Lester, a chef and owner of Green Lantern, a popular restaurant, is always visiting his competitors to observe how they are doing things in their restaurants. He told one of his managers, "I eat dinner at a lot of restaurants because I want to know what is going on. I am always concerned that one of our competitors will surprise us with a new service or menu item, like ours but better." In which activity is Lester engaging?

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The second step in the strategic-management process, assessing current reality, looks at where the organization stands internally and externally-to determine what's working and what's not, to see what can be changed to create sustainable competitive advantage: Sustainable competitive advantage exists when other companies cannot duplicate the value delivered to customers. An assessment helps to create an objective view of everything the organization does: its sources of revenue or funding, its workflow processes, its organizational structure, client satisfaction, employee turnover, and other matters.

Lester, a Chef and Owner of Green Lantern, a Popular