Strategic Marketing Quotes

Tweet others the way you want to be tweeted.

Social media takes time and careful, strategic thought. It doesn’t happen by accident.

You are responsible for everything you TWEET and RETWEET.

A fundamental approach to life transformation is using social media for therapy; it forces you to have an opinion, provides intellectual stimulation, increases awareness, boosts self-confidence, and offers the possibility of hope.

The Clinton doctrine was encapsulated in the slogan “multilateral when we can, unilateral when we must.” In congressional testimony, the phrase “when we must” was explained more fully: the United States is entitled to resort to the “unilateral use of military power” to ensure “uninhibited access to key markets, energy supplies, and strategic resources.

The incredible brand awareness and bottom-line profits achievable through social media marketing require hustle, heart, sincerity, constant engagement, long-term commitment, and most of all, artful and strategic storytelling.

Commitment, trust, and voluntary cooperation are not merely attitudes or behaviors. They are intangible capital. They allow companies to stand apart in the speed, quality, and consistency of their execution and to implement strategic shifts fast at low cost.

Almost as an article of faith, some individuals believe that conspiracies are either kooky fantasies or unimportant aberrations. To be sure, wacko conspiracy theories do exist. There are people who believe that the United States has been invaded by a secret United Nations army equipped with black helicopters, or that the country is secretly controlled by Jews or gays or feminists or black nationalists or communists or extraterrestrial aliens. But it does not logically follow that all conspiracies are imaginary. Conspiracy is a legitimate concept in law: the collusion of two or more people pursuing illegal means to effect some illegal or immoral end. People go to jail for committing conspiratorial acts. Conspiracies are a matter of public record, and some are of real political significance. The Watergate break-in was a conspiracy, as was the Watergate cover-up, which led to Nixon’s downfall. Iran-contra was a conspiracy of immense scope, much of it still uncovered. The savings and loan scandal was described by the Justice Department as “a thousand conspiracies of fraud, theft, and bribery,” the greatest financial crime in history. Often the term “conspiracy” is applied dismissively whenever one suggests that people who occupy positions of political and economic power are consciously dedicated to advancing their elite interests. Even when they openly profess their designs, there are those who deny that intent is involved. In 1994, the officers of the Federal Reserve announced they would pursue monetary policies designed to maintain a high level of unemployment in order to safeguard against “overheating” the economy. Like any creditor class, they preferred a deflationary course. When an acquaintance of mine mentioned this to friends, he was greeted skeptically, “Do you think the Fed bankers are deliberately trying to keep people unemployed?” In fact, not only did he think it, it was announced on the financial pages of the press. Still, his friends assumed he was imagining a conspiracy because he ascribed self-interested collusion to powerful people. At a World Affairs Council meeting in San Francisco, I remarked to a participant that U.S. leaders were pushing hard for the reinstatement of capitalism in the former communist countries. He said, “Do you really think they carry it to that level of conscious intent?” I pointed out it was not a conjecture on my part. They have repeatedly announced their commitment to seeing that “free-market reforms” are introduced in Eastern Europe. Their economic aid is channeled almost exclusively into the private sector. The same policy holds for the monies intended for other countries. Thus, as of the end of 1995, “more than $4.5 million U.S. aid to Haiti has been put on hold because the Aristide government has failed to make progress on a program to privatize state-owned companies” (New York Times 11/25/95). Those who suffer from conspiracy phobia are fond of saying: “Do you actually think there’s a group of people sitting around in a room plotting things?” For some reason that image is assumed to be so patently absurd as to invite only disclaimers. But where else would people of power get together – on park benches or carousels? Indeed, they meet in rooms: corporate boardrooms, Pentagon command rooms, at the Bohemian Grove, in the choice dining rooms at the best restaurants, resorts, hotels, and estates, in the many conference rooms at the White House, the NSA, the CIA, or wherever. And, yes, they consciously plot – though they call it “planning” and “strategizing” – and they do so in great secrecy, often resisting all efforts at public disclosure. No one confabulates and plans more than political and corporate elites and their hired specialists. To make the world safe for those who own it, politically active elements of the owning class have created a national security state that expends billions of dollars and enlists the efforts of vast numbers of people.

Always remember, Brand exists in the consumers mind, so the brand is owned by the user.

1. Your Primary Aim 2. Your Strategic Objective 3. Your Organizational Strategy 4. Your Management Strategy 5. Your People Strategy 6. Your Marketing Strategy 7. Your Systems Strategy

Increased brand awareness online requires a strategic marketing approach focused on creating and distributing content that is relevant and consistent with the message you want to convey in an attempt to attract and retain a clearly defined audience.

Novels well up naturally from within you, not something you can casually, strategically change. You can’t do market research or something and then intentionally rework the content based on the results. If you did, a work born from such a shallow base won’t find many readers.

Executives are paralyzed by the muddle. Few employees deep down in the company even know what the strategy is. And a closer look reveals that most plans don’t contain a strategy at all but rather a smorgasbord of tactics that individually make sense but collectively don’t add up to a unified, clear direction that sets a company apart—let alone makes the competition irrelevant. Does this sound like the strategic plans in your company?

The reality is that the American people have no desire for an empire. This is not to say that they don't want the benefits, both economic and strategic. It simply means that they don't want to pay the price. Economically, Americans want the growth potential of open markets but not the pains. Politically, they want to have an enormous influence, but not the resentment of the world. Military, they want to be protected from dangers but not to bear the burdens of long-term strategy.

We need to move from comparative advantage to perpetual advantage...

As stakeholders run for the exits, market value is destroyed, and with it the flexibility to make strategic decisions.

The natural strategic orientation of many companies is toward retaining existing customers and seeking further segmentation opportunities.

When employees feel valued, and are more productive and engaged, they create a culture that can truly be a strategic advantage in today’s competitive market.

the strategic price you set for your offering must not only attract buyers in large numbers but also help you to retain them.

strategic planning should be more about collective wisdom building than top-down or bottom-up planning.

The hardest battle is simply to make people aware of the need for a strategic shift and to agree on its causes

To reach your organization’s tipping point and execute blue ocean strategy, you must alert employees to the need for a strategic shift and identify how it can be achieved with limited resources. For a new strategy to become a movement, people must not only recognize what needs to be done, but they must also act on that insight in a sustained and meaningful way. How

An Incoherent Strategy When a company’s value curve looks like a bowl of spaghetti—a zigzag with no rhyme or reason, where the offering can be described as “low-high-low-low-high-low-high”—it signals that the company doesn’t have a coherent strategy. Its strategy is likely based on independent substrategies. These may individually make sense and keep the business running and everyone busy, but collectively they do little to distinguish the company from the best competitor or to provide a clear strategic vision. This is often a reflection of an organization with divisional or functional silos.

