Social media is like the new girl you just started dating. It entertains you when you’re bored, loves you when you feel lonely, and even teaches you that sharing is caring.

Before there was Instagram, before there was Snapchat, there was a multi-dimensional cube that hosted black and white sitcoms, movies, comedies, you name it.  Then these shows progressed to color television. Human beings followed what they saw. Human beings didn’t have followers; they were followers.

social media

But now with such interactive social sharing platforms, you don’t need the media telling you who you are. You can simply show them who you are. Social media is the thing to do… or the place to be.

But what happens when it takes up too much of your time? What happens when social media gets in the way of what you desire to accomplish in life? How does one set out to take massive action with never-ending notifications blowing up the interface of your iPhone?

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Hey guys, so I decided to write a special post today. I pulled some inspiration from a Strategic Management course that I was enrolled in while I studied abroad in Istanbul. I believe that some of the insight I explore in this rewritten essay can be of huge value to some of my blog readers, which is why I chose to revisit this topic and repurpose it in a way that my audience would receive it better. Some of the terminology can be a bit weird, but I picked out a few examples that should be able to drive these concepts home for you. As always, reach out if you have any questions.



Pursuing a low-cost manufacturing method while striving to pursue a differentiation method is unquestionably harmful for corporate performance. Being stuck in the middle of these two methods is risky for one’s company for two primary reasons. One main reason being that low-cost leaders will be able to steal away some customers on the basis of a lower price. The other main reason is that high-end differentiators will be able to steal away customers with the appeal of better product attributes. The strategies, type of customers, and needs of these customers also differ between providers. This fact serves as another struggle that a best-cost provider will encounter when trying to maintain both strategies. The bottom line is that a “stuck in the middle” strategy will rarely produce a sustainable competitive advantage or a distinctive competitive position.

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