A M A R K E T E R ’ S S E A T A T

T H E C O R P O R A T E

S T R A T E G Y T A B L E R e n o - T a h o e A M A

S e p t e m b e r 1 5 , 2 0 1 5

Have participated in strategic planning?

Satisfied with your role in determining

your companies’ direction/strategy as a

marketing professional?

Why or why not?

WHY THIS TOPIC…

I. What is Strategy

II. What Makes Great Strategy

III. The Role of Marketing in Great

Strategy

IV. Upping your Game

SESSION FLOW

WHAT I S STRATEG Y?

STRATEGY MEANS DIFFERENT THINGS TO

DIFFERENT PEOPLE

Articulated Plan

Established Mission, Vision, Goals, Actions,

and KPIs for the next 24-36 months.

Strategic Differentiation A unique value proposition developed from a strong market position and customer needs.

Organizational Engagement Everyone knows the strategic direction, understands their role and

commits to accountability. An budget/execution/governance process is in place.

Organizational Transformation High-performing team that is driven by shared values, consistently driving decision

making based on the agreed upon strategy.

CLARITY 55% of managers can’t name one

of their organization’s top five

priorities

WHY GREAT STRATEGY MATTERS

FOCUS 92% of employees have difficulty

prioritizing

strategic activities

WINNING Credibility

+

Vision

ALIGNMENT 40% believe they have poor

vertical alignment of strategy tied

to goals

A

B

1. What does success look like? (Vision)

2. Why do we exist? (Mission)

3. How will we behave? (Values)

4. How will we succeed- play & win? (Strategies)

5. What is most important right “now”? (Goals)

6. How will we measure success? (KPIs)

7. Who must do what? (Initiatives)

Elements of a Strategic Plan

SWOT: Diagnosis of the current situation

W H AT M A K E S G R E AT

S T R AT E G Y ?

1. What does success look like? (Vision)

2. Why do we exist? (Mission)

3. How will we behave? (Values)

4. How will we succeed – play & win? (Strategies)

5. What is most important right “now”? (Goals)

6. How will we measure success? (KPIs)

7. Who must do what? (Initiatives)

Elements of a Strategic Plan

SWOT: Diagnosis of the current situation

“Kernel of Strategy”

WHAT MAKES GREAT STRATEGY

**Where are we now**

(Diagnosis)

**Where to play** (customers/markets/products)

**How we win** (competitive advantages)

**What are we not doing**

Diagnosis: Construction company - General Contracting & High

Tech; strategic account is Intel; contract is shrinking as HP’s

continue to do poorly in the market.

Where Play: Only non-unionized markets; companies that need

that specialized and valued expertise; design build contracts.

How Win: Act as developer/contractor when appropriate. TBD.

Not Doing: Hard bid contracts.

BRYCON CONSTRUCTION

Diagnosis: Japan represents 20% of the company’s overall

revenue; one of the top three outdoor apparel brands in the

market. The market is growing only at about 3%, the population

is shrinking and aging dramatically.

Where Play: 1) Densification and 2) Expansion to new markets

where high online purchases.

How Win: Points of differentiation are uncompromising quality,

culture, and environmental activism.

Not Doing: Not selling products in department stores.

PATAGONIA JAPAN

Diagnosis: Aggressively growing, proven track record of cost-effective anesthesia and pain management models. Market is highly fragmented.

Where Play: Continue to penetrate current markets, rather than move into adjacencies. Addressable market can absorb desired growth.

How Win: Hospitals with between 20K-40K visit volume; above average clinical results; become great at recruiting.

Not Doing: Not being opportunistic with new business lines. Not marketing ancillary services to win new business.

LIFELINC ANESTHESIA

ROLE OF MARK ET ING

LIFELINC ANESTHESIA – HOW DID WE GET

THERE?

Aggressive growth trajectory:

Cannot increase demand.

What is the addressable market?

Can is sustain a market penetration strategy?

What is our current market share?

What is the competitive landscape?

How do we define and evaluate market

attractiveness?

Choice Points: Do we have the

right internal data to drive

strategy development? (Tribal knowledge, historical

performance, customer/market data)

If yes – Proceed

If no – Determine other

resources – secondary or primary

Internal Analysis

Employees

Partners

Board

External Analysis

Customers

Market (Direct)

Competitors

Industry

Macro Environment

“Strategy of Record”

Current Business Plan

(accomplishments,

continuations, roadblocks)

Financial Analysis

Strategic Alternatives

& Strategy

Formulation

Plan Development

SWOT Analysis

Strengths Opportunities

Weaknesses Threats

INPUTS TO A GREAT STRATEGY

Strategic Issues

Nets out the SWOT.

Identifies themes in the current state.

Is objective.

Has both internal & external insights.

Does not try to answer any questions.

It’s a summary.

A DIAGNOSIS

What is the current state of your business?

Internal & external components.

Objective.

Do not try to answer any questions!

YOUR TURN

What information is needed to answer the 3

questions of strategy?

Start the research there.

Ask pointed questions – what are you trying to

answer?

How will you use the information?

TURNING A DIAGNOSIS INTO STRATEGY

Where will you play?

Customers

Markets

Products/Services

How will you win?

Competitive Advantage

What are you not doing?

YOUR TURN

Fear – Strategy is a hypothesis.

Budget – Get scrappy.

Laziness.

Hubris – Fight this with data.

Need for Speed – Narrow your scope.

WHAT GETS IN THE WAY

UPP ING YOUR G AME

1. Fight your own myopia. The Kernel - building out the full thinking of the strategy, not just

a part of it. Starting with the diagnosis is critical to the whole kernel.

Your perspective is a room on a cruise ship.

2. Ability to question your own judgment. Create and destroy your own strategies by using a "panel of

experts" - turn to this pack of "virtual experts“.

Zoom in and Zoom Out – Create & Destroy

3. Start making and recording judgments so that you can improve. Learning something about you in your next meeting.

Test a hypotheses.

OVER COMING PERSONAL LIMITATIONS

Happy Strategizing!