Hey I'm Lloyd and I help entrepreneurs tap into the abundance and lifestyle freedom and internet marketers increase leads and conversions through efficient sales funnels, pay per click and strategic internet marketing ideas.

the key to getting beyond the enthusiasts and winning over a visionary is to show that the new technology enables some strategic leap forward, something never before possible, which has an intrinsic value and appeal to the nontechnologist.

Instead of drilling down and finding ways to creatively meet the target cost as Ford did, if companies give in to the tempting route of either bumping up the strategic price or cutting back on utility, they are not on the path to lucrative blue waters.

The incredible brand awareness and bottom-line profits achievable through social media marketing require hustle, heart, sincerity, constant engagement, long-term commitment, and most of all, artful and strategic storytelling. Don’t ever forget it, no matter what you learn here.*

The cost side of a company’s business model ensures that it creates a leap in value for itself in the form of profit—that is, the price of the offering minus the cost of production. It is the combination of exceptional utility, strategic pricing, and target costing that allows companies to achieve value innovation—a

Management must think of itself not as producing products but as providing customer-creating value satisfactions. It must push this idea (and everything it means and requires) into every nook and cranny of the organization. It has to do this continuously and with the kind of flair that excites and stimulates the people in it.

Millennials are growing up highly attuned to the needs of the capital markets. We are encouraged to strategize and scheme to find places, times, and roles where we can be effectively put to work. Efficiency is our existential purpose, and we are a generation of finely honed tools, crafted from embryos to be lean, mean production machine.

The Content Marketing Institute has derived a pithy one-sentence definition of this emerging field:5 “Content marketing is a marketing technique of creating and distributing relevant and valuable content to attract, acquire, and engage a clearly defined and understood target audience—with the objective of driving profitable customer action.

predictive judgments that provide input—for instance, how a candidate will perform in her first year, how the stock market will respond to a given strategic move, or how quickly the epidemic will spread if left unchecked. But the final decisions entail trade-offs between the pros and cons of various options, and these trade-offs are resolved by evaluative judgments.

Each cooperative in Mondragon has its own workplace structure, though there are similarities and tendencies that most of them share. The firm called Irizar, which manufactures products for trans-portation, from luxury coaches to city buses, exemplifies these tendencies. To encourage innovation and the diffusion of knowledge, there are no bosses or departments in Irizar. Rather, it has a flat organizational structure based on work teams with a high degree of autonomy. (One study remarks that they “set their own targets, establish their own work schedules, [and] organize the work process as they see fit.”) The teams also work with each other, so that knowledge is transmitted efficiently. Participation occurs also in the general assembly, which meets three times a year rather than the single annual meeting common in other Mondragon firms. Its subsidiaries in other countries have at least two general assemblies a year, where they approve the company’s strategic plan, investments, etc. These participatory structures have enabled Irizar to surpass its competitors in profitability and market share.69

I had a strong bias in favor of Russian scientists; many can be put to active use as chess coaches (I also got a piano teacher out of the process). In addition, they are extremely helpful in the interview process. When MBAs apply for trading positions, they frequently boast “advanced” chess skills on their résumés. I recall the MBA career counselor at Wharton recommending our advertising chess skills “because it sounds intelligent and strategic.” MBAs, typically, can interpret their superficial knowledge of the rules of the game into “expertise.” We used to verify the accuracy of claims of chess expertise (and the character of the applicant) by pulling a chess set out of a drawer and telling the student, now turning pale: “Yuri will have a word with you.

Faced with complicated choices like this, many parents understandably played it safe. About 80 percent of the children were assigned to the school that their parents had listed first. On paper, the system looked hugely successful, with most participants appearing to have received their first choices. But the reality was very different: many of those parents were simply getting safe, strategic choices.

The natural strategic orientation of many companies is toward retaining existing customers and seeking further segmentation opportunities. This is especially true in the face of competitive pressure. Although this might be a good way to gain a focused competitive advantage and increase share of the existing market space, it is not likely to produce a blue ocean that expands the market and creates new demand.

The creators of blue oceans, surprisingly, didn’t use the competition as their benchmark.17 Instead, they followed a different strategic logic that we call value innovation. Value innovation is the cornerstone of blue ocean strategy. We call it value innovation because instead of focusing on beating the competition, you focus on making the competition irrelevant by creating a leap in value for buyers and your company, thereby opening up new and uncontested market space.

As shown in figure 2-2, to break the trade-off between differentiation and low cost and to create a new value curve, there are four key questions to challenge an industry’s strategic logic and business model: Which of the factors that the industry takes for granted should be eliminated? Which factors should be reduced well below the industry’s standard? Which factors should be raised well above the industry’s standard? Which factors should be created that the industry has never offered?

Women flake on men because men fail to demonstrate their high sexual market value during texting exchanges with them. If these men were strategic about using their texts to playfully and effectively communicate to these women the fact that they are masculine men who have high social status and are preselected by women, women would not flake on them. In fact, ever since I figured out how to emphasize these attributes about myself in my communications with women, no woman has flaked on me.

The railroads that delivered goods to market were the same that delivered soldiers to battle — but they had no destructive potential. Nuclear technologies are often dual-use and may generate tremendous destructive capacity, but their complicated infrastructure enables relatively secure governmental control. A hunting rifle may be in widespread use and possess both military and civilian applications, but its limited capacity prevents its wielder from inflicting destruction on a strategic level.

