COEPD - Center of Excellence for Professional Development is a primarily aBusiness Analyst and PMP Training Institute in the IT industry of India head quartered at Hyderabad. COEPD is expert in PMP Training and Business Analyst Training in Hyderabad, Chennai,Pune, Mumbai&Vizag. We offer PMP and Business Analyst Training with affordable prices that fit your needs.
COEPD conducts 4-day workshops throughout the year for all participants in various locations i.e. Hyderabad, Pune. The workshops are also conducted on Saturdays and Sundays for the convenience of working professionals.
For More Details Please Contact us:
Visit at http://www.coepd.comorhttp://www.facebook.com/BusinessAnalystTraining
Center of Excellence for Professional Development
3rd Floor, Sahithi Arcade, S R Nagar,
Hyderabad 500 038, India.
Ph# +91 9000155700,
helpdesk@coepd.com
COEPD - Center of Excellence for Professional Development is a primarily aBusiness Analyst and PMP Training Institute in the IT industry of India head quartered at Hyderabad. COEPD is expert in PMP Training and Business Analyst Training in Hyderabad, Chennai,Pune, Mumbai&Vizag. We offer PMP and Business Analyst Training with affordable prices that fit your needs.
COEPD conducts 4-day workshops throughout the year for all participants in various locations i.e. Hyderabad, Pune. The workshops are also conducted on Saturdays and Sundays for the convenience of working professionals.
For More Details Please Contact us:
Visit at http://www.coepd.comorhttp://www.facebook.com/BusinessAnalystTraining
Center of Excellence for Professional Development
3rd Floor, Sahithi Arcade, S R Nagar,
Hyderabad 500 038, India.
Ph# +91 9000155700,
helpdesk@coepd.com
strategic development process follow by four steps:
1- Crafting mission , vision and value statement
2- Strategic goals
3- Strategic analysis
4- Formulating and launching the strategy
This is a presentation to co-operatives on strategic planning. The process of coming up with a strategic plan is as important as the final document. It is critical that co-operatives participate fully in drafting their own strategic plans and coming up with final document that they own and can implement.
Strategic plans are critical for co-operatives to prioritize what they want to achieve and within what time period.
STRATEGIC ANALYSIS, ISSUES, APPROACH AND TOOLSTANKO AHMED fwc
Strategy analysis is usually obscured at the footnotes of plans or policies, often termed as recommendations and implementation strategies. This common practice tends to ignore and undermine the unique and crucial role of strategy as driver for policy and decision implementation. This paper explicates the critical place and importance of strategic analysis as it discerns issues and approaches with specialised tools of analytic mode. The paper selects, presents and discusses four major tools and techniques of strategic exploration including VMOST, SWOT, PEST, and SOAR analyses that are more relevant to its discourse. These tools are constructed in a matrix of analytic modes for ease of understanding and application by the NIPSS-PSLC 32 Participants who are organisational leaders of their respective agencies. An exercise is also presented for the Participant to try out the knowledge and skills in strategic analysis acquired from the paper.
Introduction to strategic planning
Dr. Salim Hajje conference about Strategic Planning, he helped many private companies & government organizations to formulate and implement their: Vision, Mission, KRA, Goals, Objectives, Tasks, Strategies &Tactics-
strategic development process follow by four steps:
1- Crafting mission , vision and value statement
2- Strategic goals
3- Strategic analysis
4- Formulating and launching the strategy
This is a presentation to co-operatives on strategic planning. The process of coming up with a strategic plan is as important as the final document. It is critical that co-operatives participate fully in drafting their own strategic plans and coming up with final document that they own and can implement.
Strategic plans are critical for co-operatives to prioritize what they want to achieve and within what time period.
STRATEGIC ANALYSIS, ISSUES, APPROACH AND TOOLSTANKO AHMED fwc
Strategy analysis is usually obscured at the footnotes of plans or policies, often termed as recommendations and implementation strategies. This common practice tends to ignore and undermine the unique and crucial role of strategy as driver for policy and decision implementation. This paper explicates the critical place and importance of strategic analysis as it discerns issues and approaches with specialised tools of analytic mode. The paper selects, presents and discusses four major tools and techniques of strategic exploration including VMOST, SWOT, PEST, and SOAR analyses that are more relevant to its discourse. These tools are constructed in a matrix of analytic modes for ease of understanding and application by the NIPSS-PSLC 32 Participants who are organisational leaders of their respective agencies. An exercise is also presented for the Participant to try out the knowledge and skills in strategic analysis acquired from the paper.
