TABLE OF CONTENTS As we have seen, there are two aspects to the strategy development process: business strategy and customer strategy. Business strategy concerns the type of organization, its vision, style and corporate brand; customer strategy is about the type of customers that the organization wants to attract and how to segment them.
The business strategy often originates in the vision of a charismatic founder or business leader, such as that of Hans Snook, the former chief executive of Orange, and the subject of the first case study in this chapter. A business vision is a view of how the future might look and the role the organization might play in that future. Sometimes the vision seems unreasonable or far-fetched to outsiders. For example, Microsoft s vision of a computer on every desk seemed extraordinary in an industry accustomed to thinking about computers as room-sized machines that needed an army of technicians to tend them. Yet these unreasonable visions can often be the most powerful of drivers, stimulating organizations to achieve remarkable successes.
Orange s vision that mobile telephony is the technology of the future has been successfully translated into advertising campaigns, The Future s Bright, The Future s Orange , and into product and service leadership through leading-edge offerings such as its mobile video phone, the first such product outside Japan.
