2012 Learning Marketing Strategic Thinking 
BrainZooming
MARCH 30, 2017
The folks at Armada Corporate Intelligence profiled a Bloomberg Businessweek story on Fanatics , the sports apparel manufacturer and marketer, in its Inside the Executive Suite. It also uses its agile strategy to market apparel for niche opportunities where it might sell as few as ten t-shirts. via Shutterstock.
BrainZooming
JANUARY 27, 2016
The Kansas City American Marketing Association monthly lunch addressed that question. On a market segmentation chart, Pat was making the point that there are multiple ways to grow from innovation. One chart depicted (I think) growth factors in the beer market from 2012 to 2014. – Mike Brown.
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BrainZooming
JANUARY 9, 2018
EAG: I think it’s the fact that when you saw that the market wasn’t doing what it had been doing, you took things into your own hands and found a way to do it anyway. It was a huge learning curve, and there are a lot of lessons still being learned. I’m like, WHAT?! He says, It was really good! I was so impressed!
The Inovo Group
MAY 14, 2018
When Apple introduced the iPhone in 2007, Research in Motion (RIM) was a major player in a worldwide market that sold about one billion cell phones annually (the term “smartphone” was new). Conduct market research? After Discontinuity Futures. Would that company invest in R&D? Technology roadmapping?
BrainZooming
NOVEMBER 28, 2017
He’s about to leave his job as a strategic planning and marketing VP at a Fortune 500 transportation company and he’s got this whole other direction mapped out for himself—he’s been blogging now for a couple of years in preparation for this move. By 2012 I’m no longer working for myself, as I’ve discovered that I’m terrible at it.
Adam Hartung
FEBRUARY 24, 2016
Another telltale of a company single-mindedly focused on execution, to the point of ignoring market shifts created by changing consumer tastes, improvements at competitors and the rapid growth of on-line retailing. There was no strategic thinking happening at WalMart, as executives believed there would never be a need to change the strategy.
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