Strategic Planning & Business Growth Overview

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The Delaware Valley Industrial Resource Center ( DVIRC ) works with small to midsized manufactures in Philadelphia and across Southeastern Pennsylvania . The DVIRC Strategic Planning Process helps Businesses Experience: Growth in Sales, Growth in Profitability and Success in Execution.

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Strategic Planning & Business Growth Overview

  1. 1. Strategic Planning Overview <br />
  2. 2. About Our Planning Process: <br />DVIRC’s Strategic Action Plan Has Been Constructed To Help Businesses Experience: Growth in Sales,Growth in Profitabilityand Success in Execution. <br />
  3. 3. About Our Planning Process: <br />
  4. 4. Research In Strategy <br />In strategic planning it is highly recommended that components of <br />Primary & Secondary Research be included as tools to:<br /><ul><li>Validate Perceived Organizational Strengths
  5. 5. Scout Out – Feasible Market Opportunities
  6. 6. Call out and/or Confirm Weaknesses & Threats
  7. 7. Define Competitive Landscape & Intensity </li></li></ul><li>Research In Strategy <br />Primary & SecondaryResearch can also help answer common Strategic questions like: <br /><ul><li>Where are we? (5 forces & PEST- if client is going global)
  8. 8. What do we have to work with? (Boston Matrix- Some VOC)
  9. 9. Where do we want to be? </li></ul>(Light- Opportunity Scouting: Primary & Secondary Research Elements) <br /><ul><li>How do we get there? </li></ul> (Light- Benchmarking– Primary & Secondary Research Elements) <br />
  10. 10. Research In Strategy <br />
  11. 11. Research In Strategy <br />
  12. 12. Research In Strategy <br />
  13. 13. Research In Strategy <br />Boston Matrix (BCG)<br />
  14. 14. Research In Strategy <br />
  15. 15. Typical Private Company Issues<br /><ul><li>COMPLETE FOCUS ON THE DAY TO DAY WILL KEEP YOU ALIVE BUT WILL NOT GET YOU ANYWHERE!
  16. 16. THE MORE THE BUSINESS DEPENDS ON THE OWNER, THE LESS VALUABLE IT IS.
  17. 17. PLANNING IS ONE THING, EXECUTION IS ANOTHER</li></li></ul><li>What is Strategic Action Planning?<br />Strategic Action Planning is a disciplined approach<br />to answer the following key questions:<br /><ul><li>Where are you going?
  18. 18. Where are you now?
  19. 19. What needs to be accomplished?
  20. 20. How do we get there? </li></li></ul><li>Creating Breakthrough Transformation<br />Day to Day Objectives<br /><ul><li>Do Better
  21. 21. Use normal work systems
  22. 22. Processes already exist
  23. 23. Some improvements needed
  24. 24. Customer Driven</li></ul>Breakthrough Objectives<br /><ul><li>Do Different
  25. 25. Normal work systems won’t do the job
  26. 26. Adequate processes don’t exist
  27. 27. New ways need to be discovered
  28. 28. Exceed customer needs
  29. 29. Better than competitors
  30. 30. Leader not follower</li></li></ul><li>Benefits of the Strategic Planning Process<br /><ul><li>Creates a vision of the future that inspires
  31. 31. Develops buy-in and accountability from key leaders.
  32. 32. Provides professional, written plans to all team members that are easy to modify when the situation changes.
  33. 33. Yields an implementation plan that helps communicate the plan to others and serves as a guide to monitor progress.</li></li></ul><li>Process Overview: What to Expect <br />The Future State (1/2 day)<br /><ul><li>Develop the Vision Themes and Vision
  34. 34. Identify the Major Changes Desired between now and 2014
  35. 35. Discuss The Responsibility of Leaders</li></li></ul><li>VISION QUESTION<br /> IT IS DECEMBER 2014, AND WE ARE VERY PLEASED WITH THE SUCCESS OF DONTECH. WHAT DOES IT LOOK LIKE AND HOW DID WE GET THERE?<br />
  36. 36. Vision Specifics<br />Today 2014<br />
  37. 37. Process Overview: What to Expect <br />Current State and Gap Analysis (1 day)<br /><ul><li>Do an analysis of Strengths, Weaknesses, Opportunities, Threats
  38. 38. Identify Core Competencies
  39. 39. What you do today and for who
  40. 40. Identify and prioritize gaps between the current and future state</li></li></ul><li> Gaps<br />2<br />1<br />2<br />2<br />Launch China – Jim/Chris<br />6<br />6<br />6<br />Management Direction & Planning (business focus)<br />Generate Cash Reviewing Overhead and Setting Short Term Goals – Nina/Chris<br />1<br />2<br />Cash Infusion –Tony/Nina<br />3<br />1<br />1<br />Broaden SRS Markets – Jim/Tony<br />4<br />3<br />3<br />Sales and Marketing Plan – Jim/Tony<br />Find new customers<br />4<br />5<br />4<br />5<br />5<br />Develop new products and color services<br />4<br />Determine Open Capacity (machine utilization)<br />5<br />6<br />Improve RM Sourcing<br />Develop a Lean Culture<br />3<br />Develop a Strategy for Building Expansion<br />Get Away from Batching Ecofast<br />
  41. 41. Process Overview: What to Expect <br /> Build Policy Deployment Matrices for Year One. (Three days)<br />
  42. 42. Process Overview: What to Expect<br />Several Hours Every Six Weeks for One Year:<br /><ul><li>Follow-up that the plans developed are being implemented
  43. 43. Make Adjustments as Necessary!</li>

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