Farmers in the South, West, and Midwest, however, were still building a major movement to escape from the control of banks and merchants lending them supplies at usurious rates; agricultural cooperatives—cooperative buying of supplies and machinery and marketing of produce—as well as cooperative stores, were the remedy to these conditions of virtual serfdom. While the movement was not dedicated to the formation of worker co-ops, in its own way it was at least as ambitious as the Knights of Labor had been. In the late 1880s and early 1890s it swept through southern and western states like a brushfire, even, in some places, bringing black and white farmers together in a unity of interest. Eventually this Farmers’ Alliance decided it had to enter politics in order to break the power of the banks; it formed a third party, the People’s Party, in 1892. The great depression of 1893 only spurred the movement on, and it won governorships in Kansas and Colorado. But in 1896 its leaders made a terrible strategic blunder in allying themselves with William Jennings Bryan of the Democratic party in his campaign for president. Bryan lost the election, and Populism lost its independent identity. The party fell apart; the Farmers’ Alliance collapsed; the movement died, and many of its cooperative associations disappeared. Thus, once again, the capitalists had managed to stomp out a threat to their rule.171 They were unable to get rid of all agricultural cooperatives, however, even with the help of the Sherman “Anti-Trust” Act of 1890.172 Nor, in fact, did big business desire to combat many of them, for instance the independent co-ops that coordinated buying and selling. Small farmers needed cooperatives in order to survive, whether their co-ops were independent or were affiliated with a movement like the Farmers’ Alliance or the Grange. The independent co-ops, moreover, were not necessarily opposed to the capitalist system, fitting into it quite well by cooperatively buying and selling, marketing, and reducing production costs. By 1921 there were 7374 agricultural co-ops, most of them in regional federations. According to the census of 1919, over 600,000 farmers were engaged in cooperative marketing or purchasing—and these figures did not include the many farmers who obtained insurance, irrigation, telephone, or other business services from cooperatives.173

The looming crisis of the contemporary system is actually pretty straightforward. Everything that makes the global economy tick—from reliable access to global energy supplies to the ability to sell into the American market to the free movement of capital—is a direct outcome of the ongoing American commitment to Bretton Woods. But the Americans are no longer gaining a strategic benefit from that network, even as the economic cost continues. At some point—maybe next week, maybe ten years from now—the Americans are going to reprioritize, and the tenets of Bretton Woods, the foundation of the free trade order, will simply end.

Evernote still came up with a bunch of clever tricks to get people to see its products while marketing was on their strategic back burner. After hearing customers complain that their bosses were suspicious of employees using their laptops in meetings, the Evernote team produced stickers that said, “I’m not being rude. I’m taking notes in Evernote.” Thus, their most loyal customers were turning into billboards that went from meeting to meeting. Once we stop thinking of the products we market as static—that our job as marketers is to simply work with what we’ve got instead of working on and improving what we’ve got—the whole game changes.

Revenue Multiples. In the section on myths we also discussed the problems associated with revenue multiples and why they are poor indicators of value. Multiples of revenues are bogus for four reasons. First, because the range of multiples is too wide to be useful. Second, because comparisons using the multiple are simply not valid. Just because one company sold for a certain multiple of revenue does not mean that another company will sell for that same multiple, even if the companies are similar. Third, revenue multiples do not consider cost structures, management talent, pricing, profitability, or growth. And fourth is the problem of narrow markets; there are only a limited number of strategic buyers who can benefit from the seller’s key assets. These buyers care only about the strategic fit with their company, not some revenue multiple. WHAT

By probing questions such as these, the Swiss watch company Swatch, for example, was able to arrive at a cost structure some 30 percent lower than any other watch company in the world. At the start, Nicolas Hayek, chairman of Swatch, set up a project team to determine the strategic price for the Swatch. At the time, cheap (about $75), high-precision quartz watches from Japan and Hong Kong were capturing the mass market. Swatch set the price at $40, a price at which people could buy multiple Swatches as fashion accessories. The low price left no profit margin for Japanese or Hong Kong–based companies to copy Swatch and undercut its price. Directed to sell the Swatch for that price and not a penny more, the Swatch project team worked backwards to arrive at the target cost, a process that involved determining the margin Swatch needed to support marketing and services and earn a profit. Given

Book authors are in high demand for speaking engagements and appearances; they are the new ‘celebrity’ and celebrities gain access. Authors not only make money from royalties or book advances but from their keynotes, presentations and strategically branded product lines. This includes entrepreneurial ideas for you to extend yourself beyond just writing and prepares you to add speaking and consulting to your revenue stream. You have to begin to look outside book sales and towards the speaking market. There are radio, interviews, news, television, small channel television keynotes, lectures, seminars and workshops. These types of events have the possibility to be much more lucrative than just selling books. In essence, the book builds and brands you in the public eye. It gives you credibility and the opportunity to be more than you are. It enables you to now be a voice, a teacher, a leader, an expert - after all, you wrote the book on it!

But capitalism has not stood still since Marx's day. Writing in the middle years of the nineteenth century, Marx could not be expected to grasp the full consequences of his insights into the centralization of capital and the development of technology. He could not be expected to foresee that capitalism would develop not only from mercantilism into the dominant industrial form of his day—from stateaided trading monopolies into highly competitive industrial units—but further, that with the centralization of capital, capitalism returns to its mercantilist origins on a higher level of development and reassumes the state-aided monopolistic form. The economy tends to merge with the state and capitalism begins to "plan" its development instead of leaving it exclusively to the interplay of competition and market forces. To be sure, the system does not abolish the traditional class struggle, but manages to contain it, using its immense technological resources to assimilate the most strategic sections of the working class.

President and Chief Operating Officer (COO), accountable for the overall achievement of the Strategic Objective and reporting to the SHAREHOLDERS who include, on an equal basis, Jack and Murray. • Vice-President/Marketing, accountable for finding customers and finding new ways to provide customers with the satisfactions they derive from widgets, at lower cost, and with greater ease, and reporting to the COO. • Vice-President/Operations, accountable for keeping customers by delivering to them what is promised by Marketing, and for discovering new ways of assembling widgets, at lower cost, and with greater efficiency so as to provide the customer with better service, reporting to the COO. • Vice-President/Finance, accountable for supporting both Marketing and Operations in the fulfillment of their accountabilities by achieving the company’s profitability standards, and by securing capital whenever it’s needed, and at the best rates, also reporting to the COO. • Reporting to the Vice-President/Marketing are two positions: Sales Manager and Advertising/Research Manager. • Reporting to the Vice-President/Operations are three positions: Production Manager, Service Manager, and Facilities Manager. • Reporting to the Vice-President/Finance are two positions: Accounts Receivable Manager and Accounts Payable Manager.

