1.
1
Competence Unit 5 / Training Unit 5 : Strategic planning
Professional / Competence Standard Training Standard / Curriculum
Activities Tasks Knowledge Skills Competences
Training
Objectives
Training
Contents
Activities and Minimum
Duration, in Hours
(Theory and Practice,
Physical and Online
Learning)
Training Methods,
Didactical
Resources, and
Learning Media
Trainin
g
Target
Group
Strategic
planning
within
business
administratio
n of
cooperative
companies
Analysis and
assessmentof
the general
and changing
business
climate that
affects both
members and
the
cooperative,
and ofthe
organization's
environment
(e.g. political,
social,
economic,
technical,
digital, etc.),
considering
various
driving forces
in the
environment,
(for example,
increasing
competition,
changing
demographics
, innovation
processes,
etc.)
Analysis of
challenges
Agri-food sectoral
knowledge : domestic
(national and local)
and international
(European and extra-
European) features
and characteristics of
the business of
producing food
agriculturally, in
particular trends in
agri-food sectors and
food industry,
sectoral
macroeconomics,
major operators and
sector leaders’
strategies, sectoral
market dynamics,
European agri-food
cooperatives' map,
sectoral regulations
and operational
policies, legislation
about food chain
Innovation and
innovative processes,
included in new
technologies field,
affecting the agri-
food sector
Agri-food cooperative
integration (relation
between dimension
and competitiveness,
cooperation models
and enterprise
To analyse and assess the
cooperative general and
changing business climate,
and the challenges relating
to internal and external
organizational growth,
business volume,
membership, territory
served, assets, etc.,
reviewing and analysing
materials - from
management too -
including previous year’s
plans, budgets and
financial information,
summary of current year’s
activities and progress,
information on related
organizations and national
or international bodies,
information on
government policy and
legislation that could affect
the cooperative, analysis of
the cooperative’s strengths
and weaknesses as well as
opportunities and threats,
strategic
recommendations, etc.
To set and update
organizational strategic
goals and operational
objectives addressed to
management, and
strategies and tactics to be
implemented by the
manager for achieving the
goals and objectives, taking
To provide
leadership in
developing
cooperative
plans to
meet
members’
needs
Acquisition of
the
competence
“To provide
leadership in
developing
cooperative
plans to meet
members’
needs”
Agri-food
sectoral
knowledge :
domestic
(national and
local) and
international
(European and
extra-European)
features and
characteristics
of the business
of producing
food
agriculturally, in
particular
trends in agri-
food sectors
and food
industry,
sectoral
macroeconomic
s, major
operators and
sector leaders’
strategies,
sectoral market
dynamics,
European agri-
food
cooperatives'
map, sectoral
regulations and
operational
policies,
legislation
about food
chain
Theory: 6
(4.5 in classroom + 1.5 online)
Practice: 6
(6 work-based +0 online)
Training methods:
Frontal / Instructor-Led
Training (e.g., lectures,
conferences, storytelling,
etc.)
Interactive methods (e.g.,
small group discussions, case
and incident studies,
simulations, active
summaries, quizzes,
question-and-answer
sessions, question cards,
role-playing, business and
management games,
participant control, etc.)
Experiential / Hands-on
methods (e.g., coaching,
mentoring, understudy, job
shadowing, apprenticeship,
job instruction, committee
assignments,
demonstrations, drills, etc.)
Didacticalresources:
Blackboard or whiteboard,
overhead projector, PC or
laptop, printer, broadband
internet access, etc..
Learning media:
Printed and digital texts
Learning Management
Systems (e.g., discussion
pages, threaded discussions,
chat rooms, group pages,
grade book, etc.)
Social Media Applications
and Peer-to-Peer Platforms
(e.g., Facebook, Edmodo,
Classroom 2.0, Peer2Peer
University, etc.)
Web Conference Software
(e.g., Online
Co-op
member
s elected
in the
Board of
Directors

