Instant Grass, a consumer collaboration agency, was selected for the main fact that it is a postmodernist agency with a unique business model that they have managed to master by connecting the brand to the consumer and the consumer to the brand, having a flat structure which makes it easier for those whom they communicate with to be convenient, as well as it (the organization) being flexible to change at any given moment in the organization. What will be explored is the mentioned agency as well as proving that the agency, in a South African context, functions as a postmodern agency holistically.

1. CONTENT PAGE P
1. INTRODUCTION......................................................................................................................2
2. METHODOLOGY ....................................................................................................................3
2.1. DATA COLLECTION: PRIMARY & SECONDARY..............................................................3
3. STRATEGIC PLANNING, STRATEGIC THINKING, AND THE AGENCY........................4
3.1. STRATEGIC PLANNING........................................................................................................4
3.2. STRATEGIC THINKING..........................................................................................................5
4. INSTANT GRASS....................................................................................................................5
4.1. ABOUT THE AGENCY............................................................................................................5
4.2. WORK DONE...........................................................................................................................6
4.3. WHAT MAKES THEM DIFFERENT......................................................................................6
5. STRATEGIC COMMUNICATIONS........................................................................................7
6. SHIFTS, TRENDS, DRIVERS AND PARADOXES..............................................................8
6.1. SHIFTS......................................................................................................................................8
6.2. TRENDS ...................................................................................................................................9
6.3. DRIVERS..................................................................................................................................9
6.4. PARADOX................................................................................................................................9
7. ARGUMENT...........................................................................................................................12
8. SOURCE LIST........................................................................................................................13
9. APPENDICES........................................................................................................................15
9.1. APPENDIX A: INSTANT GRASS INTERNATIONAL.........................................................15

2. 1. INTRODUCTION
To thrive in contemporary culture, an agency needs to be more flexible and a leader with
competitive advantage, in what it renders – be it strategy or below-the-line marketing.
Organisations are made up of communication and culture, and those two are the most important
elements that make up the agency. Today the culture of the organisation makes up the flow and
control of information within the organisation, the communication within the organisation makes
sure that this flow is possible. The modernist (strategic planning) agency would be in the form of a
monologue, made up of top-down departments that would have hierarchical structures, its focal
point being centralised around the marketing mix, it would not see that consumers are much more
knowledgeable now and know what they want. Postmodernist (strategic thinking) is all about
change, organisations would be flat structures, o-thinking, where different parts in the organisation
come together and come up with different ideas instead of just one (an open system).
Organisations today, those that practice all forms of communication are known as strategic
communication agencies. “The strategic communication process typically is a communication
processthefollowsfromtheorganisation’sstrategicplanandfocusesontheroleofcommunication
in enabling the organisation’s strategic goals and objectives” (Holtzhausen & Zerfass, 2014: 4).
Organisations suffer from “change fatigue”, this is because everything is changing all the time and
agencies are not in control of it. Most organisations today would apply strategic communication
principles to create distinction and value for themselves. According to Sorrell (WPP) “Any agency
that is to succeed in the present and move into the future cannot be a production line in the old-
fashioned sense. It must also provide more concepts, services and inter- related intangibles within
a broader business arena than just advertising, if it is to have value”. What Sorrell means is that
strategic innovation is core element required by organizations. It is “the capacity to reconceive the
existing business model in ways that create new value for customers and stakeholders and
advantage over the competition” (Snyder & Duarte, 2003: 5). Instant Grass, a consumer
collaboration agency, was selected forthe main fact that it isa postmodernist agency with a unique
business model that they have managed to master by connecting the brand to the consumer and
the consumer to the brand, having a flat structure which makes it easier for those whom they
communicate with to be convenient, as well as it (the organization) being flexible to change at any
given moment in the organization. What will be explored is the mentioned agency as well as
proving that the agency, in a South African context, functions as a postmodern agency holistically.