Mattis and Gary Cohn had several quiet conversations about The Big Problem: The president did not understand the importance of allies overseas, the value of diplomacy or the relationship between the military, the economy and intelligence partnerships with foreign governments. They met for lunch at the Pentagon to develop an action plan. One cause of the problem was the president’s fervent belief that annual trade deficits of about $500 billion harmed the American economy. He was on a crusade to impose tariffs and quotas despite Cohn’s best efforts to educate him about the benefits of free trade. How could they convince and, in their frank view, educate the president? Cohn and Mattis realized they were nowhere close to persuading him. The Groundhog Day–like meetings on trade continued and the acrimony only grew. “Let’s get him over here to the Tank,” Mattis proposed. The Tank is the Pentagon’s secure meeting room for the Joint Chiefs of Staff. It might focus him. “Great idea,” Cohn said. “Let’s get him out of the White House.” No press; no TVs; no Madeleine Westerhout, Trump’s personal secretary, who worked within shouting distance of the Oval Office. There wouldn’t even be any looking out the window, because there were no windows in the Tank. Getting Trump out of his natural environment could do the trick. The idea was straight from the corporate playbook—a retreat or off-site meeting. They would get Trump to the Tank with his key national security and economic team to discuss worldwide strategic relations. Mattis and Cohn agreed. Together they would fight Trump on this. Trade wars or disruptions in the global markets could savage and undermine the precarious stability in the world. The threat could spill over to the military and intelligence community. Mattis couldn’t understand why the U.S. would want to pick a fight with allies, whether it was NATO, or friends in the Middle East, or Japan—or particularly with South Korea.

We aren’t simply looking at a demographically induced economic breakdown; we are looking at the end of a half millennium of economic history. At present, I see only two preexisting economic models that might work for the world we’re (d)evolving into. Both are very old-school: The first is plain ol’ imperialism. For this to work, the country in question must have a military, especially one with a powerful navy capable of large-scale amphibious assault. That military ventures forth to conquer territories and peoples, and then exploits said territories and peoples in whatever way it wishes: forcing conquered labor to craft products, stripping conquered territories of resources, treating conquered people as a captive market for its own products, etc. The British Empire at its height excelled at this, but to be honest, so did any other post-Columbus political entity that used the word “empire” in its name. If this sounds like mass slavery with some geographic and legal displacement between master and slave, you’re thinking in the right general direction. The second is something called mercantilism, an economic system in which you heavily restrict the ability of anyone to export anything to your consumer base, but in which you also ram whatever of your production you can down the throats of anyone else. Such ramming is often done with a secondary goal of wrecking local production capacity so the target market is dependent upon you in the long term. The imperial-era French engaged in mercantilism as a matter of course, but so too did any up-and-coming industrial power. The British famously product-dumped on the Germans in the early 1800s, while the Germans did the same to anyone they could reach in the late 1800s. One could argue (fairly easily) that mercantilism was more or less the standard national economic operating policy for China in the 2000s and 2010s (under American strategic cover, no less). In essence, both possible models would be implemented with an eye toward sucking other peoples dry, and transferring the pain of general economic dislocation from the invaders to the invaded. Getting a larger slice of a smaller pie, as it were. Both models might theoretically work in a poorer, more violent, more fractured world—particularly if they are married. But even together, some version of imperialist mercantilism faces a singular, overarching, likely condemning problem: Too many guns, not enough boots.

Some of the key pillars of Nasser's project proved greatly lacking. The public sector evolved into a Soviet-style system of sterile thinking, a deathbed for talent, a site of mediocre resource allocation, inefficiency, suffocating bureaucracy, waste and decrepit management; in no way could it support lasting economic development in the country. Many of Nasser's detractors argue that land reform precipitated a dramatic retreat of Egyptian agribusiness: that the replacement of sophisticated, well-capitalized large landowners by low-skilled and poor peasants resulted in lower quality products, no concern for the long-term subsistence of the land, poor marketing of strategic Egyptian crops such as cotton and a continued erosion of links to

Corporate Social Responsibility - The New Strategic Marketing Battleground / Chris Maloney / Chris Maloney building customer satisfaction is an “important intermediate step in converting Corporate Social Responsibility into financial gains.

In the past, the states best able to manage events beyond their borders have been those best able to avoid the temptation to overreach. Great powers remain great in large measure because they posses wisdom to temper active involvement in foreign interventions - to remain within the limits of a national strategy that balances ambition with military resources. The first principle of the strategic art states simply that the greatest weight of resources be devoted to safeguarding the most vital interests of the state. If a vital interest is threatened, the survival of the state is threatened. Generally, the most vital interest of a liberal democracy include, first and foremost, preservation of the territorial integrity of the state. The example of the attacks on New York and Washington should send a message to those of similar ambitions that the surest way to focus the wrath of the American people against them would be to strike this country within its borders again. The second strategic priority is the protection of the national economic welfare by ensuring free and open access to markets for vital materials and finished goods. Other important but less vital interests should be defended by the threat of force only as military resources permit. Outside the limits of U.S. territory, the strategic problem defining the geographic limits of U.S. vital interests becomes complex. While the United States may have some interests in every corner of the world, there are certain regions where its strategic interests, both economic and cultural, are concentrated and potentially threatened. These vital strategic "centers of gravity" encompass in the first instance those geographic areas essential to maintaining access to open markets and sources of raw material, principally oil. Fortunately, many of these economically vital centers are secure from serious threat. But a few happen to be located astride regions that have witnessed generations of cultural and ethnic strife. Four regions overshadow all others in being both vital to continued domestic prosperity and continually under the threat of state-supported violence. These regions are defined generally by an arc of territories along the periphery of Eurasia: Europe, the Middle East, South Asia, and north East Asia. For the past several centuries, these regions have been the areanas of the world's most serious and intractable conflicts. Points of collision begin with the intersection of Western and Eastern Christianity and continue southward to mark Islam's incursion into southeastern Europe in the Balkans. The cultural divide countries without interruption across the Levant in an unbroken line of unrest and warring states from the crescent of the Middle East to the subcontinent of South Asia. The fault-line concludes with the divide between China and all the traditional cultural competitors along its land and sea borders. Other countries outside the periphery of Eurasia might, in extreme cases, demand the presence of U.S. forces for peacekeeping or humanitarian operations. But it is unlikely that in the years to come the United States will risk a major conflict that will involve the calculated commitment of forces in a shooting war in regions outside this "periphery of Eurasia," which circumscribes and defines America's global security.