2.
2
Activities Tasks Knowledge Skills Competences
Training
Objectives
Training
Contents
Activities and Minimum
Duration, in Hours
(Theory and Practice,
Physical and Online
Learning)
Training Methods,
Didactical
Resources, and
Learning Media
Trainin
g
Target
Group
relating to
internal and
external
organizational
growth,
business
volume,
membership,
territory
served,
assets, etc.
Identification
/ updating of
the
cooperative’s
mission,
vision and/or
values
statements
Definition and
development,
within the
cooperative’s
mission,
vision and
values
statements,
of
organisational
strategic
goals and
objectives,
and strategies
and tactics for
management
to implement
to achieve the
strategic
goals and
integration, tools to
support cooperative
integration)
Strategic planning
approaches and
models (e.g.,
Conventional
Strategic Planning,
Issues-Based
Strategic Planning,
Organic Strategic
Planning, Real-Time
Strategic Planning,
Alignment Model of
Strategic Planning,
Inspirational Model
of Strategic Planning,
Balanced Score Card,
etc.)
Methods, techniques,
and tools for
analysing and
assessing the
information and
documentation about
cooperative general
and changing
business climate and
the internal and
external
organizational
growth, business
volume, membership,
territory served,
assets, etc., namely
previous year’s plans,
budgets and financial
information,
summary of current
year’s activities and
progress, information
on related
organizations and
national or
international bodies,
decisions for retaining or
amending vision, mission
and values of the
cooperative, for continuing
or changing cooperative’s
strategy, and about new
projects and programs,
included long-term ones, as
well as on key
measurements that will be
used to monitor
performance and progress.
To monitor and evaluate,
also by applying
established key
measurements methods
and tools, the process of
achievement of strategic
goals and operational
objectives and
implementation of related
strategies and tactics, and
to identify and adopt the
necessary adjustments
Innovation and
innovative
processes,
included in new
technologies
field, affecting
the agri-food
sector
Agri-food
cooperative
integration
(relation
between
dimension and
competitivenes
s, cooperation
models and
enterprise
integration,
tools to support
cooperative
integration)
Strategic
planning
approaches and
models (e.g.,
Conventional
Strategic
Planning,
Issues-Based
Strategic
Planning,
Organic
Strategic
Planning, Real-
Time Strategic
Planning,
Alignment
Model of
Strategic
Planning,
Inspirational
Model of
Strategic
Planning,
Meeting/Conferencing
Applications, Two-Way
Audio, etc.)

3.
3
Activities Tasks Knowledge Skills Competences
Training
Objectives
Training
Contents
Activities and Minimum
Duration, in Hours
(Theory and Practice,
Physical and Online
Learning)
Training Methods,
Didactical
Resources, and
Learning Media
Trainin
g
Target
Group
objectives, as
well as of
related
responsibilitie
s and
timelines, and
methods
to monitor an
d evaluate th
e
management
implementatio
n
Monitoring
and
evaluating
the
management
implementatio
n of
organizational
strategic
goals and
operational
objectives,
and strategies
and tactics,
and
identification
and adoption
of necessary
adjustments
information on
government policy
and legislation that
could affect the
cooperative, analysis
of the cooperative’s
strengths and
weaknesses as well as
opportunities and
threats, strategic
recommendations,
etc.
Organisational
mission, vision and
values
Methods, techniques,
and tools for setting
and updating
strategic goals and
operational
objectives - included
long-term ones -
addressed to
management, and
strategies and tactics
to be implemented
by the manager for
achieving the goals
and objectives,
Methods, techniques,
and tools for
monitoring and
evaluating the
process of
achievement of
strategic goals and
operational
objectives and
implementation of
related strategies and
tactics, and for
identifying and
adopting needed
corrections
Balanced Score
Card, etc.)
Methods,
techniques, and
tools for
analysing and
assessing the
information and
documentation
about
cooperative
general and
changing
business
climate and the
internal and
external
organizational
growth,
business
volume,
membership,
territory served,
assets, etc.,
namely
previous year’s
plans, budgets
and financial
information,
summary of
current year’s
activities and
progress,
information on
related
organizations
and national or
international
bodies,
information on
government
policy and
legislation that
could affect the
cooperative,
analysis of the

4.
4
Activities Tasks Knowledge Skills Competences
Training
Objectives
Training
Contents
Activities and Minimum
Duration, in Hours
(Theory and Practice,
Physical and Online
Learning)
Training Methods,
Didactical
Resources, and
Learning Media
Trainin
g
Target
Group
cooperative’s
strengths and
weaknesses as
well as
opportunities
and threats,
strategic
recommendatio
ns, etc.
Organisational
mission, vision
and values
Methods,
techniques, and
tools for setting
and updating
strategic goals
and operational
objectives -
included long-
term ones -
addressed to
management,
and strategies
and tactics to
be
implemented
by the manager
for achieving
the goals and
objectives,
Methods,
techniques, and
tools for
monitoring and
evaluating the
process of
achievement of
strategic goals
and operational
objectives and
implementation
of related
strategies and
tactics, and for

