STRATEGY

Strategy can be defined as a rational set of time-sequenced actions aimed at gaining a sustainable advantage over competition and improving position with customers. Strategy answers the what and where questions concerning your business. It is a shared vision describing what that the organization should be in the future and where it is going, not how it will get there.

Strategy is the framework managing the "how" choices which determine the future nature and direction of the organization. It focuses on accomplishing maximum and enduring positive differentiation as opposed to the competition in meeting customer values.

The choices guided by strategy relate to the entire range of the organization's products or services, market, principal capabilities, growth rate, return from and allocation of resources.

Perhaps most importantly, strategies identify critical issues which are the changes, modifications and additions to the organization's structure and systems, to its capabilities and resources. to its information needs and management that result from setting strategy.

PLANNING

Planning is the approach to making decisions concerning systematic allocation of resources. It is worth emphasizing that planning is a process, not an event. It is organic and ongoing and it is a key element of the overall management process.

Planning is a way of defining your own future and if you don't like what you see, you are able to change your plan.

With the above in mind, it is possible to define a strategic plan as a formal written document of what you intend your firm to become, the vision of its future position and value.

A strategic plan is a detailed, specific declaration of your intentions with regard to customers, competitors, suppliers, investors, equipment, location, employees and the future of your firm. It is a way of getting commitment from management, key employees and other key persons associated with your firm.

Strategic planning is systematic means of making the firm successful through the discipline of strategic thinking and vision used as a framework for all other decisions in the firm.

Strategic planning requires and honest evaluation of the company's current situation and where it has been in the past.

Finally, strategic planning demands the commitment of the owner/ceo for it to be successful. It requires commitment of resources, both financial and personnel, for its development. It demands complete follow through. A plan which is not carried out due to lack of leadership or the required tools needed for completion is a total failure and a waste of time and money.

• Failure to develop an understanding of what strategic planning really is.
• Failure to accept and balance interrelationships among intuition, judgment, managerial values, and the formality of the planning system.
• Failure to encourage managers to do effective strategic planning through an appropriate rewards system.
• Failure to tailor and design the strategic planning system to the unique characteristics of the company.
• Failure of top management to spend sufficient time on the strategic process.
• Failure to modify the strategic planning system as conditions within the company change.
• Failure to mesh properly the process of strategic planning from the highest levels of management to its complete implementation.
• Failure to keep the planning system simple.
• Failure to secure within the company a climate for strategic planning.
• Failure to secure within the company a climate for strategic planning.
• Failure to link the major elements of strategic planning and the implementation process.

• Force an integrated look at total commitments.
• Generate new data about the future.
• Extend time horizons being considered by managers.
• Involve more people in longer-term thinking.
• Develop a systematic method for communication about the future.
• Provide a valuable framework within which to evaluate individual proposals and budget options.
• Allows more effective management of operations.
• Establishes mutually agreed upon commitments.
• Contains sufficient information to lend credibility to its promise.
• Maintains strategic focus.
• Fosters awareness of options and their likely consequences.
• Identifies critical issues, choices and priorities on which management attention must be focused.
• Provides linkage to the system for allocating and committing capital funds.
• Keeps paperwork manageable.
• Accommodates a plurality of managerial and planning styles.
• Becomes woven into the fabric of the organization to become a natural part of getting the job done.
• Most importantly the process can be effectively used to:
• Generate critical information in an orderly and timely manner.
• Identify issues and possible crisis points.
• Improve communications.
• Reinforce teamwork
• Enhance decision making.

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• Mission Statement/Objectives
• Product-Service/Market Matrix
• Industry Attractiveness and Market Structure
  • Market/Customer Group Analysis *
• Business Segment Analysis
  • Business Segment Performance Analysis
  • Business Segment Contribution Margin Analysis
  • Generic Competitive Strategies
  • Business Segment Competitive Analysis
  • Detailed Individual Competitor Strategies *
  • Competitive Analysis - Major Competitor Summary *
  • Competitive Analysis - Points of Sale/Contact
  • Business Segment Strategic Plans
  • Detailed Product/Service Analysis
  • Product/Service Line Review
  • Product Life Cycle
  • New Product Evaluation Matrix
  • Product/Services Competitive Analysis
• Technology Plan
• Human Resource Planning
• Organizational Chart
  • Time Allocation *
  • Function Reassignment Plan *
  • Management Depth Chart *
  • Personnel Plan Summary
  • Personal Goals *
• Management System Analysis
• Benchmarking/Continuous Improvement *
• Strategic Financial Data
• Financial Pro-Formas
• APPENDIX
  • Company History
  • Company Profile
  • Key Corporate Values
    * = optional