In response, BEA launched an innovative program to put the company’s experts at the heart of its best customers’ IT organizations. BEA created Global Service Executives (GSEs) who were responsible for all services across education, consulting, and support. A portion of their compensation was based on customers’ ongoing success and full utilization of all purchased products. In addition, a client architect was placed on-site at strategic accounts, reporting to the customer’s CIO. These roles were in position to see customers’ needs from the inside and to help customers create strategy and road maps. Use proactive services to extend

LEADERSHIP ABILITIES Some competencies are relevant (though not sufficient) when evaluating senior manager candidates. While each job and organization is different, the best leaders have, in some measure, eight abilities. 1 STRATEGIC ORIENTATION The capacity to engage in broad, complex analytical and conceptual thinking 2 MARKET INSIGHT A strong understanding of the market and how it affects the business 3 RESULTS ORIENTATION A commitment to demonstrably improving key business metrics 4 CUSTOMER IMPACT A passion for serving the customer 5 COLLABORATION AND INFLUENCE An ability to work effectively with peers or partners, including those not in the line of command 6 ORGANIZATIONAL DEVELOPMENT A drive to improve the company by attracting and developing top talent 7 TEAM LEADERSHIP Success in focusing, aligning, and building effective groups 8 CHANGE LEADERSHIP The capacity to transform and align an organization around a new goal You should assess these abilities through interviews and reference checks, in the same way you would evaluate potential, aiming to confirm that the candidate has displayed them in the past, under similar circumstances.

But, he isn’t wearing anything at all!” Such plainspoken truth is urgently needed to dispel a myth that hobbles European strategic thinking: that Europe is too dependent on Russian natural gas to risk a serious row with Russia over its escalating war against Ukraine. As Moscow prepares to instigate a crisis over this winter’s natural gas supplies, Europe can secure its interests by remembering that Russia is dependent on Europe as its primary gas export market – and by preparing to weather the winter without buying Russian gas. This spring, while Russian-backed separatists in eastern Ukraine were gearing up for action, President Vladimir Putin tried to intimidate European leaders by suggesting that the Kremlin might redirect natural gas from Europe to China in retaliation for any EU sanctions. On May 21, Mr Putin suddenly reversed a decade of resistance and caved in to Chinese demands for a lower gas price, accepting $350 per thousand cubic metres. That is 42 per cent less than the price Lithuania pays – so low that it risks depressing natural gas prices throughout the Far East, including for future Russian sales to Japan. Moreover, Moscow will have to borrow $50bn to pay for new pipelines and other infrastructure, costs that must be repaid out of the paltry revenues. Mr Putin was willing to accept such poor economics because his main goal was political: to intimidate Europe. But behind the grandstanding, the Russian president knows that Europe is the only viable market for Russian natural gas, and that it will continue to be so for decades.

The essence of business consulting Business consulting is becoming a well-liked hit everywhere in the world. Consultation providers are important to business folks since they help them in making informative choices. That is solely potential after serving to them understand the workforce within the enterprise world. Managers who analyze the functionality of their businesses are bound to make higher earnings than those that don’t consult an expert for surveillance. They should perceive the risks concerned, weaknesses and strengths in order for their businesses to survive competition. It is with enterprise consulting that companies are capable of analyze as well as improve upon their strategic operations. This turns into attainable because of the experience across assorted fields translating into a spectrum of new ideas. Any effective enterprise consulting will allow you to faucet into their varied sources, capabilities as well as services. Your online business will take pleasure in proven approaches, ideas and even methods. Because of this you would not have to reinvent the wheel again. You make use of confirmed strategies and construct upon them. In spite of everything, this can ultimately translate into increased productiveness in addition to more sales for your online business. As a Richmond Business Help way to grow to be more productive in addition to worthwhile, the companies of a enterprise consulting cannot be ignored. Simply just remember to are on the same page as them. It's highly vital for a business to be on the identical wavelength as their enterprise consulting team. The enterprise states its wishes whereas the enterprise consultants rework it into an achievable aim. The business states its desires and the enterprise consultants define whether or not it's practical and the simplest method to turn dreams into reality. Involving a professional guide will information you in making crucial choices. They usually present you with different scenarios that are more likely to happen in the market in the present day. Additionally they explain how your decisions are prone to impression on what you are promoting in the future. In addition they present strategies on find out how to diversify the product line rather than relying on a single product. They are going to guide you to ensure that there's utmost progress and competition is at per. Enterprise consultants enhance the information stage of a business. Their data is effective. They've been involved in varied tasks earlier than and understand all of the facets involved in the planning process. Additionally they have a clear understanding of the dangers concerned in each enterprise growth step. You possibly can due to this fact depend upon them for the event of your enterprise.

Balfour Beatty The economic crisis really galvanised us as a business. I think it accelerated a lot of things that were in train anyway and gave them a real impetus. We’re more aware of the need to be more revolutionary than evolutionary. We always knew we would need to expand into emerging markets, but since the crisis we are much more definite about how to do this. We have been much clearer about finding the right people and devising the right management structure, and how joint ventures and strategic alliances should be organised. It is all very deliberate and open – it is no longer a distant plan, it is under way. Richard Gartside Eisenhardt and Brown argue that the ability to reshape a business is critical in turbulent markets. It is not the same as traditional

the biggest driver of project success rates, it seems, is the clarity of strategic focus before any ideas are developed.

surprisingly few studies have explicitly examined the relationship between MI and strategic marketing decision-making

How can I get a lot of good reviews on a mediocre book?” isn’t a legitimate question. Sorry, we can’t answer that one — not in a way that’s strategic rather than tactical, and not in any remotely intelligent way when considering the long term. Everything you’re about to read is within the booksellers’ guidelines and in no way amounts to gaming the system.

One result of this productive system is that the middle class has grown from being about 15 percent of the population in 1920 to being 86 percent of the population in 2011. While some of the population always seem to live at the poverty line, the vast majority of Americans today are affluent compared to their grandparents. They have the money to buy the products produced by American industry. In the process, the definition of poverty has changed. The majority of Americans who are classified by the government as living at the poverty level have indoor plumbing, color television sets, cell phones, air-conditioning, washers and dryers, microwaves, automobiles, and access to free health care. They are also a significant buying group.

Differential factor. When you strategically develop your value-based résumé, you will define the differential factor. The differential factor represents highly valuable skills, qualifications, and other employment assets that set you apart from other qualified candidates, that make you STAND OUT. Oftentimes, the differential factor is what tips the hiring scale in your favor! For instance, if you have an industry-wide reputation, your reputation might be the differential factor. If you are a black belt in Six Sigma, that may constitute the differential factor. A number of years ago, I coached a chief financial officer who worked for a legendary golf professional. Having worked for a famous golf professional was the differential factor because many hiring managers found it unique and intriguing to interview (and hire) someone who worked for a celebrity. Perhaps you are bilingual; this may represent the differential factor. When you identify the differential factor, you’ll provide your job campaign with a distinct advantage in landing a job quickly in the toughest of job markets.

