Posted: April 24th, 2025

Business Finance – Management this is a discussion not an assignment.. i must have original work ONLY with at least one up to date reference and 150 words at least

 Week 1 Discussion – Strategy Foundations

Read the articles

Five Questions That Make Strategy RealLinks to an external site.

and

Strategy First

. From the two articles, specify the main differences between strategy and tactics. Provide support for your response.

• Introduce yourself to your peers by sharing something unique about your background. Explain how you expect this course will help you move forward in your current or future career.
• Compare the primary characterization of strategy that both Welch and Linker present in their respective articles.
• From the articles, select a principle of strategy and provide a real business-world example that reflects that principle. For both articles, you are expected to assess the concept of the strategy, core directional choices that led to the best outcome, and specific actions implemented. Provide a rationale to support your reasoning. Present evidence and provide support for your response to strengthen your position.

N O R T H W E S T I N D I A N A B U S I N E S S M A G A Z I N E | J U N – J U L 2 0 1 9 5

Strategy first
Define ideal prospects, key points of differentiation
before committing to specific marketing tactics

Marketing can feel like throw-
ing a dart at a dartboard. You
rarely hit a bull’s-eye, even a
slight miss can dramatically

impact your score, and too often, your
throw misses the board entirely.

Implementing marketing tactics like
social, email, ads, sponsorships, etc.,
that don’t support an overall market-
ing strategy feels like playing darts
blindfolded. You don’t know which way
to throw your dart, and even if you are
lucky enough to hit something, you
have no idea if you scored any points.

Strategy is often missing from
marketing planning because it is
confused with tactics, goals, missions
and objectives. Tactics get the lion’s
share of the attention with most
marketing articles focusing their advice
on ads, sponsorships, endorsements,
email campaigns, media outreach,
websites, testimonials, referrals and
case studies.

Becoming an industry thought
leader isn’t a strategy—it’s an objec-
tive. Serving customers with respect
and integrity isn’t a strategy—it’s
a mission. Growing sales in a new
market isn’t a strategy—it’s a goal.

So what is a strategy? A marketing
strategy defines your ideal prospect
and identifies and communicates crit-
ical points of differentiation between
you and your competitors. It is an
explanation of your plan to reach your
objectives. Your strategy is how you are
going to get there, not what or where

“there” is.

Decide who matters
Marketing pieces that don’t speak

to their intended audience lack focus.
Using an ideal prospect profile as the
basis of your strategy helps ensure
your marketing is targeted to your ideal
prospect. Who is an ideal prospect? For
existing businesses, start with your

ideal customers. Sort your customers by
most profitable, most sales or anything
else that makes sense for your busi-
ness. Look for customers who want and
value your product/service. Use these
customers as a model to create a profile
of your ideal prospect.
Each profile includes
a simple paragraph
or two that describes
your prospect as if
they are sitting across
from you. Include a
demographic descrip-
tion, an explanation
of what they want, a
description of their
problem(s), an under-
standing of how they
buy and the best way
to communicate with
them in each profile.

Be different
By default, most prospects think

that your business is different from the
other providers in your industry. An
essential part of your marketing strat-
egy is identifying and communicating
a simple idea or position that makes
your business different from the rest
of the market in your ideal prospect’s
mind. The difference needs to be in the
way you sell your service, the way you
package your product, the way you do
business or your ability to transform
the lives of your prospects.

Quality, excellent service and a fair
price aren’t compelling differentiators—
they are expectations. Being different
for difference sake isn’t enough to sepa-
rate you from your competitors. The
only persuasive difference is one that is
valued by your ideal prospects.

Without a blindfold and with a little
practice, even inexperienced market-
ers can hit a few bull’s-eyes and win
more than they lose.

Publisher/Executive Editor
Troy Linker

Managing Editor
Larry Avila

Director, Advertising Sales
Melanie Aylsworth

Contributing Writers
Larry Avila • Lesly Bailey • Lauren Caggiano

John Cain • Jerry Davich • Jane Donahue
Annemarie Mannion • Carrie Napoleon

Philip Potempa • Michael Puente
Jack Walton • Daniel Schultz

Editorial Advisory Committee
Erika Dahl • John Davies
Lorri Feldt • Brett Fuller

Barbara Grimsgard • Keith Kirkpatrick
Leigh Morris • Raeann Trakas

Michelle Searer • Anthony Sindone
Mary Wellnitz • Linda Woloshansky

Photography
Michelle Hamstra

Magazine Design/Production
Heather Pfundstein

email: news@nwindianabusiness.com
web: nwindianabusiness.com

visit: facebook.com/nwindiananbiz
visit: twitter.com/nwindianabiz

visit: linkedin.com/company/nwindianabiz

Northwest Indiana Business Magazine
905 Joliet St #237, Dyer IN 46311

is owned and published by
Linker Media Group, Inc.,

Troy Linker, President and CEO.

Many contributing writers are experts from
various fields and provide advice to our readers
on their individual specialties. Experts provide
general information, for educational purposes,

regarding legal, accounting, insurance and other
professional issues. This information is not a

substitute for specific professional advice given
by qualified professionals who are aware of an

individual’s particular circumstances.
© Copyright 2019. All rights reserved.

Reproduction without permission is prohibited.

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JUN – JUL 2 0 19

P U BL I S H E R ’ S N OT E
N W I N D I A N A B U S I N E S S . C O M

u Troy Linker is
executive editor
and publisher of the
Northwest Indiana
Business Magazine.

u Cover photo
of Thomas Dakich

by Michelle Hamstra

R E A D O N P H O N E<

Copyright of Northwest Indiana Business Quarterly Magazine is the property of Linker Media
Group Inc. and its content may not be copied or emailed to multiple sites or posted to a
listserv without the copyright holder’s express written permission. However, users may print,
download, or email articles for individual use.

Copyright of Northwest Indiana Business Magazine is the property of Linker Media Group
Inc. and its content may not be copied or emailed to multiple sites or posted to a listserv
without the copyright holder’s express written permission. However, users may print,
download, or email articles for individual use.

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