This document provides guidance on developing a successful business plan for a museum or cultural organization. It recommends involving all levels of the organization to ensure accurate information and buy-in. The business plan should include an executive summary, organizational overview with vision and values, strategic aims and objectives, internal and external analysis, financial plans, and monitoring processes. Developing the plan takes 6-8 weeks typically and an away day can encourage fresh thinking. The guidance then outlines what to include in each section to create an effective roadmap for achieving organizational goals.
This document outlines the strategic planning process. It begins with an agenda and learning objectives. It then defines strategic planning, discusses types of strategic planning, and the benefits. It describes the planning to plan phase and lists prerequisites. The strategic planning process involves developing a mission, vision, values, SWOT analysis, goals, objectives, implementation plan, communication plan, and evaluation. A variety of tools can support the process, including Appreciative Inquiry, Open Space Technology, public consultation, meetings, surveys, and research.
Prasid Mitra | How is strategic planning carried out at different levels of t...Sameer Mathur
Strategic planning is carried out at different levels within an organization. At the corporate headquarters level, strategic planning involves defining the corporate mission, establishing strategic business units, assigning resources to each unit, and assessing growth opportunities. Within each business unit, strategic planning involves defining the unit's mission, conducting a SWOT analysis, formulating goals and strategies, developing implementation programs, and providing feedback and control. The goal is for business units to have their own strategic processes that are aligned with the overall corporate mission and strategic plan.
it will provide you the quick review of Strategic Planning Definitions,Methods and Planning Templates, Techniques and Tools Logical Sequence Planning and much more about this particular topic.
To provide participants a ‘tool kit’ of planning
To demonstrate value of application of planning methods & tools in
The document outlines a strategic planning and implementation framework called StraPP for a school management division. It discusses why StraPP is needed, how it can be used as a communication, measurement and strategic management tool. It then provides details on the strategic planning process, including developing a mission, values, vision, objectives and performance measures to map strategies across key perspectives like clients, operations, learning and growth, and budget. The framework is intended to help align initiatives so staff can better understand and execute their roles.
Board Governance, Strategic Planning, and Board Retreats (in a perfect world)iowachamberexecs
The document discusses best practices for board governance, strategic planning, and board retreats. It recommends that boards focus on governance, policy development, vision, and oversight, while allowing staff to manage operations. Strategic planning should involve defining the organization's mission, values, and goals. Annual board retreats are important for evaluating strategic plans, programs, and the board's performance through surveys and SWOT analyses to ensure continuous improvement.
This document outlines the strategic planning process. It begins with an agenda and learning objectives. It then defines strategic planning, discusses types of strategic planning, and the benefits. It describes the planning to plan phase and lists prerequisites. The strategic planning process involves developing a mission, vision, values, SWOT analysis, goals, objectives, implementation plan, communication plan, and evaluation. A variety of tools can support the process, including Appreciative Inquiry, Open Space Technology, public consultation, meetings, surveys, and research.
Prasid Mitra | How is strategic planning carried out at different levels of t...Sameer Mathur
Strategic planning is carried out at different levels within an organization. At the corporate headquarters level, strategic planning involves defining the corporate mission, establishing strategic business units, assigning resources to each unit, and assessing growth opportunities. Within each business unit, strategic planning involves defining the unit's mission, conducting a SWOT analysis, formulating goals and strategies, developing implementation programs, and providing feedback and control. The goal is for business units to have their own strategic processes that are aligned with the overall corporate mission and strategic plan.
it will provide you the quick review of Strategic Planning Definitions,Methods and Planning Templates, Techniques and Tools Logical Sequence Planning and much more about this particular topic.
To provide participants a ‘tool kit’ of planning
To demonstrate value of application of planning methods & tools in
The document outlines a strategic planning and implementation framework called StraPP for a school management division. It discusses why StraPP is needed, how it can be used as a communication, measurement and strategic management tool. It then provides details on the strategic planning process, including developing a mission, values, vision, objectives and performance measures to map strategies across key perspectives like clients, operations, learning and growth, and budget. The framework is intended to help align initiatives so staff can better understand and execute their roles.