3. 2. METHODOLOGY
This section outlines the way that the study was approached. The methodological approach used
for the attainment of information with regards to the topic was a qualitative research interview,
which was open-ended (unstructured interview) questions which was is depth analysis of the
agency. In this kind of research views and perceptions of the respondents are important for rich in-
depth descriptions (Flick, 1998).
According to Merriam (2014: 89) “open-ended questions are flexible and exploratory, they are
more like a conversation, are used when the researcher does not know enough about
phenomenon to ask relevant questions, and are used primarily in ethnography”. Thus, providing
rich in-depth descriptions about the phenomenon investigated.
Qualitative research interviews were completed. “Qualitative research is anumbrella term covering
an array of interpretive techniques which seek to describe, decode, translate, and otherwise come
to terms with the meaning, not the frequency, of certain more of less naturally occurring
phenomena in the social world” (Merriam, 2014: 13).
The purpose of a qualitative approach was so that the subjects would be open to answering
questionsfreelyandhonestly, categorisingthe information providedbythe subjectsismade easier
to ensure that what is searched for is in fact different, and as a researcher it is possible to
understand the topic better through the eyes of the subjects that represent the organisation. The
processes and methods of data collection are discussed below.
2.1. DATA COLLECTION: PRIMARY & SECONDARY
Fromtheagency, twoemployeeswere communicated withthrougha groupinterview, andanother
two employees were emailed who work in other departments and are based in the main branch in
Cape Town. Since the purpose of the interviews were to understand the agency and the industry
better, there was no problem in obtaining the information that was requested.
However, it was noted that the terminology that was presented during the interviews by the
researchers was not of necessity as the interviewees know of the work in their own professional
way. The two interviewed individualsin Johannesburg were CindySotywambe who isthe Network
Manager,and Nokuphiwa Xulu who istheBusinessUnit Manager.Thetwo individualsinterviewed
via an e-mail questionnaire were Paul White who is the Head of Innovation and Jess Jorgensen
who is the Manager for Johannesburg.
The agency was selected purely because the work that they do is relevant to the researchers’
argument and objectives for accustoming to the industry. A quota sampling approach was taken
to gathering the sample for interviewing, the researchers identified the relevant categories of

4. people which they had selected to interview (Babbie, 2007:205). The reason for making contact
with individuals such as Paul White and Jess Jorgensen was to get the opportunity to ask
questions relevant to the industry.
What was asked were questions which were compiled collectively, the researchers had the
opportunity to also ask their own questions as individuals to one or more of the employees who
specialise in a department that they would like to specialise in. In the group questions, the
researchers wanted to find out more about the agency in terms of what it is that they do and how
they distinguish themselves from other agencies in the industry, the make-up of the agency, as
well as finding out how they understand consumers using the Grasses they have had since 2003.
Nokuphiwa and Cindy engaged openly and provided the information that was needed.
With regards to further obtaining information about the agency, secondary research was
conducted. This secondary research about the agency included sourcing out information about
the agency from various sources which were predominantly online. The agency has published
case studies that were spread out on the internet, and their website played a key role in the
secondary information collection.
3. STRATEGIC PLANNING, STRATEGIC THINKING, AND THE AGENCY
In this section, in accordance with the argument, strategic planning is known as modernism, while
strategic thinking is known as postmodernism. The discussion is divided accordingly. South
Africa’s strategic communications industry has seen much evolvement and change in the agency
(some) from using strategic planning principles to using strategic thinking principles.
Instant Grass is an agency that is postmodernist and thus practices strategic thinking principles.
“Strategic planning is often used to refer to a programmatic, analytical thought process, and
strategic thinking to refer to a creative, divergent thought process” (Heracleous, 1998: 481).
3.1. STRATEGIC PLANNING
Strategic planning, otherwise known as modernism, is known as the old way of doing things in the
communications industry. It istheold waybecause it wasverytraditionaland offered limited results
for many organisations. A long term plan set by organisations.
Primarily as analytic process taken by organisations, it is predictable in nature, it is one sided, an
agency that practices this is more focused on top-down communication and is separated by
hierarchical levels in management who only focus on their roles in understanding and specialising
in a certain role in the agency. “In a sense, corporate strategic planning is just like any other type
of long-range planning. A production manager for example will have a long-range plan that shows
how their factory will have enhanced capability to produce new products in say the next decade.