Introduction to strategic planning
Dr. Salim Hajje conference about Strategic Planning, he helped many private companies & government organizations to formulate and implement their: Vision, Mission, KRA, Goals, Objectives, Tasks, Strategies &Tactics-
Unit 1 Module 1 - Overview of LASAsOverview of LASAsT.docxmarilucorr
Unit 1: Module 1 - Overview of LASAs
Overview of LASAs
The strategy audit is a comprehensive analysis of the company’s business strategy and operating performance, and culminates in a series of recommendations for improving your company’s performance based on the findings and conclusions of your analysis. It involves assessing the actual direction of a business and comparing that course to the direction required to succeed in a changing environment. A company's actual direction is the sum of what it does and does not do, how well the organization is internally aligned to support the strategy, and how viable the strategy is when compared to external market, competitor, and financial realities. These two categories—the internal assessment and the external or environmental assessment—make up the major elements of a strategy audit.
Throughout this capstone course, you will work on a strategy audit for a selected organization. This will provide a summative learning experience that allows you to demonstrate your understanding of most of the MBA program learning outcomes and concepts in the various courses within the program. You will write this report as though you are a consultant to your selected company and are addressing the executive officers of this company. In each module, you will collect and analyze data in producing your report, but your final product will be condensed and focus on presenting your analysis findings and conclusions. You will submit two parts of a course project related to the strategy audit. You will submit these two parts in Modules 3 and 5.
Here is a list of tasks you will complete for your course project.
M1: Assignment 3—Market Position Analysis: You will assess the product portfolio of your selected organization by analyzing its value proposition, market position, and competitive advantage. You will identify the business unit of your company and the product(s) and service(s) you will focus on in this report. To gain a better understanding of these factors you will conduct at least one interview with a mid-level or senior manager.
M2: Assignment 2—External Environmental Scan: You will conduct a comprehensive external environment scan of your business unit along with a five forces analysis. Your analysis will incorporate any key customer-related factors and trends. You will use this information for a strengths, weaknesses, opportunities, and threats (SWOT) analysis in Module 4.
M3: Assignment 2—LASA 1: Preliminary Strategy Audit: This is where you submit the first part of your course project assignment. You will develop a preliminary strategy audit, in which you will include an analysis of the company’s value proposition, market position, competitive advantage, and an external environmental scan/five forces analysis. You will also identify the 5–7 most important strategic issues facing the organization or business unit and include a preliminary set of recommended tactics for improving your company’s strategic align ...
Strategic Management is the core course in MBA according to HEC recommended syllabus in Minhaj University, Lahore. and other HEC recognized Universities.
FIU Department of Architecture ARC 6280 Professional OffShainaBoling829
FIU Department of Architecture
ARC 6280 Professional Office Practice
P2: Architecture Firm Business Plan
The Architecture Firm Business Plan is worth 35% of your grade. Each plan shall be completed by two students.
This project seeks to envision a possible professional future. This plan is both an analysis and envisioning exercise. At
its core, it asks to assess who you are, what is the environment you seek to operate in and what do you want to do for
the future. As a collaborative exercise, it requires that you do it with with a colleague, one that shares your interests,
values and aspirations. (I recommend that this person is someone in the same Master Project studio if applicable) This
colleague will also serve as a “testing ground” for ideas, solutions and feedback.
This plan shall be 8.5” x 11” horizontally formatted PDF.
Submission 1: March 16, 2021 Items 1-7
Submission 2: April 22, 2021 Items 1-8
This Project will cover the following items:
D.3 Business Practices: Understanding of the basic principles of a firm’s business practices, including financial
management and business planning, marketing, organization, and entrepreneurship.
D.4 Legal Responsibilities: Understanding of the architect’s responsibility to the public and the client as determined by
regulations and legal considerations involving the practice of architecture and professional service contracts.
D.5 Professional Conduct: Understanding of the ethical issues involved in the exercise of professional judgment in
architectural design and practice and understanding the role of the NCARB Rules of Conduct and the AIA Code of Ethics
in defining professional conduct.
FIU Department of Architecture
ARC 6280 Professional Office Practice
Supporting Readings:
Reading, Chapter 1.4: Regulation of Professional Practice
Reading, Chapter 3.1: Firm Identity and Expertise
Reading, Chapter 2.1: Starting and Architecture Firm
Reading, Chapter 2.2: Firm Legal Structure
Contents: Internal Material
This is the material you need to plan and organize your firm
1. SWOT Analysis
2. Vision, Mission and Values Statements
3. Market Analysis
4. Aspirational and Competitor Firm Reports
5. Business Structure
6. Income / Expense projections
7. Promotional Strategy
Contents: External Material
This is the material you need to sell your firm to get work
8. Firm Brochure / Portfolio
FIU Department of Architecture
ARC 6280 Professional Office Practice
1. Firm SWOT Analysis
Prior to writing your Firm Vision, Mission and Values Statements, you need to complete a SWOT analysis:
The Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis is a tried and true assessment for envisioning
any organization.