Board Governance, Strategic Planning, and Board Retreats (in a perfect world)iowachamberexecs
The document discusses best practices for board governance, strategic planning, and board retreats. It recommends that boards focus on governance, policy development, vision, and oversight, while allowing staff to manage operations. Strategic planning should involve defining the organization's mission, values, and goals. Annual board retreats are important for evaluating strategic plans, programs, and the board's performance through surveys and SWOT analyses to ensure continuous improvement.
1. The document presents a strategic planning presentation by Ahasanul Hasan for his BBA program at Khwaja Yunus Ali University.
2. Strategic planning is defined as a process for organizational leaders to determine their vision and goals for the future and identify actions to achieve those goals.
3. The presentation outlines the benefits of strategic planning, key processes involved, and reasons why some firms do not engage in strategic planning.
Attendees will go through the strategic planning and analysis processes and resources needed to create a long-term and annual strategic plan. Strategic planning skills, processes, and techniques require training and implementation, so the workshop exercises will focus on the activities that are required to:
• Develop an effective and executable strategic plan.
• Work through a comprehensive analysis of the chapter’s strategic strengths, weaknesses, opportunities, and threats.
• Create a Michael Porter Five Forces model that will provide insight into the impact of the chapter’s buyers, suppliers, product substitutes, and potential entrants have on their market.
Strategic Planning Workshop BY Francis Karugu, MSc, BComm, CPAFrancis Karugu
The document outlines plans for a strategic planning workshop at CDCL on February 14, 2014. The objectives are to understand strategic plans, define CDCL's 2014-2017 plan, and agree on implementation actions. Key topics to be covered include defining CDCL's vision, mission, values, current situation through a SWOT analysis, strategic issues, objectives, success factors, stakeholders, competitors, and implementation and monitoring plans. The workshop aims to develop a strategic plan to guide CDCL over the next three years.
The document outlines an agenda to determine service focus and assess organizational capability for a client base. In session one, products and services will be analyzed to select primary and secondary focuses. Session two will assess current and required capabilities, provide a gap analysis, and brainstorm actions to address clear weaknesses. Key aspects of the analysis include determining market share and growth of offerings, conducting a SWOT on products, and selecting services for focus. Assessing dimensions like strategy, talent, culture and future leaders will evaluate capability. Clear strengths, weaknesses, hidden strengths and non-issues will be identified from current and future analyses to focus next steps.
The document discusses the role of a planner in an organization. It defines what a plan and planner are, lists important qualities like integrity and emotional intelligence. It then outlines several key roles of a planner including aiding senior leadership as a strategic advisor, conducting research, integrating different planning functions, monitoring strategy implementation, playing devil's advocate, and training management staff. The planner reports to senior leadership and helps develop goals, strategies and action plans with milestones to track progress.
Conducting Strategic Management Workshop - A Brief GuideWong Yew Yip
This document provides a brief guide on conducting a strategic management workshop. The workshop aims to formulate an organization's new strategic directions for short and long term growth by developing a renewed vision, mission, core values, strategic objectives and projects. It will cover explaining strategy, strategic thinking and the strategic management process. The workshop will deliver a new strategic plan with objectives, projects and an implementation plan to monitor performance and make adjustments. Strategic management involves analyzing the current environment, envisioning the future and executing plans to achieve goals in line with the vision and mission.
This document discusses tools for engaging employees in strategic planning. It describes a three-phase strategic planning process that includes structuring the process, gathering information, synthesizing goals and plans, and implementing the plan. The process involves establishing a strategic planning team, surveying stakeholders, reviewing the mission and vision, conducting a SWOT analysis to identify strengths, weaknesses, opportunities and threats, and developing strategic goals and targets to guide implementation.
The document discusses the differences between strategic planning and business planning. Strategic planning determines an organization's direction and goals over multiple years and focuses on the entire organization, while business planning focuses on specific products, services, or programs and includes operational details. The author argues that strategic planning sets the foundation that business planning builds upon by outlining operational details. Both are important for organizational success but have distinct purposes.