5.
5
Activities Tasks Knowledge Skills Competences
Training
Objectives
Training
Contents
Activities and Minimum
Duration, in Hours
(Theory and Practice,
Physical and Online
Learning)
Training Methods,
Didactical
Resources, and
Learning Media
Trainin
g
Target
Group
identifying and
adopting
needed
corrections

6.
6
Learning Modules List
Learning Module 1: Basics of Strategizing. Benefits of strategic planning. (60 min)
Learning Module 2: How to plan? (90 min)
Learning Module 3: SWOT – tool for planning (120 min)
Learning Module 4: Setting up Vision / Mission (60 min)
Learning Module 5: Setting up targets & draft of Strategic plan (180 min)
Learning Module 6: Videos, case studies (120 min)
Learning Modules Description.
Learning Module 1: Basics of Strategizing. Benefits for strategic planning
Duration: 60 min.
Short description: Basic information about strategic planning, agri-food sector, deffinitions.
Module structure:
 Introduction & brainstorming (Group discussions and main points of importance of strategic
planning. Groupsof max 6 participants,brainstormingreasonsforstrategicplanning,evaluation
of ideas)
 Lecture (slides 1-12)
 Self-assessment and peer-evaluation: Peer-evaluation of ideas mentioned by the group
members.
Methodological recommendationforimplementationand evaluation: Strategic plan process, contents
of each stage; •Decision Making (useful when selecting which goals and strategies to follow)
Documentation/InternetLinks: http://www.businessdictionary.com/definition/strategic-plan.html
Learning Module 2: How to plan?
Duration: 90 min.
Short description: Strategic planning is an organization's process of defining its strategy, or direction,
and making decisions on allocating its resources to pursue this strategy. It may also extend to control
mechanisms for guiding the implementation of the strategy. Strategic planning became prominent in
corporationsduringthe 1960s and remainsanimportantaspectof strategicmanagement.Itisexecuted
by strategicplanners or strategists, who involve many parties and research sources in their analysis of
the organizationanditsrelationshiptothe environmentinwhichitcompetes. Inthissectionthe process
of strategic planning is reviewed.
Strategy includes processes of formulation and implementation; strategic planning helps coordinate
both. However, strategic planning is analytical in nature (i.e., it involves "finding the dots"); strategy
formationitself involvessynthesis (i.e., "connecting the dots") via strategic thinking. As such, strategic
planning occurs around the strategy formation activity. (http://www.fao.org)

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Module structure:
 Lecture (slides 13 - 31)
 self-assessment and peer-evaluation: evaluation during next group works
Methodological recommendation for implementation and evaluation:
 Consultants(youmaywantto use a consultanttohelpyouplanand carry outstrategicplanning)
 Creative Thinking (very important when setting goals and how they will be reached)
 Innovation (very important when designing strategies, or methods to reach goals)
 Decision Making (useful when selecting which goals and strategies to follow)
 FacilitatinginFace-to-Face Groups(these skills are very important when helping a group come
to consensus)
Documentation/Internet Links:
http://www.lebcounty.org/LCCJAB/Documents/Basic_Overview_of_Various_Strategic_Planning_Models
.pdf - BasicOverviewof VariousStrategicPlanningModels
http://managementhelp.org/strategicplanning/models.htm - BasicOverview of VariousStrategic
PlanningModels
http://www.fci.coop/about-us/food-co-op-development-model/ - model forthe developmentof food
cooperatives –FourCornerstonesinThree Stages
http://managementhelp.org/strategicplanning/index.htm#anchor1234 – information about strategic
planning
Learning Module 3: SWOT – tool for planning
Duration: 120 min.
Short description: This SWOT Analysis of The Co-operative provides a strategic SWOT analysis of the
company'sbusinessesandoperations.ThisSWOTanalysisshows strengths, weaknesses, opportunities
and threats. This SWOT analysis of The Co-operative Food can provide a competitive advantage.
Module structure:
 Lecture (slides 32 – 41)
 Group work – creating draft of SWOT and presenting to other groups. Groups of max 10
participants. Questions during making SWOT:
o STRENGTHS:
1) What are your assets?
2) Which assetisstrongest?
3) What differentiatesyoufromyourcompetitors?
4) Do you have immenselytalentedpeople onyourstaff?
5) Is yourbusinessdebtfree orhave a betterdebtstructure thanyour competitors?
6) Do you have a broad customerbase?
7) What unique resourcesdo youhave?

