This document discusses strategic planning and provides guidance on developing an effective strategic plan. It explains that a strategic plan should be outward looking, based on solid market research, and have buy-in from all staff. The strategic planning process involves analyzing the industry, identifying stakeholders and strategic partners, and developing goals and key performance indicators. Operational plans then translate the strategic plan into specific actions and tasks. Individual employee goals are also linked to the operational plans. Regular review and reporting is important to ensure the plans remain on track and aligned with the organization's vision and mission.

1. Strategic PlanningDr Stuart Hazell PhD MASM GAICD

2. OverviewManagement ProcessesStrategic FocusVisionMissionThe Strategic PlanOperational PlansStaff Action & Development Plans2

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4. What Is Strategic Planning?4

5. Strategic PlanningEssential part of a successful business.Addresses the question “How does _____ achieve ______?”Based on research and understanding of the market.Developed and implemented with intent & discipline.Owned and understood by everyone in the company.Dictates the actions and priorities of all the people engaged in the business.5

6. Why Is EffectiveStrategic Planning important?6

7. Changing PerformancePanbio Ltd 2002 - 20077

8. Effective Strategic Planning Demands Effort Outward looking with a long horizonRealistic and grounded in researchOn the desktop with total buy-inMeasured and reported onReviewed regularlyLinked directly to operational plans (Internal looking)8

9. In Strategic Planningwe start with a Vision and MissionThe Strategic Focus dictates the nature of the Vision and Mission9

10. Strategic FocusWhat are you trying to do?10

11. Vision“We shall not flag or fail. We shall go on to the end. We shall fight in France. We shall fight on the seas and oceans. We shall fight with growing strength in the air. We shall defend our island, whatever the cost may be. We shall fight on the beaches. We shall fight on the landing grounds. We shall fight in the fields and in the streets. We shall fight in the hills. We shall never surrender.”11

12. Client Company Vision What is the vision of the Client Company?12

13. Mission"I believe that this nation should commit itself to achieving the goal, before this decade is out, of landing a man on the moon and returning him safely to the Earth."John F Kennedy13

14. Your MissionWhat is the mission of the Client Company?14

15. What does this mean?Need to define the Mission15

16. Strategic Planning16

17. Analysis17

18. Developing a Strategic PlanKnow your industry and where it is goingKnow your business and where it wants to goSWOTCommit to looking from the outside in (research)Don’t reinforce your bias and blind spotsDon’t believe your own PRAim to consult at least 2 authoritative sources regarding key internal perceptionsBreak the circle (don’t do it the same way every time)The strongest voice is not always rightWhere do you fitBarriers to entry and cost of entryLook at the gulf between where you are and where you want to be (Gap Analysis)18

19. SWOT19Operational Issues Strategic IssuesStrengthOpportunityWeaknessThreat

20. Developing a Strategic PlanA Strategic Plan is an Outward Looking DocumentLinked to the actionsthose who will determine your success – your StakeholdersFrom the Stakeholders you need to select your Strategic PartnersNote: Your Strategic Partner may not know you need them to be on your side!20

21. Developing a Strategic PlanHow do you identify Stakeholders?They have a claimThey can influence your success (positively and negatively)21

22. Developing a Strategic Plan StakeholdersCustomersStaffShareholdersSuppliersTax officeBankGovernment

23. Distributors

24. Opinion leaders

25. Competitors

26. Potential acquirer

27. Other funding body22

28. Developing a Strategic PlanHow do you identify the Stakeholders you should address first?PowerLegitimacyUrgencySaliencyPLUS23

29. Developing a Strategic PlanPowerUrgencyDangerousStakeholderDemandingStakeholderDormantStakeholderDefinitiveStakeholderDominantStakeholderDependentStakeholderNon-StakeholderDiscretionaryStakeholderLegitimacyRef: Mitchell et al. Academy of Management Review 1997: 22; 85324

30. Developing a Strategic PlanSalient Stakeholders

31. Determine Your Success

32. Can’t be ignored

33. Are your Strategic Partners

34. Have wants andneeds that can and should be addressed

35. Their wants and needs can be leveraged to address your wants and needs25

36. Wants & Needs Assessment26

37. Strategic Partner StrategyReliable supplyTrading termsExclusivityProduct trainingMarketing supportValue for customersProfitPriceTechnical supportProfitMarket intelligencePriceNew product ideasRevenue growthTrading termsForecastsImproved sales of slow moving linesStock levelsDistributorYou27

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39. Strategic Partner Strategy - Distributor29

40. Strategic PlanRemember, not doing something or stopping an activity can be as an important outcome as planning a new action.30

41. Developing a Strategic PlanWhen you have the Strategic PlanSet:Targets and timelinesAccountabilityKPIsReview framework31