Marketing and innovation produce results; all the rest are costs.” I would add a third income-generating activity to his statement: strategizing.

Very few people writing about this new industry in the mainstream press truly understood how personal computers had already begun to revert to institutional machines. This was mainly because it was easier for most journalists of the early 1990s to envision and get personally excited about the potential of educational software, or of managing their personal finances, or organizing their recipes in the “digital” kitchen, or imagining how amateur architects could design funky homes right on their home computers. Who wouldn’t be excited about more power in the hands of people, the computer as an extension of the brain, a “bicycle for the mind,” as Steve put it? This was the story of computing that got all the ink, and it was a story no one unfurled as well as Steve. Bill Gates wasn’t swayed by that romance. He saw it as a naïve fantasy that missed the point of the much more sophisticated things PCs could do for people in the enterprise. A consumer market can be an enormously profitable one—put simply, there are so many more people than businesses that if you sell them the right product you can mint money. But the personal computers of that time still didn’t have enough power at a low enough price to excite the vast majority of consumers, or to change their lives in any meaningful way. The business market, however, was a different beast. The potential volume of sales represented by all those corporate desktops, in all those thousands of companies big and small, became the target of Bill Gates’s strategic brilliance and focus. Those companies paid good prices for the reliability and consistency that Windows PCs could deliver. They welcomed incremental improvement, and Bill knew how to give it to them. Steve paid lip service to it, but his heart wasn’t in it. He thrilled only to the concept of how a dramatically better computer could unlock even more potential for its user.

Free Tools   1.        Pixlr.com – a photo editing tool for those who do not have Photoshop 2.       Piktochart – allows you to create your own infographics which are very popular 3.       Pinerly – as long as you pin the image through Pinerly first you can get stats of your pins such as repins, click throughs and more 4.      Picmarkr – you can add a watermark, copyright and logo to your images 5.       Pingraphy – you can schedule your pins with this tool

6.       Pinstamastic – this will help you really jazz up your images, quotes and also create images from visited websites and more 7.       Ipiccy – a photo editing tool   Subscription Tools 1.        Ecover-go – a small monthly fee where you can create pins, all types of covers, headers, buttons and more – it’s great if you are very active in creating pictures for your blogs etc.

The big problem is that the messages, while they can be and sometimes are personalized, are seldom filled with dynamic content based on what we know about each customer. We have these rich databases, but we do not use the rich data that they hold. To use it requires many creative staff members who dream up the dynamic content. The thought is, “Subscribers who are over 65 have certain interests, while other subscribers are college students who have different interests. We will vary our messages based on this knowledge, and also do that for about a half-dozen other subscriber segments to make our relationships richer for them and more profitable for us.” This makes a lot of sense, but few marketers today are doing anything like that. They are blasting identical content to every subscriber or customer whose e-mail or address they can get their hands on.

By late-2000 Wal-Mart’s losses were running in excess of £150 million a year in Germany from its 95 stores, and the company was ranked bottom of all retailers in Germany in an annual customer satisfaction survey.

There is actually some truth in the saying ‘There’s riches in niches’.

An interesting argument is that actually ‘the best service is no service ‘because if you get things right in the first place, customers do not want your service.

In 2006, after 8 years of losses, Wal-Mart beat a retreat from Germany, selling its stores to Metro, Germany’s leading retailer, losing $1 billion in the process.

For example, in the airline business people talk about the ‘olive factor’ – if you forget to put the olive in the martini, the customer thinks you will forget to put the wheels down when you land the plane, and this is not regarded as a good idea.

A clear mission statement describes the values and priorities of an organization. Developing a mission statement compels strategists to think about the nature and scope of present operations and to assess the potential attractiveness of future markets and activities. A mission statement broadly charts the future direction of an organization. A mission statement is a constant reminder to its employees of why the organization exists and what the founders envisioned when they put their fame and fortune at risk to breathe life into their dreams.

Passage Four: From Functional Manager to Business Manager This leadership passage is often the most satisfying as well as the most challenging of a manager’s career, and it’s mission-critical in organizations. Business mangers usually receive significant autonomy, which people with leadership instincts find liberating. They also are able to see a clear link between their efforts and marketplace results. At the same time, this is a sharp turn; it requires a major shift in skills, time applications, and work values. It’s not simply a matter of people becoming more strategic and cross-functional in their thinking (though it’s important to continue developing the abilities rooted in the previous level). Now they are in charge of integrating functions, whereas before they simply had to understand and work with other functions. But the biggest shift is from looking at plans and proposals functionally (Can we do it technically, professionally, or physically?) to a profit perspective (Will we make any money if we do this?) and to a long-term view (Is the profitability result sustainable?). New business managers must change the way they think in order to be successful. There are probably more new and unfamiliar responsibilities here than at other levels. For people who have been in only one function for their entire career, a business manager position represents unexplored territory; they must suddenly become responsible for many unfamiliar functions and outcomes. Not only do they have to learn to manage different functions, but they also need to become skilled at working with a wider variety of people than ever before; they need to become more sensitive to functional diversity issues and communicating clearly and effectively. Even more difficult is the balancing act between future goals and present needs and making trade-offs between the two. Business managers must meet quarterly profit, market share, product, and people targets, and at the same time plan for goals three to five years into the future. The paradox of balancing short-term and long-term thinking is one that bedevils many managers at this turn—and why one of the requirements here is for thinking time. At this level, managers need to stop doing every second of the day and reserve time for reflection and analysis. When business managers don’t make this turn fully, the leadership pipeline quickly becomes clogged. For example, a common failure at this level is not valuing (or not effectively using) staff functions. Directing and energizing finance, human resources, legal, and other support groups are crucial business manager responsibilities. When managers don’t understand or appreciate the contribution of support staff, these staff people don’t deliver full performance. When the leader of the business demeans or diminishes their roles, staff people deliver halfhearted efforts; they can easily become energy-drainers. Business managers must learn to trust, accept advice, and receive feedback from all functional managers, even though they may never have experienced these functions personally.

The same year we also acquired Financial Network Services (FNS), an Australian company with a retail banking software package called Bancs24. We needed them because some of our competitors had begun to target that market segment with their own IP. Bancs24 was a very comprehensive package and we were able to successfully win the systems integration contract for the State Bank of India (SBI) Group for implementation of core banking. Since we had invested considerable effort in customizing and strengthening it we felt acquiring FNS would be strategic for our products business. During our initial dealings with FNS and its feisty owner Tony Ward we learned to our surprise that when the product was being developed in the early 1980s TCS had deputed its programmers to Sydney to work with Tony and his team to help develop the product. Since the acquisition we have been able to deploy the FNS software package, rechristened ‘Bancs’, extensively with a number of domestic clients. Today close to 50 per cent of the banking transactions in India are processed by Bancs, thereby justifying the acquisition we made.

