> > * The immediate opportunity > * The customer's situation > * The competitive landscape > * Revenue streams and models, with plausible estimates (or benefits > if there's no direct revenue) > * Risks > * Peripheral opportunities > * Intersection with related elements such as brand identity, > marketing channels, sales, customer service, tech support, backend > systems, etc. > * Roadmap, which accounts for all of the above as it shifts over the > next x years >
The most important thing a company can have is a *vision*. And to me, the strategy comes out of the vision, but many companies fail to communicate any sort of vision to its staff (or perhaps even define one in the first place), and any strategy will suffer as a result. Vision > Strategy > Tactics > Evaluation Every company has a story. Find out what it is and you can build from it. What does the company really want? Why? How do the people who run it want their products and services to fit into peoples' lives? What do they want their company to *mean*? If this is clear, then a strategy is just an approach to accomplishing those goals. And then the list above can become very important. Note, though, that the list above doesn't compose a "strategy"—rather, it's a list of things you should consider in order to form an intelligent strategy. The list is important, yes, but what Mario is asking about, I think, is what you pull *out* of the list. A "strategy" is often remarkably uncomplicated. The list above *informs* it. Lists of short- and long-term tactical plans *support* it. But the strategy itself is often pretty easy to communicate. It could be a sketch on the back of a napkin. -r- ________________________________________________________________ Welcome to the Interaction Design Association (IxDA)! To post to this list ....... [email protected] Unsubscribe ................ http://www.ixda.org/unsubscribe List Guidelines ............ http://www.ixda.org/guidelines List Help .................. http://www.ixda.org/help
