The strategic approach consists of four main elements First, the strategic approach is oriented toward the future Second, the strategic approach has an external emphasis Third, the strategic approach concentrates on assuring a good fit between the environment and the organisation Finally, the strategic approach is a process – Not a single activity

1. The Strategic Approach
Dr Brian Monger
Copyright May 2014.
This Power Point program and the associated documents remain the intellectual property and the
copyright of the author and of The Marketing Association of Australia and New Zealand Inc. These
notes may be used only for personal study associated with in the above referenced course and not in any
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should contact MAANZ for written permission.

2. MAANZ International
• MAANZ International, is a Not for Profit,
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institute which has operated for over 25
years.
• MAANZ International offers Professional
Memberships;
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• And Marketing Publications
• www.marketing.org.au
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3. Dr. Brian Monger
• Brian Monger is the CEO of MAANZ International and a
Professional marketer and consultant with over 40 years
experience.
• He is highly active on social media – including Linked In,
where he owns, manages and moderates groups with about
1 million members
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4. The strategic approach consists of four
main elements:

5. First, the strategic approach is
oriented toward the future
• It recognises that the environment will
change. It is generally a long range orientation
(but it may be a strategy for a shorter period –
like a specific campaign).
• It will try to anticipate events rather than
simply react as they occur.

6. The strategic approach is oriented
toward the future
• The approach leads the manager to ask where
his/her organisation wants to be after a
certain period, what it will need (resources) to
get to where it wants, and how to develop
strategies and the means to get there, and
finally, how to manage those strategies to
achieve the organisation’s goals and
objectives.

7. The strategic approach is oriented
toward the future
• It is recognised that the future cannot be
controlled, but the argument can be made
that by anticipating the future, organisations
can help to shape and modify the impact of
environmental change.

8. Second, the strategic approach has an
external emphasis
• It takes into account several components of
the external environment, including
technology, politics, economics and the social
dimension.
• Strategic thinking recognises that each of
these can either constrain or facilitate an
organisation as it seeks to implement policy.

9. The strategic approach has an
external emphasis
• Politics will determine the policies that are to
be implemented, economics will determine
the organisation’s level of resources, and
social factors might well determine who the
organisation’s beneficiaries will be.
• In particular, strategic thinking recognises and
emphatically takes into account politics and
the exercise of political authority.

10. Managers are not free to do anything
they decide
• Managers must be sensitive to the needs and
respond to demands of constituents over
whom they have little or no control.
• Among those constituents, political actors are
perhaps the most important.

11. Third, the strategic approach
concentrates on assuring a good fit
between the environment and the
organisation
• (including its mission and objectives,
strategies, structures, and resources) and
attempts to anticipate what will be required
to assure continued fit.

12. A good fit between the environment
and the organisation
• Under conditions of rapid political, economic
and social change, strategies can quickly
become outmoded or no longer serve useful
purposes; or the resources traditionally
required by the organisation to produce its
goods and services may suddenly become
unavailable.

13. A good fit between the environment
and the organisation
• The strategic approach recognises that to
maintain a close fit with the environment, the
different elements of the organisation will
need to be continuously re-assessed and
modified as the environment evolves.

14. Finally, the strategic approach is a
process – Not a single activity
• It is continuous and recognises the need to be
open to changing goals and activities in light
of shifting circumstances within the
environment. It is a process that requires
monitoring and review mechanisms capable
of feeding information to managers
continuously. Strategic management or
planning are not one-shot approaches, they
are ongoing.

15. • For more information about MAANZ International and articles
about Marketing, visit:
• www.marketing.org.au
• http://smartamarketing.wordpress.com
• http://smartamarketing2.wordpress.com
• Email: info@marketing.org.au
• Link to this site - - http://www.slideshare.net/bmonger for
further presentations
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