Simply put, strengths and weaknesses are internal factors that define the firm while opportunities and threats are
external context in which the firm resides. In the ...
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3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
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23. Strategic Planning Outline
1. Strategic Planning
A strategic plan is relatively short written document that is visionary,
conceptual and directional in nature that describes a company’s vision, mission,
objectives, and goals, and its strategies for reaching goals and objectives based
on the environment in which the company is operating.
I. Consultant informational interview.
a. Overview of company goals
b. Explanation of company’s current status
c. Details of existing company problems or opportunities
II. Employer and employee interviews (If applicable)
a. People
b. Communications
c. Process/Procedure
d. Customers
e. Human Resources
f. Marketing
g. Technology
h. Other customized questions relating to specific company issues
III. Strategic Planning Session
a. Establish a vision statement
b. Establish a mission statement
c. Establish company values
d. Establish company objectives
e. Complete SWOT analysis
i. External environment
1. Industry trends
2. Competitive environment
3. Society Trends & Economic Environment
4. Technological Environment
5. Legal & Political Environment
ii. Internal environment
1. Marketing
2. Management
3. Operations
4. Products/Services
5. Finances
6. Research and Development
7. Human Resources
8. Systems
f. Revisit steps a – d.
g. Set company strategies
h. Set specific goals
i. Establish strategic action plans
j. Set timeframe for implantation of action plans
2. Strategic Planning Sessions Agenda
Preparation: Key management and/or employees must individually:
Create Vision Statement
Create Mission Statement
Identify Company Values
Identify Company Objectives
These are given to facilitator one week prior to Day 1 to compile and set up for Day 1
session.
Day 1:
Develop Vision Statement
Develop Mission Statement
Develop Company Values
List Company Objectives
Conduct SWOT Analysis
Prioritize SWOT results
Revisit and revise Vision, Mission, and Values
After Day 1, facilitator will provide recap report to company either that day via a disc
or email file or within one week, along with outline of Day 2 agenda.
Day 2:
Review Day 1 results
Develop Strategies and Objectives
Set Goals
Set Action Plans
Facilitator will provide a strategic plan summary to company within one week of Day 2.
3. Basic Terminology for Strategic Planning
Strategic Plan – a relatively short written document that is visionary, conceptual and
directional in nature that describes a company’s vision, mission, objectives, and goals,
and its strategies for reaching goals and objectives based on the environment in which
the company is operating.
Vision – A ‘pen’ picture of the company in three or more years in terms of its potential
physical appearance, activities, size, etc.
Mission – The mission statement describes the nature of the business in terms of what
it does, the activities it performs, who it serves, where and how it performs its
function, what it offers, and how it will be competitive. The mission statement should
be shared throughout the entire organization and posted in visible areas throughout
the business’ offices. The purpose is to keep management and employees focused on
the company’s key purposes.
Values – This refers to the values a company sets for itself in guiding its operation and
its conduct and relationships with society, customers, suppliers, employees, and other
stakeholders.
Objectives - Objectives are the results the company needs or wants to achieve in a
specified time frame, generally three to five years. Objectives should relate to the
requirements of all major stakeholders, including employees, and should reflect the
underlying reasons for the business’ existence. Objectives could cover areas such as
markets, product offerings, growth, profitability and technology.
SWOT Analysis – An evaluation of the company’s internal strengths and weaknesses
and external opportunities and threats. A company has control over the internal
environment, but generally not the external which would include factors such as
competition, industry trends, legal and political environment, and other influencers on
a company’s potential success.
Goals – Specific, interim and quantifiable measurements a company hopes to achieve
by implementing its strategies in pursuit of its longer term objectives.
Strategy – The rules and guidelines, or approach, by which the vision, mission,
objectives, and goals may be achieved. Strategies may focus on the entire business
such as a diversification or acquisition strategy or they can relate to key functions
such as introducing new products (product development strategy) or entering new
markets (market development strategy) or selling more of current product to current
markets (market penetration strategy), to name a few.
4. The Participant Planning Handbook
This Participant Planning Handbook outlines the planning session activity flow and
provides you, as participants, with space to record and express your ideas and
opinions. The handbook provides a written record of both individual and team
thoughts. The handbook is yours – please use it to record your thoughts and opinions,
and to make notes on today’s discussions.