5. The manager bases this planning on their knowledge of trends in manufacturing systems”
(Yardley). According to Heracleous (1998: 485) “the purpose of strategic planning is to
operationalise the strategies developed through strategic thinking, and to support the strategic
thinking process”. The thought process would then be analytical, convergent and conventional.
3.2. STRATEGIC THINKING
Strategic thinking, known as postmodernism, centralises its principles on creative, innovative and
divergent ways of doing things in the evolving strategic communications industry. Strategic
planning improves on strategic thinking. “Strategic thinking is portrayed as an evolution from
strategic planning, which is said become less elitist in its origins and more open and sophisticated
in its methods” (Heracleous, 1998: 483).
Since communication within the organisation is bottom-up, and is, in some cases, made of a flat
structure of communication, it allows for creativity and innovation to create a bigger picture. The
future is a canvas for the strategic thinker using strategy. Strategic thinking is a “cognitive process
… that precedes strategic planning or action, whereby an individual contemplates the future
development of the organisation whilst considering its attributes, its past and present and the
external realities within which it operates” (Tavakoli & Lawton, 2005:6). The thought process of the
strategic thinker is synthetic, divergent, creative and innovative.
4. INSTANT GRASS
4.1. ABOUT THE AGENCY
Instant Grass is a South African Youth Collaboration agency that primarily focuses on connecting
brands to consumers and vice versa, through conversation and is doing this on different countries
in and around Africa. According to Instant Grass (2015) “we offer a range of products, designed to
help brands understand their markets better and to turn consumers into lifelong fans and die hard
advocates. These networks allow us to both extract information from the market and disseminate
messages, resulting in unexpected, exciting and actionable insights as well as powerful, targeted
advocacy and Word of Mouth campaigns.”
Instant Grass is first and foremost a twisted full-breed postmodern-strategic thinking agency that
sees fun as an operative concept to gaining rich in-depth insight from consumers in order to
develop actionable strategic consumer insights for brands to develop strategy. What they do is
“We own, manage and represent communities of the most connected, informed and influential
young people across the African continent. They are carefully profiled and recruited to connect us
with the market segments in which our clients operate and we collaborate with these communities
to help solve our clients' business problems - no matter how big or small” (Instant Grass, 2015).

6. 4.2. WORK DONE
Instant Grass has worked with and has collaborated with many other agencies in the industry on
campaigns for brands that are trying to penetrate the market, to be specific the youth market. They
have done campaigns for many organisations such as Woolworths, Nike, Nedbank, Nokia, MXit,
PEP,Philipsand PhilipMorris, tonameafew.Togenerate insightsforthebrandstheywould utilise
their in house community that they have built over the years since the inception of the organisation
in 2003.
The community is made up of ‘Grasses’. Grasses are carefully profiled and recruited to connect
us with relevant market segments in which our clients operate and we collaborate with project-
relevant Grass communities to help solve our clients' business problems. These four key
communities can connect us to any market segment (Instant Grass, 2015):
Early adopters – Urban Male & Female, Across LSM, All races and Age 18-35;
Discerning men – Urban Male High LSM, All races and Age 26-35;
Girlsay – Urban Female, LSM 7-10, All races and Age 26-35;
Imbokodo – Rural Females, Lower LSM, Predominantly Black and Age 35+.
In practice the agencyis postmodern (strategic thinking), hasa flat structure of communication (top
down) between the supervisors and the Grasses, a community that is made up of different
subcultures and tribes that provide them with information about their backgrounds and
communities (ethnographic), and lastly, by understanding the needs of your existing and potential
consumers, you are able to develop an actionable strategic plan to speak with them effectively.
4.3. WHAT MAKES THEM DIFFERENT
What makes Instant Grass different from many other organisations is that they managed to create
a flexible business model that allows them to change with and before each paradigm or epoch.
For Instant Grass, there is no communication without strategy. According to Jess (Instant Grass,
2015) “Our job, as Instant Grass, is to form a bridge between consumers and business. It’s very
easyfor businesses to become focused on internal structures and processes, forgetting that at the
end of their value chain is a consumer – the person who at the end of the day pays their salaries
(in the case of B2C). South Africa is especially difficult to land marketing messages in, due to our
many cultures (each with their own sets of norms and values) as well as our geographic
differences”.

