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This book provides a framework for looking outside the business to sense changes, trends, threats, and opportunities,
and to analyze these conditions to develop strategic options. A set of agendas helps start the process, which is supported
by a summary flow diagram and planning forms. Plus, new and updated sections on topics such as knowledge management, downstream
business models, brand extensions, illusionary synergy, global leadership, creative thinking, and more round out the book.
Crucial
to the success of any long-term strategy is the development of sustainable competitive advantages built from organizational
assets and competencies. Aaker presents methods and concepts for identifying these advantages and making them the centerpiece
of successful methods of branding, advertising, distribution, manufacturing, and finance.
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p.26 A business vision... can guide strategy, suggesting strategic paths for the business.
p.54 Thinking out of the box (or just throwing away the box) is a key challenge
in discovering new offerings that are responsive to unmet needs. Thinking differently can generate a new offering
that creates or changes a category, making the existing competitors less relevant as the new offering becomes the frame of
reference and the standard... Creative thinking is a route to big ideas that lead to significant growth opportunities.
p.76 Imagining the future may be more important than analyzing the past. I daresay companies
today are not resource-bound, they are imagination-bound. C.K. Prahalad, University of Michigan
p.106 The essence of strategy development is to be creative; to surface new, effective
strategies
p.292 Creative, out-of-the box thinking (perhaps aided by formal creative-thinking exercises) is a vital
part of any planning system.
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