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8 Do youhave a sustainable competitive advantage?
9) Do you have specificsalesormarketingexpertise?
o WEAKNESSES:
1) What areas do youneedtoimprove on?
2) What necessaryexpertise/manpowerdoyoucurrentlylack?
3) In whatareas do yourcompetitorshave anedge?
4) Are you relyingonone customertoomuch?
5) Do you have adequate cashflow tosustainyou?
6) Do you have adequate profitlevels?
7) Do you have a well of new ideas?
8 Are youoverleveraged(toomuchdebt)?
o OPPORTUNITIES:
1) What external changespresentinterestingopportunities?
2) What trendsmightimpactyour industry?
3) Is there talentlocatedelsewhere thatyoumightbe able toacquire?
4) Is a competitorfailingtoadequatelyservice the market?
5) Is there an unmetneed/wantthatyoucan fulfill?
6) Are there trendsemergingthatyoucan profitablyservice?
7) If youpackage your productdifferently,canyouextracta higherpremiumforit?
8 Can youtake advantage of the historicallylowinterestratestorefinance your debt?
o THREATS:
1) Is there a betterequipped(funding,talent,mobility,etc) competitorinyourmarket?
2) Is there an entitywhomaynotbe a competitortodaywhichcouldpossiblybecome
one tomorrow?
3) Are your keystaff satisfiedintheirwork?Could theybe poachedbya competitor?
4) Is yourintellectualpropertyproperlysecured(trademarks,copyrights,firewalls,data
securityplans,etc) againsttheft&loss(bothfrominternal &external sources)?
5) Do you have to relyonthirdpartiesforcritical stepsinyour developmentprocess
that couldpossiblyderailyourdeliveryschedule?
7) What if your supplierrunsoutof productand you experience anextendedstockout
or shortage?
8 What if there isa natural disaster?
9) What if your customersgo bankrupt?
10) What if yourwebsite ishacked?
11) What if youare sued?
 self-assessment and peer-evaluation: peer evaluation by other groups
Methodological recommendation for implementation and evaluation:
 Decision Making (useful when selecting which goals and strategies to follow)
 FacilitatinginFace-to-Face Groups(these skills are very important when helping a group come
to consensus)
 FocusGroups (getinputfrominternal & external customers to identify issues, goals, methods)
 Group-BasedProblemSolvingand Decision Making (these activities are at the core of strategic
planning)
 Problem Solving (this is helpful, especially when tackling difficult decisions)
Documentation/Internet Links: http://www.swotanalysis24.com

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Learning Module 4: Setting up Vision & Mission
Duration: 60 min.
Short description: Leaders should emphasize the current mission statement to employees, which
clarifies the purpose and primary, measurable objectives of the organization. A mission statement is
meantfor employeesandleadersof the organization.Strategicplansmay involve changing the mission
statement to reflect a new direction of the organization. Highlighting the benefits of the change and
minimizing the deficits will help employees and the public buy into the change.
Module structure:
 Lecture (slides 42 – 49)
 Group work (max 5 participants, setting vision & mission of the cooperative, 30 min)
 self-assessment and peer-evaluation: peer evaluation by other groups
Methodological recommendation for implementation and evaluation:
 Decision Making (useful when selecting which goals and strategies to follow)
 FacilitatinginFace-to-Face Groups(these skills are very important when helping a group come
to consensus)
 Group-BasedProblemSolvingand Decision Making (these activities are at the core of strategic
planning)
 Valuing Diversity (it's best to get a wide variety of perspectives when planning)
Documentation/InternetLinks: http://smallbusiness.chron.com/purpose-mission-vision-statements-
strategic-planning-13161.html
Learning Module 5: Setting up targets & draft of Strategic plan
Duration: 180 min.
Short description: Goals, objectives and strategies
BusinessGoal:Goalsare the broadprimaryoutcomestowardswhicheffortandactions are directed in a
business.Theyare whats,nothows and a business might have multiple goals to achieve. For example,
"we must be a leader player and increase our share in the home loan market". Normally there is no
measurement in the definition of a goal and only gives you the general direction of the company.
BusinessObjective:Businessobjective differsfrombusiness goal in the sense that they are measurable
and specific. It actually quantifies the thoughts and sets a target so that the strategy can be planned
aroundit. Inotherwords,objectivesare measurable stepsanorganisationtakestoachieve itsgoals. For
example, “increase the share in Home Loan segment to 15% by end of 2015 financial year”. Although
businessgoals and objectives are loosely interchangeable, business objectives are subset of business
goals.
Business Strategy: Strategy is the organisation's approach to persuade the customers to buy the
products or services. Strategy is how, not what. On the other hand, strategy is the organisation's
approach to compete with other organisations to absorb more customers in order to achieve the

