The document discusses strategic planning and how it can create value for a business. It provides definitions of strategy, explains how strategic plans can fail if not properly executed, and outlines some critical components and good tools to use in strategic planning like determining the company's competitive advantages, creating a value proposition, developing a competitive map to chart its position against competitors, and creating a strategic sequencing plan. The document emphasizes starting with good market knowledge, clear objectives and communication, and most importantly, execution of the strategic plan.

1. Strategic Planning Creates Value

4. The Enterprise Model (Proprietary) Business Processes Human Capital Knowledge/ Information Management Organizational Structure Goals and Measures Culture and Leadership Strategy Business Capabilities The Market Environment

8. What you do? Who you serve? How you deliver? How you are different? How you transition? How do you obtain your return? Strategic Choices

9. “ Hedgehog Concept” from Good to Great by Jim Collins What you can be best at What drives your economic engine What you are passionate about Strategic Excellence

11. Southwest Airlines Competitive Map High other airlines Southwest Airlines car Low Speed Friendly Hub Connections Seating Choice Lounges Meals Price Frequency

12. Competitive Map (Proprietary)

16. Our Dashboard Revenue P R O F I T External Internal Ext. Int.

19. Strategic Planning Process (Proprietary) Every 5 years Annual Every 3 to 5 years Ongoing SCAN Competitors Customers Capabilities What We Do Who We Serve How We Deliver How We’re Better Mission Vision High Level Strategic Questions How To Make Money Every 5 years Organizational Alignment Resource Allocation Annual Initiatives Strategy & Goals