Satisfying Business is business enterprise or business unit strategy because it fully and independently comprises all business aspects necessary to satisfy its customers and people.
It is a satisfying strategy because it apparently and primarily seeks to satisfy its customers as well as its people. It is satisfying in a complementary way. Customers are satisfied with business product through product processing whereas people are satisfied with business people, procurements, information, legality, security, and finance (resources) through their processing. It is thus a complementary unitary pair of its customer and people satisfaction. It is complementary because its customer satisfaction enables its people satisfaction and vice versa, each being mutually dependent on the other.
It is a system strategy because it accurately, clearly, entirely, and consistently embodies and replicates the established system elements of inputs, processing, outputs, interfaces (relations), and controls (actions) in all its integrated, interactive, and interdependent customer and people satisfying features.
It is a quality strategy because of its quality management and information.
It is quality management because it ensures its business managers are unrelenting in their pursuit and practice of satisfying business excellence and unyielding in their prevention and elimination of dissatisfying business indolence, to their customers and their people satisfaction.
It is quality information because it possesses accuracy, clarity, entirety, and consistency, hallmarks of quality information.
It is an excellence strategy because an excellent grasp and display of the business enterprise or unit by its people is an invaluable attribute in their business enterprise or unit excellence. This is to avoid business people just going through the motions and to mutually learn and contribute to their business enterprise or unit excellence.
It is a competitive strategy because it uniquely fills an unmet business strategy need and ably competes with other business approaches because of its better functionality and productivity. It positions the business enterprise or unit at a competitive advantage to satisfy its customers and people.
Satisfying Business is a goods strategy but is also applicable to services.
Indeed, there is a sense that the conventional business approach lacks an essential refinement for business to thrive. Conventional business typically features the business of marketing, production (operations), human resources, information technology, and finance. In as much as this basic approach may be useful in satisfying the needs of its customers and people, it is insufficient. This is because some of its functions overlie each other, for example, the management function of organizing/staffing overlaps with the business function of human resources. In addition, some foster a fragmented business due to poor interfaces, for example, standalone marketing, production (operations), and research and development. Some functions like research and accounting are altogether missing in management functions or tucked in inappropriate business functions. This does not serve the business intention but in fact undermines it. This conventional approach is to the keen eye though rather typical and logical indeed somewhat ambiguous and amorphous necessitating a more definite and coherent refinement that Satisfying Business fulfils.