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objectives.Itimpliesthe marketingandadvertisingcampaignsthatare plannedtoattain the objectives.
"For example, convince the customers that our home loan product is the best in the market by TV and
Online advertisement."
Module structure:
 Lecture (slides 51 – 53; after group work slide 54)
 Group work (additional word file “Strategic plan for cooperative” )
 self-assessment and peer-evaluation: peer evaluation by other groups
Methodological recommendation for implementation and evaluation:
 Decision Making (useful when selecting which goals and strategies to follow)
 FacilitatinginFace-to-Face Groups(these skills are very important when helping a group come
to consensus)
 Group-BasedProblemSolvingand Decision Making (these activities are at the core of strategic
planning)
 Problem Solving (this is helpful, especially when tackling difficult decisions)
Documentation/InternetLinks:
https://www.linkedin.com/pulse/20140616055721-142774715-business-goals-vs-objectives-vs-
strategies-vs-tactics
Learning Module 6: Videos & case studies
Duration: 120 min.
Short description: Strategic planning examples and tips
Module structure:
 Individual work / reading / listening
 Group discussions
 self-assessment and peer-evaluation: peer evaluation by other groups
Methodological recommendation for implementation and evaluation:
 Decision Making (useful when selecting which goals and strategies to follow)
 FacilitatinginFace-to-Face Groups(these skills are very important when helping a group come
to consensus)
 Group-BasedProblemSolvingand Decision Making (these activities are at the core of strategic
planning)
 Problem Solving (this is helpful, especially when tackling difficult decisions)
Documentation/InternetLinks:
 StrategyToolsfor BusinessModel Innovation: http://www.strategytools.io/
& videohttps://www.youtube.com/watch?v=rNN2bAV9Qqg&t=1303s
 Martin Reeves:Yourstrategyneedsastrategy (video):
https://www.youtube.com/watch?v=YE_ETgaFVo8

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Is itpossible tolookaheadwithoutstumblingoverwhat’sinfrontof you?All toooftencompaniesspend
precioustime layingoutlongtermstrategicplans,onlytodiscoverthattheirmapsare out of date ina
month.BusinessstrategyexpertMartinReevesoffersasolution.He advocatestransitioningfromrelying
on a single "classical"approachtostrategyandmovingtowardsa more tailoredapproachto strategy
and execution,selectingfrom5 distinctpatternsof success.
Martin leadsThe StrategyInstitute,BCG’svehicle forexploringideasfrombeyondthe worldof business,
whichhave implicationsforbusinessstrategy.Currentresearchthemesincludemeta-strategy,
evidence-basedtransformation,corporate longevityandstrategiesof sustainability.MartinjoinedBCG
inLondonin 1989 and latermovedtoTokyo,where he ledthe Japanhealthcare practice foreightyears
and wasresponsibleforBCG’sbusinesswithWesternclients.
 Promotingthe strategicpositionof the Mediterraneancooperativesysteminthe global economy.
Strengtheningitsinnovation,competitivenessandclusterizationof national andregional policies,forthe
developmentof cooperative systemandthe declinationof the policylinesincoordinatedactions
betweenspecificsector(fishery,tourism, agriculture andenvironmental).These are ICSobjectives.
ICS isa EU projectfinancedbyMED PROGRAMME
For more information: http://www.medcoop.eu/
Video:https://www.youtube.com/watch?v=8_XGHXxH1Ps

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DEFINITIONS
STRATEGY
The art and science of planning and marshalling resourcesfortheir most efficientand effective use.The
term is derived fromtheGreek word forgeneralship orleading an army.
Source:http://www.businessdictionary.com/definition/strategy.html
STRATEGIC PLAN
A broadly-defined plan aimed atcreating a desired future.
Source:http://www.businessdictionary.com/definition/strategic-plan.html
COOPERATIVE
Firmowned,controlled,andoperatedbyagroup of usersfor theirownbenefit.Eachmember
contributesequitycapital,andsharesinthe control of the firmonthe basisof one-member,one-vote
principle (andnotinproportiontohisor herequitycontribution).
Source:http://www.businessdictionary.com/definition/cooperative.html
MISSIONSTATEMENT
A writtendeclarationof anorganization'score purpose andfocusthatnormallyremainsunchangedover
time.Properlycraftedmissionstatements(1) serve asfilterstoseparate whatisimportantfromwhatis
not,(2) clearlystate whichmarketswill be servedandhow,and(3) communicate asense of intended
directiontothe entire organization.
A missionisdifferentfromavisioninthatthe formeristhe cause and the latteris the effect;amissionis
somethingtobe accomplishedwhereasavisionissomethingtobe pursuedforthataccomplishment.
Alsocalledcompanymission,corporate mission,orcorporate purpose.
Source:http://www.businessdictionary.com/definition/mission-statement.html