Strategic Petroleum Reserve?” asked a former Koch executive. “Energy doesn’t operate in a free market,” he pointed out.

The decisive factor is to supply the customer with a clear advantage when compared with the competition. Such a “strategic” competitive advantage must fulfill three criteria: it must be 1. important for the customer;   2. actually perceived by the customer; and   3. sustainable/difficult to copy.   If, for example, the packaging of a product is unimportant for the customer, it is unsuitable as a competitive advantage. If a product has a particularly long life span, but the customer is not aware of this advantage or does not perceive it, this advantage cannot influence the customer’s decision to purchase and does not help the supplier. If a company ruins its margin by reducing a price, the low price advantage cannot be sustained.8 Simultaneous fulfillment of the three criteria “important, perceived, sustainable” is a significant challenge.

Conservative elites first turned to populism as a political strategy thanks to Richard Nixon. His festering resentment of the Establishment’s clubby exclusivity prepared him emotionally to reach out to the “silent majority,” with whom he shared that hostility. Nixon excoriated “our leadership class, the ministers, the college professors, and other teachers… the business leadership class… they have all really let down and become soft.” He looked forward to a new party of independent conservatism resting on a defense of traditional cultural and social norms governing race and religion and the family. It would include elements of blue-collar America estranged from their customary home in the Democratic Party. Proceeding in fits and starts, this strategic experiment proved its viability during the Reagan era, just when the businessman as populist hero was first flexing his spiritual muscles. Claiming common ground with the folkways of the “good ole boy” working class fell within the comfort zone of a rising milieu of movers and shakers and their political enablers. It was a “politics of recognition”—a rediscovery of the “forgotten man”—or what might be termed identity politics from above. Soon enough, Bill Clinton perfected the art of the faux Bubba. By that time we were living in the age of the Bubba wannabe—Ross Perot as the “simple country billionaire.” The most improbable members of the “new tycoonery” by then had mastered the art of pandering to populist sentiment. Citibank’s chairman Walter Wriston, who did yeoman work to eviscerate public oversight of the financial sector, proclaimed, “Markets are voting machines; they function by taking referenda” and gave “power to the people.” His bank plastered New York City with clever broadsides linking finance to every material craving, while simultaneously implying that such seductions were unworthy of the people and that the bank knew it. Its $1 billion “Live Richly” ad campaign included folksy homilies: what was then the world’s largest bank invited us to “open a craving account” and pointed out that “money can’t buy you happiness. But it can buy you marshmallows, which are kinda the same thing.” Cuter still and brimming with down-home family values, Citibank’s ads also reminded everybody, “He who dies with the most toys is still dead,” and that “the best table in the city is still the one with your family around it.” Yale preppie George W. Bush, in real life a man with distinctly subpar instincts for the life of the daredevil businessman, was “eating pork rinds and playing horseshoes.” His friends, maverick capitalists all, drove Range Rovers and pickup trucks, donning bib overalls as a kind of political camouflage.

Visionaries are that rare breed of people who have the insight to match up an emerging technology to a strategic opportunity, the temperament to translate that insight into a high-visibility, high-risk project, and the charisma to get the rest of their organization to buy into that project. They are the early adopters of high-tech products.

The familiar if sad tale of Apple Computer illustrates this crucial concept. Apple has suffered of late because positive feedback has fueled the competing system offered by Microsoft and Intel. As Wintel’s share of the personal computer market grew, users found the Wintel system more and more attractive. Success begat more success, which is the essence of positive feedback. With Apple’s share continuing to decline, many computer users now worry that the Apple Macintosh will shortly become the Sony Beta of computers, orphaned and doomed to a slow death as support from software producers gradually fades away. This worry is cutting into Apple’s sales, making it a potentially self-fulfilling forecast. Failure breeds failure: this, too, is the essence of positive feedback.

I see professional advisors cold-call perfect strangers rather than do a call rotation for existing clients. I see advisors do prospecting seminars rather than a client advisory council or client appreciation event, and I see advisors run advertising campaigns rather than network with existing strategic allies and other professional influencers. “Spray and pray” marketing strategies are flawed on so many levels. Why, then, do so many advisors still attempt them? The reason for this is simple; nurturing existing relationships and other tried and true strategies can be boring and rarely results in instant gratification. Too many advisors want to find the next “new idea”, something with some “sizzle”, and, as a result, are continually searching for and dabbling with concepts that ultimately have minimal impact. It’s not unlike investing. How many times have you seen someone try to hit a home-run with a high-risk investment opportunity rather than stick with a methodical long-term approach? It’s not just money that compounds. As I’ve said before, discipline compounds, too. You have to be patient and let your efforts gather momentum. Too many advisors get themselves into the proverbial “Red Zone” and, rather than stick to the plan and see it through, they self-sabotage by abandoning the fundamentals and trying something new. Neglect also compounds. If we neglect our existing relationships it’s only a matter of time before they’ll be lured away and we’ll have to throw our own Hail Mary. Don’t deviate from your process. Identify the most fundamentally sound and proven trust-building activities, stick with them and tune out all the other noise. It’s much more effective to strengthen and nurture existing relationships over the long haul, rather than perpetually trying to start new ones. The prospecting treadmill is draining and you are building a business that is chaotic and unfocused. Relationships are proprietary and are a big part of the equity that you are building in your business.

Strategic Marketing Makes Success!

Contact Marketing is the discipline of using micro-focused campaigns to break through to specific people of strategic importance, often against impossible odds, to produce a critical sale, partnership, or connection. A Contact Campaign is an instance of usage of Contact Marketing.

In this way, blue ocean strategy makes sense of the strategic paradox many organizations face: the more they focus on coping with the competition, and striving to match and beat their advantages, the more they ironically tend to look like the competition. To which blue ocean strategy would respond, stop looking to the competition. Value-innovate and let the competition worry about you.

Thus I dismiss macro prediction as something that will bring investment success for the vast majority of investors, and I certainly include myself in that group. If that’s so, what’s left? While there are lots of details and nuances, I think we can most gainfully spend our time in three general areas: trying to know more than others about what I call “the knowable”: the fundamentals of industries, companies and securities, being disciplined as to the appropriate price to pay for a participation in those fundamentals, and understanding the investment environment we’re in and deciding how to strategically position our portfolios for it.