This document outlines the strategic planning process presented by Mr. Ankush P. Jadhav and Miss. Tejashree R. Kedar. It defines strategic planning as a tool that provides guidance to fulfill an organization's mission efficiently. The document discusses performing a SWOT and PO analysis, designing the plan, implementing it, and measuring success. It also notes benefits like promoting stability, priorities, and positive change, but risks include not having enough time or commitment. In summary, the presentation provides an overview of strategic planning, the key steps involved, and its importance for quality management systems and business success.
Strategic thinking is the manner in which leaders and followers in an organization think about, evaluate, examine, and construct a future for themselves and consequently the organization. It involves how we respond to the day to day activities as well as how we analyze potential problems and opportunities in the long term. The survival of any organization depends on the ability of its leaders and followers to think strategically. Strategic thinking identifies where we are now, and where we will be in the next 5 -10 -15 … years.
According to Hughes and Beatty Strategic thinking refers to cognitive processes required for the collection, interpretation, generation and evaluation of information and ideas that shape an organization’s sustainable competitive advantage.
The document discusses strategic planning for AIDS Service Organizations (ASOs) in an era of change. It provides an overview of the history of ASOs and the six crises they have faced. Current trends putting pressure on ASOs are outlined, including uncertain funding and shifting priorities. Reasons for strategic planning are described, focusing on understanding community needs and assessing organizational strengths and weaknesses. The strategic planning process involves forming a design team, conducting assessments, creating strategic scenarios, and developing goals and plans through staff and stakeholder engagement. Emerging business models for ASOs are discussed, focusing on utilizing core competencies in new ways.
The document discusses key elements of effective strategic planning for organizations. It emphasizes that strategic planning defines an organization's direction by allocating resources like capital and people. Effective strategic planning includes developing a company vision, conducting a SWAT analysis, identifying critical success factors, setting SMART goals, outlining strategies to achieve goals, and creating action plans. Strategic planning is an ongoing process that requires leadership, communication, and accountability to implement the organization's strategy. The Alternative Board uses strategic planning tools and monthly meetings to help business owners stay on track with their strategic plans.
The document outlines a workshop on strategic planning models. It will clearly define the strategic planning process, explain how to create and execute a strategic plan, and provide a common model for the organization to follow. The workshop will cover assessing the organization's current state, creating a vision and goals for the future, developing objectives and initiatives to achieve goals, and monitoring progress. Key components of strategic planning like mission, vision, SWOT analysis, and balanced scorecards will be explained.
Afundraisingstrategyisaplanthatsetsoutthefundingneedforanorganization,projectorevent,alongsidetheidentifiedactions,timescalesandpossiblefundingresourcestomeetthisneed.
Why develop a fundraising strategy?
Itiscommonlyrecognizedthatbetterplanninghelpstoavoidwastedtimeandresources.Thedevelopmentofafundraisingstrategyshouldenablethepeopleinanorganizationtoensurethat:
•Thereisasharedunderstandingoftheaimsandprioritiesfortheorganization
•Theagreedprioritiesarea‘goodfit’withwhattheorganizationissetuptodo
•Theagreedprioritiesaresetclearlykeepinginscopeandcompetitions
•Setsouthowthoseprioritiesaregoingtoberealized
How would a strategy help in implementation?
Thisisincreasinglyimportantatatimewhenthereisuncertaintyaboutfunding;awelldevelopedfundraisingstrategywillhelpto:
•Provideclarityabouttheorganization'saims/priorities
•Ensurethattheprioritiesarerealisticandachievable
•Ensurebettertargetingoffunders
•Ensurethehighestpossibilityoffundingsuccess
•Encourageasharedresponsibilityforfundraising
•Strategyisaclearmonitoringframework
•Clearlydefinestheexpectationsandroles
Steps while writing a Fundraising Strategy
•Revieworganization'scurrentfundingsources
•Revieworganization'saimsandpriorities
•Determineorganizationalfundingneeds
•KnowtheFundraisinggoalandobjectives
•Whoallcangive;anddecideonhowtoreachthem
•Whowillraisefunds?