7. SouthAfricahasproventobeadifficultenvironmentformarketersandtheagenciestheyrepresent
to get into and resonate with the consumer without applying strategic communications principles
beforehand. “South Africa is tough, because despite having a large population only a small
percentage of us are economically viable and economically active. Without discounting these
people as human beings (this goes without saying) we cannot actively advertise to them as an
industry because they simply do not have the money to spend. This means our pool of
economically viable consumers (also people, not just consumers, always remember that) is much
smaller than we may at first think” (Paul, 2015).
What this then means is that whereas other companies, such as strategic consultancies for
example, might challenge Instant Grass for clients, they are at somewhat of a disadvantage
because they are in essence a group of people in a room trying to guess what people want. With
Instant Grass’ added differentiation of consumer input, they are essentially marking their own
homework. In a nutshell, they cannot be wrong if they speak to the right people about a business
problem.
5. STRATEGIC COMMUNICATIONS
This section gives us more insight as to what and how that strategic communications industry is
composed. To understand the phenomenon, it will be supported with more definitions and outlined
with examples within the South African context. Strategic communications has come a long way
from being a generic communication model that would focus on numbers that a message reaches
asopposedto theamount of consumersthatwouldtake inand resonate withamessage. Towards
the end of the section, the strategic communications industry should be explored in context and in
its developments.
According to Zerfass & Huck (2007) “Strategic communication – concentrates on the core drivers
of organizational success. It also expands the traditional set of institutionalized communication
measures in order to manage meaning in all kinds of interaction with internal and external
stakeholders”. What makes strategic communications unique and an effective concept is that
“effective strategic communication requires clear, consistent core messages that flow from policy
goals” which is achieved through strategic thinking (Paul, 2011: 5).
The strategiccommunicationsindustryhasmanydefinitions,aswellaswithhowagenciespractice
the phenomenon, has slight differences. The related concept to strategic communications is
corporate communications. Defined, corporate communications is “the set of activities involved in
managing and orchestrating all internal and external communications aimed at favourable starting
points with stakeholders on which the company depends” (Paul, 2011: 24). What this now means

8. is that organisations can and will implement strategy to communicate with their audiences utilising
strategic communications practices.
6. SHIFTS, TRENDS, DRIVERS AND PARADOXES
We live in a world where things are constantly changing at a rapid pace. We can get answers at a
touch of a button. The expectations of bosses and organisations have changed. Modern
technology has resulted in lots of changes. With this new type of information, everything has
changed. The way that people interact (B2C) is changing and is fundamental that everyone
changes with it (flexibility). Failure to change with the times and failure to not understand what it
means to emotional gratifications, individuals and organisations will be irrelevant.
6.1. SHIFTS
Firstly, to define a shift is by saying that “shifts are the long-term, macro changes that are playing
out across years or even decades, that while not consumer trends themselves, will shape both the
direction and flavour of a specific trend” (http://trendwatching.com/x/wp-
content/uploads/2014/05/2014-05-CONSUMER-TREND-CANVAS1.pdf). It is the long term fuel
that keeps the engine of a trend running until it is due to be changed (or evolved for that matter)
into something that is a cause of another. For instance with the advertising landscape finds itself
shifting to a digital landscape. “The shift in the print media landscape is having an effect on the
advertising industry, as popularity of the medium affects the method of spreading messages”
(Andrews, 2012).
This shift has been a trend for some time finding that a lot of organisations have cut down on
expenditure on traditional print and opted to increasing their budgets on digital spend on
advertising. This is result of the evolution of technology and the possibilities it has by bring you print
to the palm of your hands when you need it. “The internet is increasingly being accessed via
smartphonesand tablets, asconsumersseekconvenience and mobility. Almost one third of global
on-line consumers now have internet access on their mobile phones”
(http://blog.euromonitor.com/2012/11/10-global-macro-trends-for-the-next-five-years.html).
For Africa, strategic communicators need to understand and have foresight of the trends that will
have a significant impact on Africa. For instance, “Growth in sub-Saharan Africa is forecast to
accelerateto5.8% in 2015 (IMF,October2014),driven bythe continuedconvergenceof a number
of big shifts: expanding middle classes, productive urban centres, better education, deeper mobile
penetration, greater access to credit, and more” (http://trendwatching.com/trends/10-african-
consumer-trends-for-2015/).