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STRATEGIC PLAN DRAFT FOR COOPERATIVE “X”
Strategicplanningis anorganization'sprocessof definingitsstrategy,ordirection,andmakingdecisions
on allocatingitsresourcestopursue thisstrategy.Itmayalsoextendtocontrol mechanismsforguiding
the implementationof the strategy.Strategicplanningbecame prominentincorporationsduringthe
1960s and remainsanimportantaspectof strategicmanagement.Itisexecutedbystrategicplannersor
strategists,whoinvolve manypartiesandresearchsourcesintheiranalysisof the organizationandits
relationshiptothe environmentinwhichitcompetes.[1]
Strategyhas manydefinitions,butgenerallyinvolvessettinggoals,determiningactionstoachieve the
goals,and mobilizingresourcestoexecute the actions.A strategydescribeshow the ends(goals) will be
achievedbythe means(resources).The seniorleadershipof anorganizationisgenerallytaskedwith
determiningstrategy.Strategycanbe planned(intended)orcan be observedasa patternof activity
(emergent)asthe organizationadaptstoitsenvironmentorcompetes.
Strategyincludesprocessesof formulationandimplementation;strategicplanninghelpscoordinate
both.However,strategicplanningisanalytical innature (i.e.,itinvolves"findingthe dots");strategy
formationitself involvessynthesis(i.e.,"connectingthe dots") viastrategicthinking.Assuch,strategic
planningoccursaroundthe strategyformationactivity.

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KEY ELEMENTS of STRATEGIC PLAN FOR COOPERATIVE “X”
Michael Porterwrote in1980 that formulationof competitivestrategyincludesconsiderationof fourkey
elements:
 Companystrengthsandweaknesses;
 Personal valuesof the keyimplementers(i.e.,managementandthe board);
 Industryopportunitiesandthreats;and
 Broadersocietal expectations.[3]
Cooperative fieldof work isspecificanditrequiresadoptedapproachtowardsstrategicplanning.We
will be usingapproachdeterminedbydifferentcooperativesusingthe followingkeyelementsfor
planningstrategy:
 Analysis
 Strategy formulation
 Goal setting
 Activities/ action plan
 Control & Feedback

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STRATEGIC PLAN FOR COOPERATIVE “X”  SAMPLE
STRATEGY FOR COOPERATIVE X
Aim of strategy:
To improve the qualityof the Cooperativeworkandoutputsinorderto developmostefficientuse of
resources.
Contents:
Managementmessage /introduction
Cooperative information&background
Mission& values
Analysisof the currentsituation(SWOT)
Goals,objectivesandstrategies
Indicatorsforassessment

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STRATEGIC PLAN FOR COOPERATIVE “X”
Management message / introduction
In thispart the managementinformsstaff membersandshareholdersaboutmotivationforsettingup
strategicplanfor cooperative.Itshouldalsobe motivationalforstaff andanypersonwhois involvedin
cooperative.
An example isgivenbelow:
Planning the strategy for cooperative X is crucial as we want to create more impact for the market
share by cooperative and expand our activities in future by diversifying production for local and
international markets.
Strategy is being built by involving staff of the cooperative and also shareholders who have the
advisory role in planning process and setting up new challenging goals with realistic approach.
We hope this plan fitsour common dream of cooperative future perspectivesand everybody involved
is important to this plan!
Chairman of the board,
Name, surname

