Strategic Planning
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If you fail to plan you plan to fail. Strategic planning should be reviewed and refined at leat once a year, if not more. Most companies don't and that leads to problems, misunderstandings, poorly allocated resouces, etc. Using the S.W.O.T the strengths, weakness, opportunties, and threats are put into a more focused perspective.
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Strategic Planning
- 2. What is Strategic Planning? ©2014 James Feldman
- 3. Organize your thoughts and Determine your strategic direction. ©2014 James Feldman
- 4. Business As Usual vs. Tactics Don’t mix them up. ©2014 James Feldman
- 5. A written document that acts as a guidebook ©2014 James Feldman
- 6. According to Jim Run on Insight, Not Hindsight. ©2014 James Feldman
- 7. What is Strategic Planning? •Pull the entire organization together around a single plan for execution. •Broad outline on where resources get allocated. •Forces you to make choices on what you will do and what you won’t do. ©2014 James Feldman
- 8. What is Strategic Planning? The Values What’s in it for them? The Objectives What’s in it for us? The Strategies How do we deliver? The Goals How will we evaluate? ©2014 James Feldman
- 9. Companies should have the capabilities to: ©2014 James Feldman •Understand •Create •Deliver •Capture •Sustain
- 10. Strategic Planning Tips: •What’s your business? •What’s your purpose? •What are your values? •Use ‘We’ •Be Understandable •Foster Commitment •Create Motivation •Generate Inspiration ©2014 James Feldman
- 11. Strategic Planning Process 1. Determine Situation 2. Evaluate Goals 3. Think ‘inside the box” 4. Assess Risk 5. Create S.W.O.T. 6. Create Marketing plan 7. Implement plan 8. Review and revise plan ©2014 James Feldman
- 12. Strategic Planning Vision Clear a defined statement Vision about the future Aspirational to motivate Strategically aligned to your S.W.O.T. analysis ©2014 James Feldman
- 13. Strategic Planning Vision 1. Define Your Values 2. Define Your Goals 3. Take Control 4. Define Your Strengths 5. Find Clarity 6. Be A Leader 7. Deliver Value 8. Evaluate everything ©2014 James Feldman
- 14. What is a Mission Statement? ©2014 James Feldman
- 15. A statement of your organization’s purpose… what it wants to accomplish. ©2014 James Feldman
- 16. Mission Statement=Business Vision What did you accomplish in 2013 that you are most proud of? • Simplicity • Diligence • Focus on what is vital • Eliminate extraneous distractions • Try Evernote to bring everyone together https://evernote.com/business/ ©2014 James Feldman
- 17. Mission Statement=Business Vision Why does your business exist? Describe what your business does? How your business does it? Define and articulate your core competences? ©2014 James Feldman
- 18. Vision Strategic Planning 3 Steps 1. Corporate 2. Division 3. Business/Product Levels ©2014 James Feldman
- 19. According to Jim You don’t want to be considered the best at what you do. You want to be known as The only one who does what you do. ©2014 James Feldman
- 20. What is a Marketing Plan? ©2014 James Feldman
- 21. What is a Marketing Plan A road map, a target or course of action to achieve desired results. ©2014 James Feldman
- 22. What? Strategic Planning Why? Long-term profitability How? Write a marketing plan ©2014 James Feldman
- 23. According to Jim Drive for Change. Innovate for Growth. Lead Smarter. ©2014 James Feldman
- 24. What is a Marketing Plan The task of your business should be to deliver both Customer value and a profit. ©2014 James Feldman
- 25. Impact ROI Define Marketing Strategies Define Marketing Mix Set Marketing Goals Value Proposition Definition Marketing Planning Process Market Analysis Competitive Analysis Customer Analysis WOW Experience Reassess Review Document the Plan ©2014 James Feldman
- 26. What is a Marketing Process Analyze market opportunities. Develop marketing strategies. Plan market programs. Manage the marketing effort. ©2014 James Feldman
- 27. What is a Marketing Process Diagnostic skills. Identification of company level. Implementation skills. Evaluation skills. ©2014 James Feldman
- 28. What is a Marketing Process Sales analysis. Market share analysis. Marketing expense/sales analysis. Financial analysis. Market-based scorecard analysis. ©2014 James Feldman
- 29. Marketing Plan • Basis for comparison. • Clearly stated activities. • Reference for the success. • Marketing environment. • Entry into the marketplace. ©2014 James Feldman
- 30. According to Jim You Create VALUE Not Provide services. ©2014 James Feldman
- 31. What is S.W.O.T.? ©2014 James Feldman
- 32. Internal Things the company does External well Things the company does not do well Conditions in the external environment that favor strengths Doesn’t relate to existing strengths or weakness ©2014 James Feldman
- 33. Internal External ©2014 James Feldman Stemming from The External environment Internal environment
- 34. Internal Customer Loyalty Product Benefits External ©2014 James Feldman Distribution Pricing Brand Awareness Image Reputation Finance R&D Manufacturing
- 35. Cash Cows Market Share High Stars Low Dogs Low Hig h ©2014 James Feldman
- 36. High Low Low Hig h High Growth-High Share Business is likely to generate enough cash to be self-sustaining. PROMOTE AGGRESSIVELY Stars High Growth-Low Share Business requires a lot of cash to maintain market share. INVEST MORE CASH-DIVEST Low Growth-High Share Business can be used to support other business units. DEFEND AND MAINTAIN Low Growth-Low Share Business is a cash trap. Focus on short term. AVOID RISKY PROJECTS Dogs Cash Cows ©2014 James Feldman
- 37. Strategic Planning should focus on the view of your clients • Define Your Values. • Define Your Goals. • Take Control. • Define Your Strengths. • Find Clarity. • Be A Leader.
- 38. ©2014 James Feldman All Rights Reserved FAILURE AND SUCCESS ARE RELATED
- 39. Hierarchy Of Strategic Planning Workshop EXPERIENCE MOTIVATION CONFIDENCE BELIEF Positive Experience fuels the desire to do more. The reward is worth the risk and effort. I have the ability to make Shift Happen. If I do this, I would be more successful. This different than what I do today. UNDERSTANDING ©2014 James Feldman
- 40. According to Jim Your Customers are not concerned with what you accomplished Yesterday , or what you did Today, it’s all about Tomorrow that really matters. ©2014 James Feldman
- 41. Talk To Me /in/jamesfeldman @ShiftHappensNow #shifthappens /shifthappensnow jamesfeldman.coachesconsole.com Visit ShiftHappens.com or call 312-527-9111