9. 6.2. TRENDS
The meaning for ‘trend’ is broad in the sense that it could be related to any subject. Through
common knowledge a trend is known asa pattern that happens over a long period of time, forming
a sequence and is easily categorised. To spot a future trend on the other hand would involve a
statisticalobservationof agiven pattern thatformsa sequencethatanorganisation couldmonetize
for their benefit. According to Higham (2009: 15), trend is defined ‘as a line of general direction or
movement… a prevailing tendency or inclination… the general movement overtime of a
statistically detectable change… [Or] a current style or preference’.
A typical example of a trend would be the increased growth in businesses/brands that have taken
the initiative to grow their brands through social media, in South Africa for example, because of the
growth in the amount of consumers that are connected online (http://www.theredzone.co.za/814-
mobile-data-usage-will-climb-to-20-billion-but-why-is-2013-still-a-hard-year-for-agencies). The
reason as to why social media is abuzz is because brands are able to not only looking at building
brand awareness, but are now capable of managing their brand image – otherwise managing
brand risk (Kleyn: 2014).
However, for 2015, these are the following trends that organisations could take to their advantage
and strategically distinguish themselves from others: Heart on Sleeves, Info-chameleon,
Benevolent Brands, Destination Africa, Better Technology, Creative Cross-Polynations, Eco-
Reverence, New African Deal, On-demand Delight (Uberization), and Brand Stands
(http://trendwatching.com/trends/10-african-consumer-trends-for-2015/).
6.3. DRIVERS
Drivers are the direct causes that result in consumers changing purchasing decisions or
organisations moving from practising modernist principles to postmodernist principles. These
drivers are also known asthe variablesthat consumers use to base their decision making on when
purchasing a product or utilising a service. There are a variety of drivers of change, such as
economic drivers, political drivers and sentiment drivers – consumer drivers. As for organisations,
the drivers that constitute where they direct themselves are: commoditization, digitization, and
globalization (Morris, 2013).
6.4. PARADOX
One of the underappreciated facts of organisational change is that it is inherently paradoxical. For
example, although it is well known that such changes inevitably have unintended consequences
that are harmful, most organisations continue to implement change initiatives in a manner that
assumes complete controllability with the certainty of achieving solely beneficial outcomes. But