•Planorganization's/project’sfinancesforsupportingfundraisingandforwhatspan
•What'sthetarget/timeline/activityplan
•DoaSWOTfortheorganizationtohaveclearperspective
Things you must include in the strategy
•A case statement for the organization to get active in fundraising
•Competition
•Define the needs; products/projects/activities/campaign etc.
•Identification of Prospects
•Tactics and Channel Selection
•Identify Income Targets
•Budget-Expenditure and Income Projection
•Calendar
•Staffing
•Information Management
•Policies & Procedures
•Risks involved
Coming together of Strategy and Implementation
•Regularly review the strategy
•Build strategy up‐dates into monthly/quarterly meetings
•Identify key milestones for the plan to measure progress
•Circulate the plan to new team members; they can add new dimension to the existing plans.
What resources are needed to develop a fundraising strategy?
•People ‐Committee members/staff
•Dedicate Time
•Plan a timetable for completion before the process begins
•Commitment to the process and belief
•A nominated person/s to guide the group through the exercises or an external facilitator
•A nominated person/s to collate the section write ups and finalize the plan which will form the basis of the strategy
•The guide will only be as useful as the information which is put into it
The document describes The Grove's Visual Planning System (VPS), a strategic visioning process that uses large visual templates called Graphic Guides. The 7-stage process focuses on assessing an organization's environment, current situation, and creating a vision and action plans. Key stages include analyzing history and context, identifying strengths, problems, opportunities and threats, envisioning a future cover story, detailing themes in a vision mandala, outlining 5 bold steps, and creating a graphic gameplan to implement objectives. Meetings are captured through the visuals which are later edited into a report to communicate outcomes.
The topic tackles the basic processes of strategic planning, environmental scanning, SWOT analysis as applicable to forming the VMGO of any organization specifically the students organizations. It also discusses some techniques in coming up with a working a vibrant vision and mission.
Session One Definition Purpose Function And Process Of Strategic Planning Not...Peterj1953
This document provides guidance on developing a strategic plan for schools. It outlines key components of strategic planning including defining the purpose and process. It discusses important stakeholders in the planning process such as the board, head, staff, donors, and parent/community groups. The document also covers assessing the school's starting point, both internally in terms of vision, mission, and operations, and externally in terms of associations and local government. It provides a framework and guidelines for establishing objectives and criteria to guide the strategic plan.
Strategic planning is a process that involves analyzing an organization's strengths, weaknesses, opportunities, and threats in order to develop a roadmap to achieve its mission and goals. The strategic planning process includes preparing by conducting a situation analysis and SWOT analysis. An action plan is then created that groups challenges into categories and establishes steps, resources, and metrics to address each goal. The plan is then implemented by assigning tasks and developing reporting mechanisms, and maintained by revising it as needed.
Sri Venkateswara College in India is hosting an annual cultural festival with quiz finals. The quiz finals will have 5 rounds: Round 1 will be kick-off with direct and passing questions on various topics. Round 2 will be guessing pictures on different subjects. Round 3 will involve moving on to the next question. Round 4 will connect different things together. Round 5 will be a mixed bag round with questions on different categories.
The Marketing Society at SRCC organizes workshops, seminars, and an annual marketing festival called Mercato Festa to educate students about marketing. It publishes a marketing magazine and runs a Facebook page and blog to discuss the latest marketing trends. The society helps members gain practical marketing experience by planning events and interacting with industry professionals. Previous members commend the society for providing an engaging learning experience and helping them develop skills like leadership, teamwork, and communication.
1. The document presents a strategic planning presentation by Ahasanul Hasan for his BBA program at Khwaja Yunus Ali University.
2. Strategic planning is defined as a process for organizational leaders to determine their vision and goals for the future and identify actions to achieve those goals.
