What is strategy anyway? Strategic thinking Thinking strategically From strategic thinking and thinking

strategically to the strategic pathway

Strategy is about competitive arenas – where we will be active vehicles – how we will get there differentiators – how will we win in the marketplace staging – the speed and sequence of our competitive

moves economic logic – how will we obtain returns?

A simple view of strategy being best at the things that matter most to

customers finding new and better ways of achieving this

Strategy should not be so complex no-one can understand it

What strategy is NOT strategic planning analytical techniques operational efficiency

Strategy IS about Revolution, reinvention and renewal

Breaking free from management tools industry dogma and “rules” the present tactics and “sameness” hostility to change

Marketing as strategy strategic dilemmas the growth mandate reinvention and renewal the limitations of imitation radical innovation timing and speed crisis and failure social legitimacy

Strategic dilemmas the strategy paradox strategic goals Schlimmbesserung (“worse improvement”)

The growth mandate when growth stalls building growth platforms adjacency and hidden assets for growth the growth gamble

Reinvention and renewal new business models

The limitations of imitation playing catch-up benchmarking intellectual leadership

Radical innovation disruptive innovation cannibalization value innovation big ideas innovation networks

Pioneers:value innovate

Migrators:improve value

Settlers:me-toobusinesses

Currentportfolio

Plannedportfolio

High-growthtrajectory

Source: Adapted from W. Chan Kim and Renee Mauborgne, “Value Innovation: The StrategicLogic of High Growth”, Harvard Business Review, January-February 1997, pp. 102-113

Timing and speed business agility fast strategy, or not so much first mover advantage, or maybe not active waiting

Crisis and failure it’s not our fault it’s our fault it’s their fault failure why do we get caught unawares?

Social legitimacy ethical standards corporate social responsibility

Corporate and social responsibility (CSR) -

Societal and ethical marketing

• An emergent and growing marketing philosophy.

• As companies continually strive to find effective ways to attract and retain customers.

• Importance of handling marketing responsibly in a way that contributes to the well being of society.

• Links between good ethics, market share and profitability.

• Companies not only consider its customers and its profitability but also the good of the wider community (local and globally).

CSR and its impact on the marketing process

• Internalisation of costs (making the polluters pay).

• Green taxes.

• Legislation.

• Support for cleaner technology.

• Redesigned products for recycling.

• Reverse distribution channels to receive products for recycling.

• Consumer education on sustainability.

Sustainable marketing

The establishment, maintenance and enhancement of customer relationships so that the objectives of the parties involved are met without compromising the ability of future generations to achieve their own objectives.

Brassington & Pettitt, 2002

Strategizing Barriers to strategic thinking and thinking

strategically doing new stuff in old organizations the halo effect evidence-based management

Weirdos The opposable mind

Managementprocesses

Planning/budgeting

Strategizing

StrategyExisting/same New

The power of creativity, judgement and emotion emotion gut-feeling and strategic intuition judgement leadership and thinking strategically

Strategicthinking

Thinkingstrategically

Strategicpathway