10. with strategy, this could prove differently by ensuring that organisations and strategic
communications efforts will prove success.
As a business, it may be easy to move your product, but, like everyone else, it is the strategy taken
to move it that matters most and distinguishes your brand from others. Since we are in an era
where ‘the consumer is king’, what brands need to do is look at how they can evolve the service
to consumers to keep them loyal to the brand. Customers and the market now stand at the core
of the business. If competitive advantage still allows other brands to catch up overtime, then
flexibility is important for organisations, experience and knowledge of where the business is and
where it should go is key. Being better isn’t the norm anymore, it is how do you distinguish you
service deliver, how is the purchase criteria optimised (for example, previously disadvantaged
individualswhoaretheblackdiamondsarestrivingtolive theaspirationallifestyle theyhavealways
dreamtof),thisboilsdown tothepositionthatthebrand takesinthemarket (forinstance, Hendricks
Gin catering to a NYC Hippy Market) (Raynor, 2007). As much as consumers are now the driving
force of the market, brands (strategic communicators) should stay ahead through forecasting and
understanding the driving forces behind consumer purchasing decisions and also understanding
the pace and evolution of the markets.
Practices of the organisation are important. Successful organisations have a strong internal
(upstream) and external (downstream) competitive advantage (Raynor, 2007). Internally would
refer to its employees, strategies, business developments and its engine that keeps it going (Apple
and Google patents). Externally, it would refer to its relationships with its stakeholders, branding,
customers and channel partners (Apple and Google communication platforms with the market).
Paradoxes are often exacerbated by people’s reactions to them. In particular, those affected by a
change tend to interpret it usingframesof reference that accentuate negative effects. Forexample,
(upstream)employeesmayviewchange initiative as a threat ratherthan an opportunityto improve
performance. Paradoxically, their perceptions may become a self-fulfilling reality because their
(negative) reactions to the change may reinforce its undesirable effects. For products of services
offered (downstream), brandsshould notbe obviouswith marketingand placing theirbrandas “the
otherbrand”, but should ratherfocuson the benefits of consumers using their brand instead of their
competitors (Raynor, 2007). Find a niche, connect that niche with your consumers and sell have
that as a unique selling point to have your brand superior over others. Through marketing, should
you want to grow as a brand, you need to get the job done. For instance, the event experience
must be real and worth more than what the customers paid for. That inevitably results in brand
loyalty (evangelists develop).

11. Strategically placing your brand in the market is important because it allows consumers to identify
it and make it distinguishable. What is important is having consumers having the ability to recall
your brand without needing to compare it (saying “it’s like MTV, VH1, Facebook and Snap Chat in
one”), or mumbling what it could be – that is why brand experience is important. Brand experience
can be thoroughly practised using the 4 E’s of Marketing (Everyplace, Evangelism, Experience,
and Exchange).
Even with everything else surrounding the consumer, and that which has ability to sway their
purchase decision, pricing still plays a role. Consumers are constantly looking for an established
brand and value proposition – this is where the skills of the strategic communicator come into
practice, how does the strategic communicator design the strategic value for the consumer? Even
with the ‘established brand’ factor, the right pricing might accomplish the objective. “Although
choosing to avoid competitors may minimise the head-on competition, there is no guarantee that
you won’t still have to contend with competitors you didn’t want or ask for. But if you’ve done your
homework and established dominance on your criterion of purchase, me-too competitors will be
putting themselves in an unfavourable position if they choose to follow you” (Dawar, 2013, 5).
Your product/brand must be known for something specific. Do not be like be like BlackBerry where
you were solely known for “Free internet” and “BBM” that you fail to evolve your offering in time.
“Companies compete ferociously against one another not to prove superiority but to establish
uniqueness” (Dawar: 2013, 5). Even though there was no other competing IM like BBM,
BlackBerry could have worked more at fixing its hardware and software to optimise the user
experience of the IM service and all round device features. But because some brands emphasise
different criteria of purchase, they appeal to very different customers. A BlackBerry user and a
Samsung user purchase the devices for various reasons, where Samsung is more of a gadget
device appealing to a market that loves evolution in smartphone technology, a BlackBerry user is
more aligned to the business functionalities of the device.
The upstream elements also matter. It complements the downstream activities to brand building.
Reinforcement of a brand’s service offering and reason for the consumers association to it is
important. Consumers need to be reminded why they are loyal to specific brands, they need to be
well informed as to what the brand is doing that is optimising the user experience of it, and the
value proposition constantly needs to be re-evaluated so that it keeps its competitive advantage
(Raynor, 2007).

