![CDATA[process]]></category>
		<category><![CDATA[results]]></category>
		<category><![CDATA[unique business strategies]]></category>

		<guid isPermaLink="false">http://ukbusinessdispatchesfromthefrontline.uniquebusinessstrategies.co.uk/?p=919</guid>
		<description><![CDATA[Some time ago, I heard a story about two people that ran a furniture business.  The company decided that because it was doing so well, it should expand into the piano business and also sell pianos!  They went out and purchased a Steinway and took it apart to study how each individual piece was made.  [...]]]></description>
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