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STRATEGIC PLAN FOR COOPERATIVE “X”
Cooperative information & background
General information (location, size of the cooperative, annual turnovers, services / products etc).
A well-writtenorganizational backgroundsection can help propel your grant application to success. On
the otherhand,an ineffective organizational background section can deter funding groups from giving
your applicationfullconsideration.Aneffective organizational backgroundstatementshould be concise
while paintingacompellingpicture of yourorganization, its history and its mission. It sets the stage for
the rest of your grant application by drawing a clear connection between your organization's mission
and experience to the funding your organization seeks.
Write in the beginning of the organizational background section a description of the mission of your
organization in one or two sentences. Identify your organization's constituents and services. Include
your organization's long-term goals, as well as what achieving these goals makes possible on a larger
scale.
Explain the history of your organization and how it took to reach its current design. An exhaustive
history is not necessary; a brief paragraph of five to seven sentences will suffice. Identify the major
pointsof change or expansion,include keypeople andrelationships, as well as specific metrics that can
give the reader an idea of your organization's performance.
Detail the programs that your organization operates in a short, bullet point list. Show how your
organizationachievesitsmissiononaday-to-daybasis.Provide yourorganization'sspecific benchmarks
and accomplishments when possible. [http://peopleof.oureverydaylife.com/write-organizational-
background-5883.html]
STRATEGIC PLAN FOR COOPERATIVE “X”
Cooperative MISSION & VALUES
There are various issues to consider in making an organizational strategic plan. Strategic plans often
mean a change in organizational structure or a move toward change. Change can be a difficult process
and sometimes requires time. It is important to get employees on board with the decision making
process. This can be articulated through the mission and vision statement of the organization.
Articulating and repeating the positives of the move toward change in the organization will help
employees stay engaged and motivated in the process.
Mission Statement
Leadersshouldemphasize the currentmissionstatementtoemployees,whichclarifies the purpose and
primary, measurable objectives of the organization. A mission statement is meant for employees and
leadersof the organization.Strategicplansmayinvolve changingthe missionstatementtoreflect a new
direction of the organization. Highlighting the benefits of the change and minimizing the deficits will
help employees and the public buy into the change.

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Vision Statement
Like mission statements, vision statements help to describe the organization's purpose. Vision
statementsalsoincludethe organizationvalues. Visionstatementsgive directionforemployee behavior
and helpsprovide inspiration.Strategicplansmayrequire amarketingstrategy,whichcould include the
vision statement to also help inspire consumers to work with the organization.
Source:http://smallbusiness.chron.com/purpose-mission-vision-statements-strategic-planning-
13161.html]
STRATEGIC PLAN FOR COOPERATIVE “X”
Analysis of the current situation (SWOT)
ThisSWOT Analysisof The Co-operativeprovidesastrategicSWOTanalysisof the company'sbusinesses
and operations.ThisSWOTanalysisshowsstrengths,weaknesses,opportunitiesandthreats.ThisSWOT
analysisof The Co-operativeFoodcanprovide acompetitive advantage.
Strengths
-domesticmarket
-monetaryassistance provided
-barriersof marketentry
Weaknesses
-highloanratesare possible
Opportunities
-growingdemand
-growthratesand profitability
-venture capital
-income level isata constantincrease
-global markets
Threats
-cashflow
-financial capacity
-price changes
-increase inlaborcosts
Financial andStrategicSWOTAnalysisprovidesacomprehensive insightintothe company’shistory,
corporate strategy, businessandfinancialstructure,managementandoperations.The reportcontainsa
detailedSWOTanalysis,informationonthe company’sproductsandservices,keycompetitors,aswell
as detailedfinancial information.
[source http://www.swotanalysis24.com]

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Please see the sample SWOTbelow:
SWOT Analysis [example]
Strengths
1. 500 employees serving in close to 250 stores benefitting over
800 members
2. It is the largest cooperative in the xx region
3. Consultancy board is set up in order to develop new markets
4. Has a diverse portfolio ranging from food retail to agriculture
services
5. Developing demand on goods provided by cooperative
Weaknesses
1. Increase in corporate costs has eroded profits away
2. No major presence outside XX (country)
Opportunities
1. For new market exploration, it is possible to use EU Funding
2. Emerging markets like India, South-east Asia, South Africa etc.
Threats
1. Bank credits - limited
2. Group lost lot of money and had significant debt
STRATEGIC PLAN FOR COOPERATIVE “X”
Goals, objectives and strategies
BusinessGoal:Goals are the broadprimaryoutcomestowardswhicheffortandactionsare directedin a
business.Theyare whats,nothows and a business might have multiple goals to achieve. For example,
"we must be a leader player and increase our share in the home loan market". Normally there is no
measurement in the definition of a goal and only gives you the general direction of the company.
BusinessObjective:Businessobjective differsfrombusinessgoal inthe sense that they are measurable
and specific. It actually quantifies the thoughts and sets a target so that the strategy can be planned
aroundit. Inotherwords,objectivesare measurable stepsanorganisationtakestoachieve itsgoals. For
example, “increase the share in Home Loan segment to 15% by end of 2015 financial year”. Although
businessgoals and objectives are loosely interchangeable, business objectives are subset of business
goals.
Business Strategy: Strategy is the organisation's approach to persuade the customers to buy the
products or services. Strategy is how, not what. On the other hand, strategy is the organisation's
approach to compete with other organisations to absorb more customers in order to achieve the
objectives.Itimpliesthe marketingandadvertisingcampaignsthatare plannedtoattain the objectives.
"For example, convince the customers that our home loan product is the best in the market by TV and
Online advertisement."

