2.  What is strategy anyway?  Strategic thinking  Thinking strategically  From strategic thinking and thinking strategically to the strategic pathway

3.  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?

4.  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

5.  What strategy is NOT  strategic planning  analytical techniques  operational efficiency

6.  Strategy IS about  Revolution, reinvention and renewal  Breaking free from  management tools  industry dogma and “rules”  the present  tactics and “sameness”  hostility to change

9.  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

10.  Strategic dilemmas  the strategy paradox  strategic goals  Schlimmbesserung (“worse improvement”)

11.  The growth mandate  when growth stalls  building growth platforms  adjacency and hidden assets for growth  the growth gamble

12.  Reinvention and renewal  new business models  The limitations of imitation  playing catch-up  benchmarking  intellectual leadership

13.  Radical innovation  disruptive innovation  cannibalization  value innovation  big ideas  innovation networks

14. Pioneers: value innovate Migrators: improve value Settlers: me-too businesses Current portfolio Planned portfolio High-growth trajectory Source: Adapted from W. Chan Kim and Renee Mauborgne, “Value Innovation: The Strategic Logic of High Growth”, Harvard Business Review, January-February 1997, pp. 102-113

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

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

17.  Social legitimacy  ethical standards  corporate social responsibility

18. 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).

19. 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.

20. 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

21.  Strategizing  Barriers to strategic thinking and thinking strategically  doing new stuff in old organizations  the halo effect  evidence-based management  Weirdos  The opposable mind

22. Management processes Planning/ budgeting Strategizing Strategy Existing/sameNew

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

24. Strategic thinking Thinking strategically Strategic pathway