3. The presentation outlines the benefits of strategic planning, key processes involved, and reasons why some firms do not engage in strategic planning.
Attendees will go through the strategic planning and analysis processes and resources needed to create a long-term and annual strategic plan. Strategic planning skills, processes, and techniques require training and implementation, so the workshop exercises will focus on the activities that are required to:
• Develop an effective and executable strategic plan.
• Work through a comprehensive analysis of the chapter’s strategic strengths, weaknesses, opportunities, and threats.
• Create a Michael Porter Five Forces model that will provide insight into the impact of the chapter’s buyers, suppliers, product substitutes, and potential entrants have on their market.
Strategic Planning Workshop BY Francis Karugu, MSc, BComm, CPAFrancis Karugu
The document outlines plans for a strategic planning workshop at CDCL on February 14, 2014. The objectives are to understand strategic plans, define CDCL's 2014-2017 plan, and agree on implementation actions. Key topics to be covered include defining CDCL's vision, mission, values, current situation through a SWOT analysis, strategic issues, objectives, success factors, stakeholders, competitors, and implementation and monitoring plans. The workshop aims to develop a strategic plan to guide CDCL over the next three years.
The document outlines an agenda to determine service focus and assess organizational capability for a client base. In session one, products and services will be analyzed to select primary and secondary focuses. Session two will assess current and required capabilities, provide a gap analysis, and brainstorm actions to address clear weaknesses. Key aspects of the analysis include determining market share and growth of offerings, conducting a SWOT on products, and selecting services for focus. Assessing dimensions like strategy, talent, culture and future leaders will evaluate capability. Clear strengths, weaknesses, hidden strengths and non-issues will be identified from current and future analyses to focus next steps.
The document discusses the role of a planner in an organization. It defines what a plan and planner are, lists important qualities like integrity and emotional intelligence. It then outlines several key roles of a planner including aiding senior leadership as a strategic advisor, conducting research, integrating different planning functions, monitoring strategy implementation, playing devil's advocate, and training management staff. The planner reports to senior leadership and helps develop goals, strategies and action plans with milestones to track progress.
Conducting Strategic Management Workshop - A Brief GuideWong Yew Yip
This document provides a brief guide on conducting a strategic management workshop. The workshop aims to formulate an organization's new strategic directions for short and long term growth by developing a renewed vision, mission, core values, strategic objectives and projects. It will cover explaining strategy, strategic thinking and the strategic management process. The workshop will deliver a new strategic plan with objectives, projects and an implementation plan to monitor performance and make adjustments. Strategic management involves analyzing the current environment, envisioning the future and executing plans to achieve goals in line with the vision and mission.
This document discusses tools for engaging employees in strategic planning. It describes a three-phase strategic planning process that includes structuring the process, gathering information, synthesizing goals and plans, and implementing the plan. The process involves establishing a strategic planning team, surveying stakeholders, reviewing the mission and vision, conducting a SWOT analysis to identify strengths, weaknesses, opportunities and threats, and developing strategic goals and targets to guide implementation.
The document discusses the differences between strategic planning and business planning. Strategic planning determines an organization's direction and goals over multiple years and focuses on the entire organization, while business planning focuses on specific products, services, or programs and includes operational details. The author argues that strategic planning sets the foundation that business planning builds upon by outlining operational details. Both are important for organizational success but have distinct purposes.
This document outlines the strategic planning process presented by Mr. Ankush P. Jadhav and Miss. Tejashree R. Kedar. It defines strategic planning as a tool that provides guidance to fulfill an organization's mission efficiently. The document discusses performing a SWOT and PO analysis, designing the plan, implementing it, and measuring success. It also notes benefits like promoting stability, priorities, and positive change, but risks include not having enough time or commitment. In summary, the presentation provides an overview of strategic planning, the key steps involved, and its importance for quality management systems and business success.
Strategic thinking is the manner in which leaders and followers in an organization think about, evaluate, examine, and construct a future for themselves and consequently the organization. It involves how we respond to the day to day activities as well as how we analyze potential problems and opportunities in the long term. The survival of any organization depends on the ability of its leaders and followers to think strategically. Strategic thinking identifies where we are now, and where we will be in the next 5 -10 -15 … years.