The handbook will include worksheets that will assist you in completing the various
tasks during the planning session. The facilitator will provide specific instructions as
to how to complete each task.
At the end of the handbook, a program evaluation form has been included. At the
conclusion of today’s session, please take the time to complete the evaluation form.
Your candid, honest critique of the session assists us in improving and revising the
planning session process. As you ask of your members how to improve products and
services, we ask you how to improve our product.
5. Strategic Planning Session
Step One: COMPANY VISION Up to 150 words
What will the business look like in 3-7 years in terms of physical appearance, size,
activities, etc? Consider its future location, products, markets, customers, processes,
staffing, etc.
Below is a sample vision statement accredited to Arnold Schwarzenegger:
I will come to America, which is the country for me. Once there, I will
become the greatest bodybuilder in history…I will go into movies as an
actor, producer and eventually director…I will collect houses, art, and
automobiles. I will marry a glamorous and intelligent wife. By 32, I will
have been invited to the White House.
Write your vision statement below. Write in future tense.
6. Step Two: MISSION STATEMENT Up to 150 words
The mission statement expresses the nature of the business and its purpose. The
statement should describe what the business really is/will be doing; the activities it
performs, where, how, etc. What is/will the business offer, and for whom, and how
is/will it be special/competitive? Every noun, adjective and verb in the statement is
important and must be justified.
As an example, a statement that includes “to design, develop, manufacture and market
specific product lines for sale on the basis of certain features to meet the identified
needs of specific customer groups via certain distribution channels in particular
geographic areas” indicates what the business is about. This is much better than saying
something like, “we are in office machines and supplies” or “we are in business to
make money.”
Furthermore, a mission statement should not read like a value statement. A value
statement is ‘softer’ and deals with softer issues regarding the business. A mission
statement is ‘harder’ and more specific. Compare the mission statement and value
statements below.
Mission Statement (hard statement)
Q Corporation designs, develops, assembles and markets systems for data base
management. These systems integrate its proprietary operating system software
with hardware supplied by major manufacturers, and are sold to small, medium
and large sized companies for a range of business applications. Its systems are
distinguished by a sophisticated operating system which permits use without
trained data processing personnel.
Value Statement (soft statement)
Our mission is to enhance our customers’ business providing the very highest
quality products and services possible. Our customer support strategy is based
upon total, no-compromise satisfaction and we continually strive to offer a
complete package of up to date value added solutions to meet our customers’
needs. We value above all our long-term customer relations.
Step Three: CORPORATE VALUES Up to 150 words
Describe the Company’s innate values and standards that govern the business
operation and its relationships with society, customers, employees, suppliers, the local
community and other stakeholders.
7. Step Four: OBJECTIVES Up to 150 words
Explicitly state the Company’s Objectives in terms of the results it desires to achieve in
the next three to five years. Objectives should relate to the expectations and
requirements of all major stakeholders and should reflect the underlying reasons for
running a business.
Highlight below the achievements and broad progress to be realized over the next
three to five years. These can relate to shareholders of the business itself.
Step Five: SWOT ANALYSIS
Strengths and weaknesses are internal to the business, and opportunities and threats
are external. All SWOTs should be strength or weakness, an opportunity or threat, they
cannot be both.
External Environment
Areas that are external to the business, which the business cannot control, but can,
have an impact on its potential success or failure.
Industry Trends
Changes in industry, i.e., growth, maturity, product offerings, niches, etc. How
has the industry changed, or has it, since the business started? Do these changes
present an opportunity or threat?
• Opportunities
• Threats
Competitive Environment
Are competitors entering/leaving the marketplace? What is their performance
like, likely plans, strengths and weaknesses? Does the competitive environment
present a threat or opportunity?
• Opportunities
• Threats
Society Trends & Economic Environment
The marketplace (customers, demographics/social issues, distribution channels)
may be changing due to trends in society and the economic conditions. Do these
trends or changes present an opportunity or threat?
• Opportunities
• Threats
Technological Environment
8. Has the introduction of new technologies impacted the need for fundamental
changes in products, processes, etc.? Do the changes in technology present an
opportunity or threat for the business?
• Opportunities
• Threats
Legal & Political Environment
Do current or potential future activities in the legal and/or political
environment have an impact on the company? Does the environment present
opportunities or threats?
• Opportunities
• Threats
Internal Environment
Internal environment refers to matters concerning resources, programs, and
organization within the company. A company has control over its internal
environment.
Marketing – sales, distribution channels, promotion, support
• Strengths
• Weaknesses
Management – expertise, systems, resources
• Strengths
• Weaknesses
Operations – efficiency, capacity, processes
• Strengths
• Weaknesses
Products/Services – added value, services, quality, pricing, features/benefits, range of
offerings, competitiveness.
