New strategies for a new economy Strategic planning is an integral part of all high-level executive job descriptions. Several times a year, corporations initiate detailed planning sessions directed at identification and prioritization of tactical and strategic business objectives. It is common for such work to be undertaken in conjunction with leading management consulting firms who have, during the months between sessions, been actively quantifying various aspects of the competitive landscape. Such information is often fed to top executives of the sponsoring organization by way of "planning seminars" or "off-site" sessions. At the core of all high-level strategic planning sessions are two major questions: 1) who to acquire (or be acquired by) and 2) how to expand the business to meet new business objectives within the context of the current corporation's operational parameters. Over the past 30 years leading management consulting firms have made a large and highly successful practice of assisting major corporations in this difficult process. Until the onset of e-commerce-based Internet delivery models, it was possible to employ time honored planning methods in the strategic planning process. Now, the business world has changed. Acquisition models are for the most part useless; using traditional methods and models to structure long-term, strategic, e-commerce initiatives is nearly futile. It is time to admit that strategic planning in the e-com space is a whole new ball game.