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Strategic Planning
Process
“Market
Forces will always determine
Strategic Direction”
Over the past 12
to 18 months financial markets
worldwide have come under financial
pressure in the majority of business
sectors. This situation will in all
likelihood continue for at least the
next planning period. There has
never been a greater need for sound
Strategic Planning. This Strategic
Planning Process is a detailed, 14
step 18 page template that includes
a Gantt Chart, a complete itemized
topic breakdown and provides an
ideal fit for a very broad cross
section of industries.
A well integrated
Strategic Planning Process has
always been the hallmark of strong
Company earnings and positive market
share growth among industry leaders.
The Process is an annual discipline
that puts in place all of the
product and project initiatives for
the upcoming year as well as
operating initiatives and budgets
for each of the business units or
functional areas of the company.
The Annual
Strategic Planning Process could
begin in the latter part of the
third quarter with the external
Environmental Scan evaluation of
marketplace. The Strategic Planning
Team(s) for each business unit would
compile the research data. They
would then take Senior Management
through a detailed review and update
of the political changes including
the huge potentially positive impact
of the President Barack Obama
administration, the economic
operating environment, regulatory
changes, social trends and technical
developments for the environments in
which the Company operates. The next
stage would be the competitive
environmental update with close
attention each key competitor as
well as new entrants and those
exiting the business. The completed
scans would also update both
customer and supplier profile
changes that may impact the business
going forward.
It cannot be
emphasized enough this ‘mission
critical’ aspect of the Strategic
Planning Process. The graveyard for
failed corporations is littered with
the tombstones of companies that
embraced internalized, very linear
planning processes with little
consideration of their operating
environment. In larger companies
this stage of the process could take
upwards of two months, for smaller
organizations, somewhat less. But
irrespective of organizational size
the process is a key annual
attribute of the ‘excellence’
companies.
The next stage of the Strategic
Planning Process deals with the
Internal Operating Environment. The
organizational ‘size up’ that
provides an overview of each of the
functional areas of the company
including initial Revenue/Expense
numbers for the upcoming year. These
Scan summaries provide Senior
Management the current ‘Report Card’
by business unit for each
product/service, including
marketplace positioning, projections
for the upcoming year, ROE by
product, distribution partner
summaries, competitive price points
and customer quality/price/value
perceptions.
The final stage of the internal
company ‘Report Card’ is the SWOT
(Strengths, Weaknesses,
Opportunities, and Threats) review.
The SWOT exercise also includes a
GAP analysis of Growth vs Investment
considerations. Both new product
initiatives and new project plans
although not approved, are included
in the Strategic Plan as budget
items. Under the discipline of
Business Process Management, new
products and/or projects would
require a Business Case for
presentation to Senior
Management/Board for approval. With
Business case Approval they would
then follow the Product Development
Process Template or Project
Management Process Template as
outlined in the package and website
diagram. The Gantt Chart diagram
sets out a four to five month
timeline for the complete Strategic
Planning Process including Senior
Management approval then Board
approval.
The Strategic Planning Process and
its tactical execution must become
well ingrained disciplines within
your Company’s corporate culture.

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BTG's Strategic Planning Process
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Strategic Planning
Process $249.00 US (18 Pages)
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