Where to Play is the second question in the Strategic Choice Cascade of the Playing-to-Win framework and defines the strategic arena: In which markets, segments, channels, regions, and product categories does the company intend to be active? Just as important as the decision of where to play is the deliberate decision of where not to play. Strategy means focus, and focus means sacrifice.
Apple has answered Where to Play consistently: premium segment, few product categories (Mac, iPhone, iPad, Watch, Services), own distribution channels, and ecosystem control. Apple is deliberately not in the low-price segment, not in dozens of device categories, and not dependent on third-party distribution. Procter & Gamble under Lafley answered Where to Play along categories (skin care, detergents) and regions (focus on developed markets with high purchasing power). Clarity about Where to Play determines where resources are concentrated and where competitors are no longer challenged.
The concept comes from the Playing-to-Win framework. The most common trap is the unwillingness to sacrifice: companies that want to play everywhere simultaneously spread their resources too thin and win nowhere.
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