12. 7. ARGUMENT
According to Jess (2015) when asked about what Strategic Communications means for the
agency, she went on tomention that there isno communication without strategyand that the brand
has to ask itself specific questions to know whether they are speaking to anyone at all, as well as
they stick to what they’re good at and they keep on refining their methodologies and practices so
that they can offer their clients the best of the best. The need for the strategic communicator in the
industry is required to guide organizations to success byimplementing strategic thinking principles.
In the South African context, organizations should take into the account that shifts, drivers, and
trends will play a pivotal role in the execution of effective strategies for their regions should they
understand them.

13. 8. SOURCE LIST
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http://www.mediaupdate.co.za/News/Article/46703/The-advertising-landscape-shifts-toward-
digital. (Accessed: 9 May 2015).
Babbie, E. 2007. The Basics of Social Research. USA: Cengage Learning.
Dawar, N. (2013). When Marketing Is Strategy. Available from: https://hbr.org/2013/12/when-
marketing-is-strategy/ar/1
Dhlamini, F. (dhlamini9@hotmail.com). (14 April 2015). RE: Instant Grass Career Shadowing. E-
mail to Sotywambe, C. (cindy@instantgrass.com).
Euromonitor International. 2012. 10 Global Macro Trends for the Next Five Years. Available from:
http://blog.euromonitor.com/2012/11/10-global-macro-trends-for-the-next-five-years.html.
(Accessed: 9 May).
Flick, U. 1998. An Introduction to Qualitative Research. Sage: London
Heracleous, L. 1998. Strategic Thinking or Strategic Planning. Journal of Long Range Planning,
31 (3): 481-487.
Higham, W. 2009. The Next Big Thing. London: Kogan Page Publishers.
Holtzhausen, D. & Zerfass, A. 2014. The Routledge Handbook of Strategic Communication. New
York: Taylor & Francis.
Kleyn, N. 2014. The big themes on the 2014 brand radar. Available from:
http://www.bizcommunity.com/Article/196/424/109285.html. (Accessed: 5 May 2015).
Merriam,S.B.2014.QualitativeResearch:AGuidetoDesignandImplementation.SanFrancisco:
Jossey-Bass.
Morris, L. [n.d.]. The Driving Forces of Change. Available from:
http://www.innovationmanagement.se/2013/07/18/the-driving-forces-of-change/. (Accessed: 8
May 2015).
Paul, C. 2011. Strategic Communication: Origins, Concepts, and Current Debates. California:
ABC-CLIO.
Raynor, E. M. 2007. The Strategy Paradox: Why Committing to Success Leads to Failure (and
what to do about it). USA: Double Day.

14. Snyder, N. T. & Duarte, D. 2003. Strategic Innovation: Embedding Innovation as a Core
Competency in Your Organisation. San Francisco: Jossey-Bass.
Trend Watching. 2014. Consumer Trend Canvas. Available from: http://trendwatching.com/x/wp-
content/uploads/2014/05/2014-05-CONSUMER-TREND-CANVAS1.pdf. (Accessed: 8 May
2015).
Trend Watching. 2014. 10 African Trends for 2015. Available from:
http://trendwatching.com/trends/10-african-consumer-trends-for-2015/. (Accessed: 8 May 2015).
The Red Zone. 2013. Mobile data usage will climb to $20 billion. Available from:
http://www.theredzone.co.za/814-mobile-data-usage-will-climb-to-20-billion-but-why-is-2013-still-
a-hard-year-for-agencies. (Accessed: 5 May 2015).
Yardley, T. [n.d.]. Simply Strategic Planning. Available from: http://www.simply-strategic-
planning.com/what-is-strategic-planning.html. (Accessed: 8 May 2015).
Zerfass, A. & Huck, S. 2007. Innovation, Communication, and Leadership: New Developments in
Strategic Communication. International Journal of Strategic Communication, 1 (2): 107-22.

15. 9. APPENDICES
9.1. APPENDIX A: INSTANT GRASS INTERNATIONAL