You are your brand. In order to be successful, you must stay relevant, have a winning mindset, motivate yourself, stick to what is working and engage in limitless opportunities to upgrade your portfolio. 

Hi, Ramsay. How are you? I’m Meera, a certified email marketing specialist and freelance writer. I also work with bloggers and solopreneurs on how to craft a strategic online presence at MeeraKothand.com. I’m a big fan of your work and am one of your list peeps as well. I just wanted to drop you a note to let you know that I’ve linked to you in one of my posts. I’ve included one of your emails as an example of the type of emails bloggers should be sending their list. Here’s a link to the post: I love your emails, appreciate all that you do, and wanted to let you know.

In a fight, it is usually easier to win against someone who is smaller, weaker, and less smart than you are. The same is true in business. It is not enough to find the right customers. You also need to find the right direct competitors, that is, your strategic group. These are the ones selling to the same customers and often in the same way as you. Beat them and you dominate your market. Dominate your market and you build value.

Strategic ABM only makes sense in accounts with large budgets because it is so resource-intensive, with marketers looking after between three and five accounts, or sometimes a single, large account.

Every great strategy has focus, and a company’s strategic profile, or value curve, should clearly show it. Looking at Southwest’s profile, we can see at once that the company emphasizes only three factors: friendly service, speed, and frequent point-to-point departures.

focus, divergence, and a compelling tagline. Cirque du Soleil’s strategy canvas allows us to graphically compare its strategic profile with those of its major competitors.

Define their industry similarly and focus on being the best within it Look at their industries through the lens of generally accepted strategic groups (such as luxury automobiles, economy cars, and family vehicles), and strive to stand out in the strategic group they play in Focus on the same buyer group, be it the purchaser (as in the office equipment industry), the user (as in the clothing industry), or the influencer (as in the pharmaceutical industry) Define the scope of the products and services offered by their industry similarly Accept their industry’s functional or emotional orientation Focus on the same point in time—and often on current competitive threats—in formulating strategy

Does the CEO know what to do in all matters all the time? This includes matters of personnel, financing, product strategy, goal sizing, and marketing. At a macro level, does the CEO set the right strategy for the company and know its implications in every detail of the company? I evaluate two distinct facets of knowing what to do:   Strategy In good companies, the story and the strategy are the same thing. As a result, the proper output of all the strategic work is the story.   Decision making At the detailed level, the output of knowing what to do is the speed and quality of the CEO’s decisions.

plans, as of yet there has been no theory or process for true strategy creation. We believe the four-step process proposed here goes a long way to correct this situation. By being built around a picture, it addresses many of managers’ discontents with existing strategic planning and yields much better results. As Aristotle pointed out, “The soul never thinks without an image.

At the same time, by eliminating many of the most costly elements of the circus, it dramatically reduced its cost structure, achieving both differentiation and low cost. Cirque strategically priced its tickets against those of the theater, lifting the price point of the circus industry by several multiples while still pricing its productions to capture the mass of adult customers, who were used to theater prices.

One of his first moves was to open the books to the managers. Up to that point, only a handful of them had known the company’s actual profitability. When the others looked at the numbers, they were shocked. They had thought the business was making a lot more money than it was. Murdock pressed them to ask basic questions about where O.C. Tanner was going. He brought fifty-three people together from all over the company and challenged them to define what business they were really in, what value they should be offering customers, and what changes they would have to make for the company to be the best at what it did. Out of the discussions came a consensus that O.C. Tanner had to transform itself from a service-award manufacturer into a company that helped customers set up and operate employee recognition programs. It was a major change in perspective, and it required the company to make a series of seven “strategic bets,” as Murdock called them: (1) embrace reality; (2) define the strategy; (3) get the right people in place; (4) get marketing into the company; (5) harness technology first; (6) change the culture; and (7) improve operations.

Hello, I am Courtney Miller, and I have Strong Experience in Digital Marketing, Marketing Automation, Design Strategy, Content Marketing, and UI/UX Design. Over these years, I have assisted numerous businesses to adopt the best solution based on their existing needs while taking care of businesses' long term goals. As a strategic leader, I am driving the organization's marketing design & delivery capability, marketing operations, and communications, and product marketing initiatives.

MY DEMOGRAPHIC RESEARCH makes it crystal clear that emerging countries, outside of China and a few others like Thailand, will dominate demographic growth in the next global boom. But the even more powerful factor is the urbanization process, with the typical emerging country only 50 percent urbanized, as compared with 85 percent in the typical developed country. In emerging countries, urbanization increases household income as much as three times from its level in rural areas. As people move into the cities, they also climb the social and economic ladder into the middle class. With the cycles swirling around us for the next several years and the force of revolution reshaping our world, emerging markets are in the best position to come booming out the other side. That’s why investors and businesses should be investing more in emerging countries when this crash likely sees its worst, by early 2020. My research is unique when it comes to projecting urbanization, GDP per capita gains from it, and demographic workforce growth trends and peaks in emerging countries. It’s not what I’m most known for, but it’s the most strategic factor in the next global boom, which emerging countries will dominate. As a general guideline, those in South and Southeast Asia, from the Philippines to India and Pakistan, have strong demographic growth, urbanization trends, and productivity gains ahead. This is not the case for China, though. Latin America has mostly strong demographic growth, but limited continued urbanization and productivity gains. Much of the Middle East and Africa have not joined the democratic-capitalism party, but those regions otherwise have the most extreme urbanization and demographic potential. One day they’ll be the best places to invest, but not yet.

The IoT market grows rapidly and it’s acceleration will continue in all major areas like Industrial Internet of Things; Digital Enterprise; Internet of Healthcare; Internet of Energy; Internet of Education; Digitalisation of global Supply Chains. Security concerns add to the IoT complexity. Strategically, to assure the system’s reliability & data / knowledge engineering, it is important to insure data integrity, availability, traceability, and privacy. A complex problem of digital transformation globally. The Internet of Things cybersecurity, therefore, is not a matter of device self-defence. What is needed is a systemic approach. Identify underlying patterns. Secure elements of a chain: from security of a device that creates, captures your data.. to the data storage.. to the back-end storage.. Create/ join IoT ecosystems, driven by protection with external monitoring, detection and reaction systems. It is a challenge - to secure systems.