The document outlines best practices for strategic planning based on research from Results.com client firms, presented by Stephen Lynch. It covers essential components such as core values, strategic positioning, industry analysis, and long-term strategic moves. The emphasis is on understanding competitive dynamics, customer behavior, and technological influences to inform future strategies.

1. Strategic Planning for RESULTS
Best practices based on research and direct observations
of thousands of RESULTS.com client firms
Presenter: Stephen Lynch
Role: Head of Strategy & Consulting at RESULTS.com
Email: Stephen.Lynch@Results.com
Linkedin: linkedin.com/in/stephengeoffreylynch
Slides: results.com/slides
Software Demo: results.com/demo

2. Thank you for your time!

13. 18,446,744,073,709,551,615

26. Core Values
BHAG
Core Purpose
Geographic Focus
Target Market Customer
Generic Strategy / Value Discipline
Core vs. Non-Core Activities
Strategic Positioning
Key Benefits
Brand Promise
3 to 5 Year Strategic Moves
Numerical Targets
SWOT Analysis
Current Strategic Projects (OKRs)
Metrics (KPIs)
RESULTS.com - One Page Strategic Plan

28. Core Values
BHAG
Core Purpose
Geographic Focus
Target Market Customer
Generic Strategy / Value Discipline
Core vs. Non-Core Activities
Strategic Positioning
Key Benefits
Brand Promise
3 to 5 Year Strategic Moves
Numerical Targets
SWOT Analysis
Current Strategic Projects (OKRs)
Metrics (KPIs)
RESULTS.com - One Page Strategic Plan

30. 3 to 5 Year Strategic Moves

37. Industry Analysis

39. Questions / Answers:
#RealStrategy || @RESULTSdotcom

43. Questions / Answers:
#RealStrategy || @RESULTSdotcom

44. Questions / Answers:
#RealStrategy || @RESULTSdotcom

46. Who are your Key Competitors now? (the “players”)
What moves are they likely to make? Any Threats? Opportunities?
( Industry life cycle: introduction > growth > maturity > decline / Industry growth rate / Industry profitability / Number of competitors / Market
share / Capital requirements / Globalization / Commoditization / Cost advantages / Economies of scale / Friendly vs. Aggressive competition)
What Strategic Moves do you need to make?

52. What New Entrants could disrupt you?
Any Threats? Opportunities?
( Industry barriers / Capital requirements / Learning requirements / Access to supplies / Access to distribution / Performance vs. incumbents /
Perceived differentiation in customers’ mind / Loyalty to incumbents / Switching costs / Retaliation by incumbents / “Innovator’s dilemma”)
What Strategic Moves do you need to make?

61. @RESULTScoach

62. What Substitute products / services could disrupt you?
Any Threats? Opportunities?
( Technology changes / Industry structure changes / Availability of substitutes / Performance of substitutes / Perceived differentiation in
customers’ mind / Switching costs / Customer desire to seek out alternative solutions to satisfy their need )
What Strategic Moves do you need to make?

67. Who are your Key Suppliers? What moves are they likely to make?
Any Threats? Opportunities?
( Cost of supplies / Negotiating power of suppliers / Access to alternative sources of supply / Switching costs /
Forward integration – supplier becomes competitor)
What Strategic Moves do you need to make?

74. Who are your Key Customers? What moves are they
likely to make? Any Threats? Opportunities?
( Customer demographic and psychographic description / Power to dictate prices or terms / Ability to influence other customers / Customer
reviews / Perception of differentiation between vendors / Loyalty / Switching costs / Backward integration – customer becomes competitor)
What Strategic Moves do you need to make?

77. What political factors / laws / regulations are likely to impact you?
Any Threats? Opportunities?
( Industry specific regulations / political spectrum left vs. right / political stability / laws / taxes / trade policy / wars / environmental issues /
health / safety / consumer laws / employment laws)
What Strategic Moves do you need to make?

81. What economic factors / changes in buying behaviors
are likely to impact you? Any Threats? Opportunities?
( Economic growth / interest rates / exchange rates / inflation / availability of credit / investor interest in your industry / discretionary spending
/ changes in customer purchasing habits / use of debt and leverage vs. more frugal spending / new forms of payment)
What Strategic Moves do you need to make?

89. STANDARDIZED
Industrial age CUSTOMIZED
Digital age
LABOUR:
obedience
systems
processes
productivity
TALENT:
initiative
innovation
creativity
passion
Management 1.0
Management 2.0

91. Baby Boomer
1946 -1964
Generation X
1965 - 1980
Millennial / Gen Y
1981 - 2000
Key life influences Cold War nuclear threat, NASA
moon landing, Vietnam war,
Civil rights, Hippie culture
AIDS, Divorce, MTV, Cold War
ending, Personal computer,
Microsoft
Internet, Always connected,
Share everything online,
Facebook, Apple and Google
Work environment Long hours, Office only Formerly Office, Increasingly
working from home
Office, Home, Wherever,
Desires flexible work hours
Work ethic Workaholic, Quality focus,
Team player
Clear direction, Get tasks done,
Self reliant, Free agent
Craves Variety, Multitasking,
What’s next?
Management style Hierarchy, Chain of command Everyone should manage
themselves, Challenge people
Collaboration, Consensus
Personal Motivators Salary, Job title, Feeling valued
and respected
Money, Freedom, Break the
rules and do it your own way
Meaningful work, Maintain
personal life, Training, Mentoring
Mentoring Does not like feedback. Does
not take negative feedback very
well
Does not think feedback is
necessary. Will ask for it they
want it
Wants frequent management
feedback, Feedback on demand
at the push of a button
Internal
communication
Face to face meetings focused
on process, Memos
Face to face meetings focused
on results, Emails
Face to face participative
discussions, Emails, Instant
messaging
Client
communication
Face to face, Phone Face to face, Phone, Email Email, Social Media, Instant
messaging
Career Goals Climb the ladder at one
company, Job security
Build transferable career with
variety of skills & experiences,
Build a business.
Build several parallel careers or
businesses simultaneously

92. What social factors / trends / attitudes / behaviors
are likely to impact you? Any Threats? Opportunities?
( Demographic trends / career attitudes / health issues / environmental concerns / communication styles / social behaviors / online behaviors /
media consumption / cultural differences / generational differences / income equality / society’s evolving attitudes, values & beliefs)
What Strategic Moves do you need to make?

121. What technological factors / trends / are likely to impact you?
Any Threats? Opportunities?
(New technologies / Rate of technology adoption / Impact of internet and mobile / Social media / New devices & interfaces / Jobs replaced by
technology / Business models disrupted by technology)
What Strategic Moves do you need to make?

126. What are the top 3 long-term strategic moves
to position your firm for future industry success?
(will be implemented within the next 3-5 years)

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3 to 5 yr Strategic Moves - best practices

129. Core Values
BHAG
Core Purpose
Geographic Focus
Target Market Customer
Generic Strategy / Value Discipline
Core vs. Non-Core Activities
Strategic Positioning
Key Benefits
Brand Promise
3 to 5 Year Strategic Moves
Numerical Targets
SWOT Analysis
Current Strategic Projects (OKRs)
Metrics (KPIs)
RESULTS.com - One Page Strategic Plan

131. Thank you for your time!

132. Strategic Planning for RESULTS
Best practices based on research and direct observations
of thousands of RESULTS.com client firms
Presenter: Stephen Lynch
Role: Head of Strategy & Consulting at RESULTS.com
Email: Stephen.Lynch@Results.com
Linkedin: linkedin.com/in/stephengeoffreylynch
Slides: results.com/slides
Software Demo: results.com/demo