1. FIT AND STRETCHSTRATEGYChristina Brink Veronika Ekman Melissa Rolas Ania Seroka Ming Yu Yueduoduo Zhang

2. Mahatma Gandhi Martin Luther King Abraham LincolnBe the changeI have a dream.Shake off the existinggovernment, and form anew one that suits thembetter. 3. Leadership is the art ofmaking the impossible come true! 4. Strategic fit Fit between resourcesand aspirations Realistic goals 5. Strategic fit Conservative goals Lack of courage 6. Strategic stretch Strive for the impossible Make the most of limited resources New ideas 7. Strategic stretch Creativity Growth and vitality One step ahead 8. Break the rules of the game 9. Innovation Knowledge Ideas 10. Create new space Challenge the existing norm 11. Honda Japanese Risky strategies Western Conservative strategiesChrysler 12. Alpha Wealth of resources Industry leader Modest aspirations 13. Beta Compete with fewer resources Ambitions are greater Successful strategy 14. "Whoever runs out of ammunition first is the loser" Confident 15. Small number of core competencies Guerilla tactics 16. Achieved innovative goals by taking risks A focus on few corecompetences 17. Secondary airports Saving moneyon stafftraining High aircraft utilization 18. More routes in Europe Fit more passengers Save fuel costs 19. Cost-cutting Additionalcharges Business moral 20. ReferencesCasadesus-Masanell, R., & Enric Ricart, J. (2010). From Strategy to Business Modelsand onto Tactics. Long Range Planning 43 , pp. 195-215.Gurkov, I., & Settles, A. (2011). Managing organizational stretch to overcome theuncertainty of the Great Recession of 2008. International Journal of OrganizationalAnalysis 19 , pp. 317-330.Hamel, G., & Prahalad, C. K. (1994). Competing for the Future . Harvard Business Press.Hamel, G., & Prahalad, C. K. (2005). Strategic Intent. Harvard Business Review , pp.148-161.Mintzberg, H., Quinn, J. B., Ghoshal, S. & Lampel, J. (2003). The Strategy Process , p.89.Mintzberg, H., Ahlstrand, B. & Lampel, J. (1998). Strategy Safari, pp. 220-221.