For thousands of years, natural competition comprised no strategy. Through likelihood and the laws of probability, rivals compounded the synthesis of resources that most fully matched their distinct characteristics. This phenomenon was not strategy, but Darwinian natural selection, based on adaptation and survival of the fittest. An identical archetype occurs in all living systems, inclusive of business. Business, just like biological competition would follow the same pattern of progressive evolutionary change except for one aspect. Business strategists have the competency to use their imagination and ability to reason logically and accelerate the effects of competition on top of the rate to change (Henderson, 1989). Nowadays, this term is referred to as “strategy”, and is the most necessary organizational tool for achieving success. Strategy is the weapon that takes you from your current position to where you would like to be (Galbraith and Nathanson, 1978). The concept of strategy as applied to business has began to appear with great frequency in the 1960s and has received a lot of attention from scholars of quite varied areas such as industrial economics (Chandler, 1962; Porter, 1980, 1985), organizational theory (Hall and Saias, 1980; Miles and Snow, 1985; Mintzberg, 1988) and management and consultancy (Ansoff, 1965; Hofer & Schendel, 1978; Hendersson, 1979). Many authors have sustained from providing a specific definition of strategy, however explicit definitions of the term are quite numerous. The content assigned to the concept varies from one author to another, but in essence the definitions converge in the idea of strategy as “the pattern in the stream of decisions and activities… (Mintzberg and McHugh, 1985, p. 6) … that characterizes the match an organization achieves with its environment and that is determinant for the attainment of its goals …” (Hofer & Schendel, 1978, p. 25). The importance is on the arrangement of activities that has an effect on the attainment of the organizational goals in respect to the surrounding environment (Håkansson and Snehota, 1989).
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