A Quote by Harper Reed

I think there are a lot of hurdles between a normal consumer brand figuring out their mobile strategy - let alone their chat app strategy - and programming a Facebook Messenger chatbot.
The smart strategist allows strategy to be shaped by events. Good reactions can make great strategy. Strategy involves competition of goals, and the risk is the difference between those goals and the ability of the organization to achieve them. So part of the risk is created by the strategy.
As users replace usage of the web with a mobile, app-centric ecosystem, the phone becomes the center of gravity. In this mobile world, Facebook is just one app on the phone.
A good strategy is not always successful, but even an "inappropriate" strategy may be an actual strategy. A "bad strategy" is one that doesn't even try to address an important challenge. Instead, it speaks of aspirations, visions of the future, lays out performance goals, or simply lists a bunch of unconnected actions.
I think Facebook is an extraordinarily important part of the Internet ecosystem, and having a robust presence there is a critical part of any brand (or company's) strategy.
I don't really have a strategy for social media. I think that's my strategy is that I don't have a strategy.
A change of strategy suggests there is a strategy. I don't see a strategy that deals with - that concerns with dealing wit with ISIL overall. There is some sort of strategy for dealing with it in Iraq. I'm not sure there is one in Syria. And Libya is another problem altogether.
My original intent for investing into Sprint - the main strategy was to buy Sprint and T-Mobile at the same time, so we'd have a critical mass to fight against AT&T and Verizon. The U.S. government didn't accept that. They rejected it. So my fundamental strategy was broken.
I think there's a short-term legislative strategy. I think there's a longer-term legislative strategy in terms of enshrining net neutrality principles into law rather than a rule, and I think there's an election strategy.
If you believe in a security strategy - a strategy of more friends and fewer enemies, a strategy of greater cooperation and a strategy of keeping America better at home as we grow more diverse - we have to build the minds and hearts to build this kind of world.
Strategy is figuring out what not to do.
The best strategy is a balance between having a deliberate one, and a flexible, or emergent strategy.
Strategy doesn't change when hard times arrive. Consumers' willingness to try, and to stay loyal, remains, the goal. Winners know this; their brand focus and strategy remains consistent.
If you can't describe your strategy in twenty minutes, simply and in plain language, you haven't got a plan. 'But,' people may say, 'I've got a complex strategy. It can't be reduced to a page.' That's nonsense. That's not a complex strategy. It's a complex thought about the strategy.
Our strategy is very horizontal. We're trying to build a social layer for everything. Basically we're trying to make it so that every app everywhere can be social whether it's on the web, or mobile, or other devices.
Everybody wants to disown neocon strategy, including the neocons, because that strategy never worked. Still, it was, in point of fact, a strategy. Nobody else has one.
To align with our new strategy to enhance the Windows device ecosystem, we are integrating Microsoft Mobile Device Sales (MMDS) underneath the Consumer Channels Group (CCG).
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