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of driving through a more or less previously explored landscape that anyway remains unaltered while we progress across it. Well, the choice of image could not be more misleading. In the past, companies succeeded by discovering or unveiling unsatisfied customer needs. Today, generally speaking, there is no such thing as ungratified needs. Moreover, customers have become infested with options. Their expectations are constantly rising. Their wants are volatile. If in the past, "market share" was a stable index of achievements (as we used to say: "we have achieved a market share of x"), than today, in many fields, the market share data changes by the month, by the week, and even by the day. We can speak only of our average market share. Most managers will admit that there are no more sustainable competitive advantages, and that the mission has become the achievement of a repeatable competitive advantage. While the old approach is a control-oriented approach (we aspire for market dominance), the new orientation of marketing behavior is that of a dance-along with the market trends and with the customers. Assumption # 3: Only we are doing this (or: we do it better). The illusion that we are capable of defining specific goals and of moving towards them virtually unimpeded, assumes that our competitors are going to continue doing exactly what they have been doing so far. Well, surprise! They will do no such thing. First of all, the competitors of today may not be the competitors of tomorrow. Manufacturing in china, electronic trade, and the limitless openness of customers to novelties have lowered entrance barriers in many market categories. Furthermore, managers now spend less time in their posts. This means that new managers constantly pop up in competing companies and bring with them with new ideas, or at least a fresh ambition. In the past, when the game consisted of a rat-race toward unfulfilled customer needs one could know exactly what one's competition was attempting to achieve. Since then, more and more companies have realized the need for inventiveness and innovation, in order to do something that could succeed, and that their competitors have not yet tried. The New So then, what is the alternative to the old brick road to strategy? I propose that we move from wish-oriented management to opportunity-oriented management. I would like to hereby offer a new process leading to successful strategizing, which we have been using in our consulting work for the last

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