The Paradox Of Strategy Today

Thoughts On Business Strategy, After Years Of Observing The Good, The Bad And The Ugly! Presentation to University Of Johannesburg, 20 February 2007

Observing The Last Five Years ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Observing (cont.) ,[object Object],[object Object],[object Object],[object Object]

Observing (cont.) ,[object Object],[object Object],[object Object],[object Object],[object Object]

In South Africa ,[object Object],[object Object],[object Object],[object Object],[object Object]

SA (cont.) ,[object Object],[object Object],[object Object]

To Me, The Above Means ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

1. The Tools Of Strategy ,[object Object],[object Object],[object Object],[object Object],[object Object]

The Tools (cont.) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

2. Who Participates In Strategy ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

3. Understand Competitive Advantage And Be Creative! ,[object Object],[object Object],[object Object]

4. Leadership Remains Important ,[object Object],[object Object],[object Object]

5. Strategic Options Today ,[object Object]

5.1 Be Big ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

5.2 Innovate! ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Whatever The Strategy: A Fundamental Truth About Business Survival! Swarofski: Business is about re-generation!

Business Survival Is About New Ideas!

Set A New Agenda, Do Not Follow The Old! ,[object Object],[object Object],[object Object]

5.3 Focus On The Basics ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Basics – Getting Strategy To Work ,[object Object],[object Object],[object Object],[object Object]

5. 4 Focus On Customers ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Strategic Directions: Cut One Critical mass Innovation Getting the basics right Customer-focus ,[object Object],[object Object],Emirates/ Itihad/ Singapore/ Qatar The large global banks; the large global retailers; our own SAB; airlines like Air France; telecommunications The UK retail sector; BA

Strategic Directions: Cut Two Critical mass Innovation Getting the basics right Customer-focus ,[object Object],[object Object],Emirates/ Itihad/ Singapore/ Qatar The large global banks; the large global retailers; our own SAB; airlines like Air France; telecommunications The UK retail sector; BA Segment focus Specific benefit focus Change the strategic agenda (low cost airlines )

What Is Sustainable? (cont.) Critical mass Innovation Getting the basics right Customer-focus ,[object Object],[object Object],362 US companies: 8% of customers great customer experience, 80% of them believe that! Emirates/ Itihad/ Singapore/ Qatar The large global banks; the large global retailers; our own SAB; airlines like Air France; telecommunications The UK retail sector; BA Most do not get it right The “easy” strategies Longevity? The “new” frontier? Niche? Niche, unless significant enough to change the competitive context

Create Or Destroy Value Critical mass Innovation Getting the basics right Customer-focus ,[object Object],[object Object],Emirates/ Itihad/ Singapore/ Qatar The large global banks; the large global retailers; our own SAB; airlines like Air France; telecommunications The UK retail sector; BA Segment focus Specific benefit focus Change the strategic agenda (low cost airlines ) Often destroys value to the lowest common denominator Creates value

The Business Cycle Critical mass Innovation Getting the basics right Customer-focus ,[object Object],[object Object],Emirates/ Itihad/ Singapore/ Qatar The large global banks; the large global retailers; our own SAB; airlines like Air France; telecommunications The UK retail sector; BA Segment focus Specific benefit focus Change the strategic agenda (low cost airlines ) Most often businesses gravitate towards this over time, as innovative businesses are acquired and assimulated Often where businesses start

The Relevant Marketing Strategy Critical mass Innovation Getting the basics right Customer-focus ,[object Object],[object Object],Emirates/ Itihad/ Singapore/ Qatar The large global banks; the large global retailers; our own SAB; airlines like Air France; telecommunications The UK retail sector; BA Segment focus Specific benefit focus Change the strategic agenda (low cost airlines ) Dominate and lead on industry generics Innovate often enough in important areas not to fall too far behind Talk to customers, 1:1, induce trial Challenge the status quo, grow new markets, upset existing markets and user-bases Endorse the industry basics – have a no-nonsense approach

The Patterns Of Industry Convergence

The Areas Of Industry Convergence ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Is The Fundamental Truth About Long-Term Business Survival Not: ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

The Paradox Of Strategy Today

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