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Tactic: Tactics are actions or tools an organisation takes to achieve the objectives associated to a
strategy. They are whats, not hows. Strategies and tactics must work in tandem, without tactic the
organisation has big thinker and no action. In other words, the organisation needs both big wings
(strategies) andfeet(tactics).Forexample,“Create anew home loanproductwithreducedinterest rate
and zero dollar administration fee.”
To make the best use of these concepts and advance your organisation's capabilities, educate your
organisationonthe differencesof the termsandexplain your expectation from them. A team might be
engagedinstrategydevelopment,whileanotherteaminvolved in tactics. Ensure that all tactics align to
strategiesandall strategiestake into account the tactics. Don’t forget that goals, objectives, strategies
and tactics are dependent to each other and work in tandem.
[source https://www.linkedin.com/pulse/20140616055721-142774715-business-goals-vs-objectives-vs-
strategies-vs-tactics]
STRATEGIC PLAN FOR COOPERATIVE “X”
Indicators for assessment - KPI
The setting of Key Performance Indicators (abbreviated as KPI) is an important aspect of the strategic
planningprocessandplaysa majorrole inthe measurementof progressof the organisationtowardsthe
attainmentof itsplanned goals. This measurement of progress is an essential feature of strategic plan
implementation (i.e. plans are one thing, but making things actually happen is quite another).
Organisationmanagementmustperiodicallyassessprogressandtake corrective actionif progress is not
being achieved. Without periodic assessment of progress, strategic plans are likely to fail.
The terms "Performance Measures" and "Performance Indicators" mean the same and the use of the
word"Key"as inKeyPerformance Indicatorsmerelymeansthe Performance Measuresthatare deemed
to be most important.
Example of a key performance indicator:
As a typical example, organisations in sport very often have a goal to reach a certain number of
members.Forexample, a COOPERATIVE might have a goal to reach 1000 members within a period of 5
years. In such a case, it is important to periodically measure the total number of members and to
determine whether progress is being made.
Obviously, the Key Performance Indicator for this goal is the number of members, and it is relatively
easy to measure. For each of the 5 years of the strategic plan, a target can be set and this target is the
Key Performance Indicator for that goal.
Howevernotall goalscontainedwithinthe strategicplanwill have obviouskey performance indicators.
The followingtable providesexamplesof keyperformance indicatorsfordifficult-to-measure objectives.
[source: http://www.leoisaac.com/planning/strat044.htm]
Sample:

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Objective Possible Key Performance Indicator (KPI)
Increase the quality of
products
 Attainment of results (e.g. desired quality characteristics)
 Assessment done by clients (needs specific form / document to be
developed)
Improve facilities to
facilitate development
 Construction / re-development of a facility suitable for set goals
(number of production outputs set in goals / vision)
Increase in revenue  Major revenues increased in specific period of time (to be set)
 Total revenue reaches EUR 500,000
Suggestions to Ensure Genuine Strategic Thinking
1. Recognize strategies to be associated with, e.g., resolving major issues, developing new
products or methods of delivery, servicing additional or smaller groups of customers, or
mergers/collaborations for survival or efficiency.
2. Strategies should focus on structural changes as much as possible. These changes are
more likely to direct and sustain changes in the organization.
3. In general, strategies deal with the question, “How do we position ourselves if the future
changes, and if it is not what we expected?”
4. Use a brainstorming technique to collect all ideas from planning members.
5. During strategy development, continue to ask, “Is this really a strategic activity? Will it
leverage change in your organization?”
6. Reconsider strategies that have worked or haven’t in the past.
7. Ensure strategies don’t conflict with each other, i.e., that implementing one strategy will
directly impair implementation of another.
http://managementhelp.org/