This document outlines the key steps and components of strategic planning, including performing an internal analysis to identify core competencies, selecting target countries and markets, analyzing competitors and customers, developing a "big idea" strategic choice, and allocating resources through the budgeting process. It also discusses establishing a strategic platform with the mission and objectives, analyzing the value chain, and controlling implementation through metrics like the balanced scorecard. Common mistakes in strategic planning are also listed such as using low quality data or not connecting analysis to clear conclusions and actions.

1. STRATEGIC PLATFORM &
PROFILING THE COMPANY

2. ESSENCE OF STRATEGIC
PLANNING
Fit between an organisation and her environment
(now and in the future)
Deliberate strategy (in moderately dynamic
situations)
Emerging strategy (in turbulent situations)

3. STEPS
Strategic platform & internal analysis
Country/market selection
Analysis of fit between organisation and chosen market environment
Big idea (basic strategic choice)
STP and marketing mix
Allocation of resources
Controlling the effort

4. STRATEGIC PLATFORM
Mission, goals and objectives
Current domain (Abell)
Core competencies (sustainable competitive
advantage)
Business model
Principle choice growth- & competitive & value
strategy

5. ABELL
Customer needs
Technology
Segments

6. COMPETITIVE
ADVANTAGE (ALSEM)
Identification of success
factors
Sources of Positional Results
advantages advantages Satisfaction
Superior High customer Loyalty
competencies value !
Superior Low relative Market-share
resources costs
Profit
Plough back profits to maintain
competitive advantages

7. BUSINESS MODEL

8. PRINCIPLE STRATEGY
Growth: market penetration, product/market
development, diversification (Ansoff)
Competitive: cost leadership, differentiation, focus
(Porter)
Value: productleadership, operational excellence,
customer intimacy (Treacy & Wiersema)

9. INTERNAL ANALYSIS
Objective: determine strategic competencies and
limiting factors
Analysis of value chain
Audit of functional areas
Resource and capability analysis
Portfolio analysis
Ambition, focus, resources, competencies, courage

10. ANALYSIS OF VALUE
CHAIN
FIRM INFRASTRUCTURE
HUMAN RESOURCE MGT
TECHNOLOGY DEVELOPMENT
PROCUREMENT
MARGIN
INBOUND
TIONS
OPERA-
LOGISTICS
LOGISTICS
OUTBOUND
&
SERVICE
&
SALES
MARKETING
AFTER SALES

11. AUDIT OF FUNCTIONAL
AREAS
PILOFACHO
Marketing audit (Kotler)

12. RESOURCE AND
CAPABILITY ANALYSIS
Inputs into a firm’s production process (tangible:
capital equipment, finance, patents - intangible: skill
of employees and managers, relationships with
market en suppliers)
Capacity to effectively and efficiently integrate and
deploy available resources

13. PORTFOLIO ANALYSIS
BCG matrix
MABA/general Electric

14. AMBITION, FOCUS, RESOURCES,
COMPETENCIES, COURAGE
Ambition: does the idea/project fit the organisation’s
mission?
Focus: does the idea/project fit in with the main
strategy and the business model?
Resources: is the idea/project feasible given the
available resources?
Competencies: idem know-how/knowledge/skills?
Courage: is the idea/project risk acceptable?

15. COUNTRY SELECTION
Preliminary environmental scan & internal analysis
Attractiveness & compatibility matrix
After initial selection more detailed environmental
analysis

16. STRATEGIC FIT
Economy
Social-
Demografics
Suppliers, Customers cultural
partners Stakeholders
Media
ain
lu e ch
va
r ter
Public
Po Govern-
ment
Employees Competitors
Owners,
Politics, banks
Technology
laws
Ecologie

17. EXTERNAL ANALYSIS
Country/market selection
DESTEP
Market & customer analysis
Industry & competitive analysis
Distribution & supplier analysis

18. MARKET & CUSTOMER
ANALYSIS
Quantitative: market & segment size, market growth
percentage, business and economic cycles & trends,
number of customers & prospects, customer pyramid,
customer life value, buying power.
Qualitative: customer types, buying behaviour, DMU,
buying criteria & motives, brand preferences, criteria in
supplier choice, unmet needs.
6 W’s: who is the customer, what are the product benefits
for them, why, where & when do they buy/don’t buy.

19. INDUSTRY ANALYSIS

20. COMPETITOR ANALYSIS
Determine goals of Determine strategies of
Determine competitors
competitors competitors
Determine strengths
Assess probable reaction
and weaknesses of Attack and avoidance
patterns
competitors

21. DISTRIBUTION &
SUPPLIER ANALYSIS
Distribution analysis (up- en downstream)
Supplier analyse

22. BIG IDEA
Use market opportunities, while avoiding dangers,
by using powers and maximise use of limiting factors
(SWOT-I)
Creativity, know current innovations, risk acceptance,
adaptation of the organisation.
Why, how, when, by Whom at Which costs.

23. APPRAISING SWOT
ELEMENTS
What is the impact of ... happening?
What is the probability of ... happening?
What is the time horizon of ... happening?
Can we manage issues and risks if .... occurs?

24. S-T-P & MARKETING MIX
Segmentation
Targeting
Positioning
Marketing mix

25. ALLOCATION OF
RESOURCES
Budget system’s purpose is distributing resources,
co-ordinating activities & controlling implementation
Financial paragraph: master-budget, capital
budgeting & budget request
Financial accounting: controlling expenses + cash out
& verifying revenues + cash in

26. CONTROL
Balanced Score Card
Market research
Financial results
Situation reports on plan execution and reaching
milestones

27. MISTAKES
Misunderstanding basic theories and models
Misunderstanding logic behind the plan model
Overemphasising analysis versus underemphasising concrete do’s and dont’s
Uni-disciplinary analysis & quality of base data (uncorrelated data, facts versus opinions)
Ist versus soll - (uncritical) description versus analysis, evaluation and drawing conclusions
No or unclear/overcomplex conclusions
No connection between research objective - analysis - conclusions - proposed actions
Questionable acceptability & feasibility