Global - Analysis - Industry - High-Level Strategic Thinking


Archived report. This report was archived in 2009 and has not been updated. In our competitive industry, it is crucial that a company’s initial vision and direction be carefully formulated. The vision should be reasonably broad. Developments in the industry and in the market will inevitably necessitate some unanticipated changes, but we would argue that as long as any changes in direction are less than 45 degrees then the original vision should remain sound. This report concentrates on the conceptual issues related to strategic planning, as opposed to the more concrete elements. It is about doing the right things rather than doing the things right.

Table of Contents

  • 1. Synopsis
  • 2. Visionary elements
    • 2.1 The culture of the vision
    • 2.2 Certain visions for certain customers
    • 2.3 Avoid pitfalls
  • 3. Develop strategies
    • 3.1 Company values versus customer values
    • 3.2 Benefit statements
    • 3.3 Vive la difference
    • 3.4 Trust – personal and cultural values
    • 3.5 Competitors in your sales team
    • 3.6 From vertical businesses to functional businesses
  • 4. Back to the marketplace
    • 4.1 Alienating customers
    • 4.2 Listening to customers
    • 4.3 What customer service?
  • 5. In summary
  • 6. Related reports
  • Exhibit 1 – Mismatches
  • Exhibit 2 – Visions based on technological developments
  • Exhibit 3 – Keep your finger on the pulse
  • Exhibit 4 – Examples of imbalances between buyers and sellers

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Strategies & Analyses (Industry & Markets)

Number of pages 8

Status Archived

Last updated 3 Aug 2006
Update History

Analyst: Kylie Wansink

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