• Strengths
• Weaknesses
Finances – performance, resources, cost management, productivity, purchasing
• Strengths
9. • Weaknesses
R&D – effort, direction, resources
• Strengths
• Weaknesses
Human Resources – personnel needs, skills, benefits, employee manuals, job
descriptions, etc.
• Strengths
• Weaknesses
Systems – organization, structures, technology
• Strengths
• Weaknesses
Prioritize SWOTs
Now you must note the most important or significant SWOTs. List up to six major
strengths and weaknesses and up to six major opportunities and threats. Differentiate
between current SWOTs and potential future SWOTS.
Key Strengths (Current) Key Strengths (future)
1) 1)
2) 2)
3) 3)
4) 4)
5) 5)
6) 6)
Key Weaknesses (Current) Key Weaknesses (future)
1) 1)
2) 2)
3) 3)
4) 4)
5) 5)
6) 6)
Key Opportunities (current) Key Opportunities (future)
11. Step Six: REVISIT STEPS ONE THROUGH FOUR
Given an analysis of the company’s current and future internal strengths and
weaknesses and its current and future external opportunities and threats, is it
necessary to make any modifications to the proposed vision, mission, values and
objectives?
1) Proposed changes to vision:
2) Proposed changes to mission:
3) Proposed changes to values:
4) Proposed changes to objectives:
12. Step Seven: STRATEGIES
Based on the SWOT analysis, and the company’s inherit vision, mission, values and
objectives, the specific strategies for achieving desired outcomes can now be
formulated. Here, the Company describes its approach to the marketplace.
In writing strategies, be sure to build on strengths, resolve weaknesses, exploit
opportunities and avoid threats. Consider any new dimensions revealed by vision and
mission. List up to ten major strategies. These strategies can cover the business as a
whole (diversification, acquisition plans, product development, market development,
etc.) or they can relate to key functional areas (finance, marketing, management,
operations, etc.) List must do and should do strategies.
Must Do Strategies: Should Do Strategies:
1)__________________________________ 1)__________________________________
2)__________________________________ 2)__________________________________
3)__________________________________ 3)__________________________________
4)__________________________________ 4)__________________________________
5)__________________________________ 5)__________________________________
6)__________________________________ 6)__________________________________
7)__________________________________ 7)__________________________________
8)__________________________________ 8)__________________________________
9)__________________________________ 9)__________________________________
10)________________________________ 10)________________________________
13. Step Eight: SPECIFIC GOALS
Goals should be specific, quantifiable, realistic, achievable, and time-based. Goals are
what a company hopes to achieve by implementing strategies in pursuit of the
company’s objectives. They can relate to factors such as sales, market size/share,
products, profitability, finances, etc.
Below list one to five major goals.
1) ___________________________________________________________________________
______________________________________________________________________________
2) ___________________________________________________________________________
______________________________________________________________________________
3) ___________________________________________________________________________
______________________________________________________________________________
4) ___________________________________________________________________________
______________________________________________________________________________
5) ___________________________________________________________________________
______________________________________________________________________________
14. Step Nine: STRATEGIC ACTION PROGRAMS
Programs are the tools which set out the implementation plans for the key strategies.
These should cover resources, time frames, budgets, deadlines and performance
targets. Below outline up to four major action programs in order of importance. For
each, specify who, what, where, how and when.
1) Action: ____________________________________________________
• Who - _______________________________________________
• What - ______________________________________________
• Where - _____________________________________________
• How - _______________________________________________
• When - ______________________________________________
2) Action: ____________________________________________________
• Who - _______________________________________________
• What - ______________________________________________
• Where - _____________________________________________
• How - _______________________________________________
• When - ______________________________________________
3) Action: ____________________________________________________
• Who - _______________________________________________
• What - ______________________________________________
• Where - _____________________________________________
• How - _______________________________________________
• When - ______________________________________________
4) Action: ____________________________________________________
• Who - _______________________________________________
• What - ______________________________________________
• Where - _____________________________________________
• How - _______________________________________________
• When - ______________________________________________
15. Step Ten: IMPLEMENTATION
A plan that does not get implemented is an exercise in futility. Set up a designated
time of when implementation will take place, i.e., January 2005. Develop specific
tactics that help the plan achieve its goals and objectives.
1) ___________________________________________________________________________
______________________________________________________________________________
2) ___________________________________________________________________________
______________________________________________________________________________
3) ___________________________________________________________________________
______________________________________________________________________________
4) ___________________________________________________________________________
______________________________________________________________________________