According to Hughes and Beatty Strategic thinking refers to cognitive processes required for the collection, interpretation, generation and evaluation of information and ideas that shape an organization’s sustainable competitive advantage.
The document discusses strategic planning for AIDS Service Organizations (ASOs) in an era of change. It provides an overview of the history of ASOs and the six crises they have faced. Current trends putting pressure on ASOs are outlined, including uncertain funding and shifting priorities. Reasons for strategic planning are described, focusing on understanding community needs and assessing organizational strengths and weaknesses. The strategic planning process involves forming a design team, conducting assessments, creating strategic scenarios, and developing goals and plans through staff and stakeholder engagement. Emerging business models for ASOs are discussed, focusing on utilizing core competencies in new ways.
The document discusses key elements of effective strategic planning for organizations. It emphasizes that strategic planning defines an organization's direction by allocating resources like capital and people. Effective strategic planning includes developing a company vision, conducting a SWAT analysis, identifying critical success factors, setting SMART goals, outlining strategies to achieve goals, and creating action plans. Strategic planning is an ongoing process that requires leadership, communication, and accountability to implement the organization's strategy. The Alternative Board uses strategic planning tools and monthly meetings to help business owners stay on track with their strategic plans.
The document outlines a workshop on strategic planning models. It will clearly define the strategic planning process, explain how to create and execute a strategic plan, and provide a common model for the organization to follow. The workshop will cover assessing the organization's current state, creating a vision and goals for the future, developing objectives and initiatives to achieve goals, and monitoring progress. Key components of strategic planning like mission, vision, SWOT analysis, and balanced scorecards will be explained.
Afundraisingstrategyisaplanthatsetsoutthefundingneedforanorganization,projectorevent,alongsidetheidentifiedactions,timescalesandpossiblefundingresourcestomeetthisneed.
Why develop a fundraising strategy?
Itiscommonlyrecognizedthatbetterplanninghelpstoavoidwastedtimeandresources.Thedevelopmentofafundraisingstrategyshouldenablethepeopleinanorganizationtoensurethat:
•Thereisasharedunderstandingoftheaimsandprioritiesfortheorganization
•Theagreedprioritiesarea‘goodfit’withwhattheorganizationissetuptodo
•Theagreedprioritiesaresetclearlykeepinginscopeandcompetitions
•Setsouthowthoseprioritiesaregoingtoberealized
How would a strategy help in implementation?
Thisisincreasinglyimportantatatimewhenthereisuncertaintyaboutfunding;awelldevelopedfundraisingstrategywillhelpto:
•Provideclarityabouttheorganization'saims/priorities
•Ensurethattheprioritiesarerealisticandachievable
•Ensurebettertargetingoffunders
•Ensurethehighestpossibilityoffundingsuccess
•Encourageasharedresponsibilityforfundraising
•Strategyisaclearmonitoringframework
•Clearlydefinestheexpectationsandroles
Steps while writing a Fundraising Strategy
•Revieworganization'scurrentfundingsources
•Revieworganization'saimsandpriorities
•Determineorganizationalfundingneeds
•KnowtheFundraisinggoalandobjectives
•Whoallcangive;anddecideonhowtoreachthem
•Whowillraisefunds?
•Planorganization's/project’sfinancesforsupportingfundraisingandforwhatspan
•What'sthetarget/timeline/activityplan
•DoaSWOTfortheorganizationtohaveclearperspective
Things you must include in the strategy
•A case statement for the organization to get active in fundraising
•Competition
•Define the needs; products/projects/activities/campaign etc.
•Identification of Prospects
•Tactics and Channel Selection
•Identify Income Targets
•Budget-Expenditure and Income Projection
•Calendar
•Staffing
•Information Management
•Policies & Procedures
•Risks involved
Coming together of Strategy and Implementation
•Regularly review the strategy
•Build strategy up‐dates into monthly/quarterly meetings
•Identify key milestones for the plan to measure progress
•Circulate the plan to new team members; they can add new dimension to the existing plans.
