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the information yourself, you can also sell or give away this free viral marketing system strategies eBook, including it in a package or as part of a membership site -- a $97.00 value is yours free! PLUS Once you download the ebook, I will teach you how to automatically generate multiple income streams by just giving it away for free Written by Dr. Roberto A. Bonomi - All rights reserved. Title: The What's Next? Process for Creating A Winning Competitive Strategy Word Count: 1106 Summary: The new heart of the process is the question "what is possible?". Keywords: strategy,management,differentiation,competitiveness Article Body: The Old The old customary procedure of strategy development has a pure and sound logic. It has been designed in order to answer the question: What is it that we should do in order to achieve our goals? The process essentially involves three stages: 1. Where are we now? 2. Where do we want to be? 3. How are we to get there? This process is based on Gap Analysis. Supposedly, the competitor who will manage to execute it better and wiser (and will also carry out the strategy with consistence and persistence), will be the one who achieves the competitive advantage over the rest of the market. I claim that this time honored process is no longer adequate. It is not sufficient for the competitive environment of this day and age. It does not help managers steer their organizations in the direction of success and profitability. I call it: "Wishful Strategizing". Its outcome is more often than not, failure. This results in executives who lose faith in strategy making altogether. What is wrong with the classic process? Before anything else, its basic assumptions are erroneous: Assumption # 1: We know our goals. Our evaluation of potential is based upon the current situation, and on consumers' answers to market research questions. However, the real potential, that which we cannot see while adhering to this approach, is based on "what could be". Our initiatives and actions continuously change customer desires. Products that no consumer ever wished to exist become vital necessities. Hence raise the famous historic mistakes in market potential assessment of commercial flights, cars, computers, and so many other products and services. Assumption # 2: The world is stable. We assume that if we just define where we want to get to, we would surely be able to either find or make our route to get there. The leading image, in the background of it all, is that

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