TPL Inception Pack Vol 3

8/14/2019 TPL Inception Pack Vol 3

1/18

the planning lab (sthlm)

Inception pack volume three: What is strategy?

2007


2/18


3/18

the planning lab (sthlm)Inception pack

What is strategy?

We simply dont know what strategy is or how

we can develop a good strategy

(Markides, 2000)

Consultants and theorists that compete for

giving advice to companies cannot even agree on

the most basic question: what is strategy?

(The Economist, March 20, 1993)


4/18


5/18


The Classical perspective

*Whittington, R (2002) What is strategy - and does it matter?

Classical

Systemic

Evolutionary

Intention of strategy

Profit maximising

Pluralistic

Planned Gradual

Process

Processual


6/18


The evolutionary perspective


Classical

Systemic

Evolutionary


Profit maximising

Pluralistic

Planned Gradual

Process

Processual


7/18


The processual perspective


Classical

Systemic

Evolutionary

Processual


Profit maximising

Pluralistic

Planned Gradual

Process


8/18


The systemic perspective


Classical

Systemic

Evolutionary

Processual


Profit maximising

Pluralistic

Planned Gradual

Process


9/18


Overview


10/18

the planning lab (sthlm) Inception pack

What does this imply for agency planning?


11/18


The role of planning again...

market researcher

data analyst

qualitative focus group moderator

information centre

bad cop (to account managements/

client services good cop)

npd consultant

brainstorming facilitator

target audience

representative/voice of the

consumer

soothsayer/futurologist

media/communications planner

strategic thinker/strategy developer

writer of the creative brief

think piece polemicist

social anthropologist

insight miner

knowledge applicator

Source: What is account planning (2001), Account Planning Group UK


12/18


Brand strategy

Business strategy

Communications

An understanding of the client firms strategic perspective allows us tobetter grasp the potential and limitations of the branding and

communications work that we recommend

In other words: most planners need to

have a clue about strategy


13/18


The classical perspective: control everything

Possible to control external environment = we can control the customers

attitude/behaviour through marketing communications

Marketing communications decisions will be made through quantitative analysis

and modelling

Masters of our own destiny when it comes to brand and advertising management

Typical separation between strategy (brain) and reality (hands)


14/18


The evolutionary perspective: sell or die

Marketing communications decisions are for short-term survival

In the long-term we might be dead!

Intense focus on short-run sales, not long-term brand-building


15/18


The processual perspective:

win some, lose some

A trial-and-error approach to marketing communications: some consumer

attitudes and behaviours things we can influence, some we cannot

Continuous improvement of brand and advertising management

Certain degree of risk-taking in decision-making allows for innovative and

creative ways of reaching customer


16/18


The systemic approach:

please follow the rules of the game

Consumer attitudes and behavior are confined to social systems with given norms,

values, roles, culture, ethics, etc.

Limitations to what marketing communications can do in terms of market share - the

consumer culture rules

Other rational reasons for marketing communications than pure profit-

maximisation


17/18


Conclusion

Try to agree on what strategy is when youre discussing strategy/strategic issues

with a client


18/18

the planning lab (sthlm)[email protected]

Documents

TPL Inception Pack Vol 3