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1. STRATEGIC PLANNING
BY: JYRUSS
REAGALADO

2. Meaningof
Strategic
Planning
Strategic planning is the process of
formulating an idea to achieve a
long-term objective.
Strategic planning is an
organization's process of defining
its strategy, or direction, and
making decisions on allocating its
resources to pursue this strategy.

3. Purposeof
Strategic
Planning
Strategic Planning allows an organization to:
a) Set priorities;
b) Focus energy and resources towards a
common goal;
c) Strengthen operations;
d) Establish agreement around intended
outcomes/results;
e) Manage and reduce business risks; and
f) Assess and adjust the organization’s
direction in response to a changing
environment.

4. Fivetaskof
Strategic
Planning
Forming a
strategic
vision mission
Setting
objectives
Crafting a
strategy to
achieve the
desired
outcomes
Implementing
and executing
the chosen
strategy
Evaluating
performance,
monitoring new
developments,
and initiating
corrective
adjustments

5. Vision
Statement
A vision statement describes what a
company desires to achieve in the
long-run, generally in a time frame of
five to ten years, or sometimes even
longer.
A vision statement is an
inspirational statement of an
idealistic emotional future of a
company or group.

6. Missionstatement
A mission statement is a short
statement of why an
organization exists, what its
overall goal is, identifying the
goal of its operations: what kind
of product or service it provides,
its primary customers or
market, and its geographical
region of operation.
Mission
statement

10. Setting
objectives
•The purpose of setting objectives is to
convert managerial statements of
strategic vision and business mission into
specific performance targets results and
outcomes the organization wants to
achieve.
•Setting objectives and then measuring
whether they are achieved or not help
managers track an organization's
progress.

11. Strategic
Objectivein
FourPerspective

13. SMART
Objective
What is a SMART objective?
Specific
Measurable
Attainable
Realistic
Time-phased

14. SWOTAnalysis
Strengths
Weaknesses
Opportunities
Threats
Focus on internal & external aspects and
address the human resources, financial
resources and Infrastructure.
Include in the SWOT analysis issues of
Policy, Economy, Social, Technology,
Environment and Legal (PESTEL).

15. Technical
Capacity
What skills do you require to achieve
your objectives?
What specialized equipment or facilities
are essential in achieving your
objectives?
How much of what is required do you
have?
How do you hope to achieve the deficit?

16. Craftingastrategy
toachievethe
desiredoutcomes
• A company's strategy represents management's answers
to such fundamental business questions such as :
• whether to concentrate on a single business or build
a diversified group of businesses
• whether to cater to a broad range of customers or
focus on a particular market niche
• whether to develop a wide or narrow product line
• how to respond to changing buyer preferences
• how big a geographic market to try to cover
• how to react to newly emerging market and
competitive conditions
• how to grow the enterprise over the long term

17. Management
Function
 Management Functions: Management functions refer to the core activities
performed by managers to ensure the smooth operation of an organization
and the achievement of its goals.
• Planning: Setting organizational goals, defining strategies to
achieve those goals, and developing plans to coordinate activities.
• Organizing: Arranging resources, such as people, materials, and
finances, in a structured manner to effectively carry out plans.
• Leading: Motivating, guiding, and directing employees to work
towards organizational objectives. It includes communication,
decision-making, and resolving conflicts.
• Controlling: Monitoring and evaluating organizational
performance against predetermined goals, identifying deviations,
and taking corrective actions as necessary.

18. Business
Functions
 Business functions: on the other hand, refer to the specialized
activities or operations within an organization that are
essential for its functioning and success.
• Marketing: Involves activities related to identifying
customer needs, promoting products or services, pricing,
distribution, and managing customer relationships.
• Operations/Production: Involves activities related to
manufacturing, sourcing, production processes, quality
control, inventory management, and supply chain
management.
• Finance: Involves managing financial resources, including
budgeting, financial planning, investment decisions,
financial reporting, and risk management.
• Human Resources: Involves activities related to
recruiting, hiring, training, performance management,
employee relations, and ensuring compliance with labor
laws and regulations.

19. Implementing
andexecuting
•Strategy implementation concerns the
managerial exercise of putting a freshly
chosen strategy into place
•Strategy execution deals with the
managerial exercise of supervising the
ongoing pursuit of strategy, making it
work, and showing measurable progress
in achieving the targeted results.

20. CAPEX
 OBJECTIVE:
 To support operations production with zero downtime
 100% Utility Uptime
 100% Fleet Deployment

21. OPEX
 100% Utility uptime
 Increase Revenue by minimizing OPEX cost
 Mitigating the risk of unbudgeted corrective and
preventive maintenance