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 Global - Analysis - Industry - High-Level Strategic Thinking
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 providing any change of direction is less than 45 degrees, I would argue that the original vision will 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.

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Last Update: 3 Aug 2006   Number of Pages: 9

 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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