What resources are needed to develop a fundraising strategy?
•People ‐Committee members/staff
•Dedicate Time
•Plan a timetable for completion before the process begins
•Commitment to the process and belief
•A nominated person/s to guide the group through the exercises or an external facilitator
•A nominated person/s to collate the section write ups and finalize the plan which will form the basis of the strategy
•The guide will only be as useful as the information which is put into it
The document describes The Grove's Visual Planning System (VPS), a strategic visioning process that uses large visual templates called Graphic Guides. The 7-stage process focuses on assessing an organization's environment, current situation, and creating a vision and action plans. Key stages include analyzing history and context, identifying strengths, problems, opportunities and threats, envisioning a future cover story, detailing themes in a vision mandala, outlining 5 bold steps, and creating a graphic gameplan to implement objectives. Meetings are captured through the visuals which are later edited into a report to communicate outcomes.
The topic tackles the basic processes of strategic planning, environmental scanning, SWOT analysis as applicable to forming the VMGO of any organization specifically the students organizations. It also discusses some techniques in coming up with a working a vibrant vision and mission.
Session One Definition Purpose Function And Process Of Strategic Planning Not...Peterj1953
This document provides guidance on developing a strategic plan for schools. It outlines key components of strategic planning including defining the purpose and process. It discusses important stakeholders in the planning process such as the board, head, staff, donors, and parent/community groups. The document also covers assessing the school's starting point, both internally in terms of vision, mission, and operations, and externally in terms of associations and local government. It provides a framework and guidelines for establishing objectives and criteria to guide the strategic plan.
Strategic planning is a process that involves analyzing an organization's strengths, weaknesses, opportunities, and threats in order to develop a roadmap to achieve its mission and goals. The strategic planning process includes preparing by conducting a situation analysis and SWOT analysis. An action plan is then created that groups challenges into categories and establishes steps, resources, and metrics to address each goal. The plan is then implemented by assigning tasks and developing reporting mechanisms, and maintained by revising it as needed.
Sri Venkateswara College in India is hosting an annual cultural festival with quiz finals. The quiz finals will have 5 rounds: Round 1 will be kick-off with direct and passing questions on various topics. Round 2 will be guessing pictures on different subjects. Round 3 will involve moving on to the next question. Round 4 will connect different things together. Round 5 will be a mixed bag round with questions on different categories.
The Marketing Society at SRCC organizes workshops, seminars, and an annual marketing festival called Mercato Festa to educate students about marketing. It publishes a marketing magazine and runs a Facebook page and blog to discuss the latest marketing trends. The society helps members gain practical marketing experience by planning events and interacting with industry professionals. Previous members commend the society for providing an engaging learning experience and helping them develop skills like leadership, teamwork, and communication.
This document lists the top 10 entrepreneurs including Nitish Prajapati from Spokane, Washington who founded "ICPOOCH", an inventor from Santa Clara County, California who created Braigo which combines Braille and Lego, and an app developer from Waterfort, Ireland. It also provides tips on how to become an entrepreneur and includes video references.
The document is a library report submitted to the National Accreditation and Assessment Council (NAAC) by the Sri Venkateswara College library. It provides details about the library facilities and services. The main points are:
1. The college has a main library and 17 departmental libraries that support the teaching, research and programs of the college. The library is fully automated.
2. The library provides reading spaces, access to print and digital resources, and facilities for persons with disabilities.
3. Functional units of the library include acquisitions, circulation, stacks, ICT services, technical processing, and a reference section.
4. The library has over 142,000 books,
The Marketing Society is a network of over 2,600 senior marketers that aims to challenge members to think differently and drive marketing leadership. Membership provides access to a network of influential marketers, the latest thinking and content, and opportunities to grow skills. Membership levels include Executive Member, Business Leader, and Corporate Membership for teams. Benefits include events, publications, and digital resources to encourage interaction and sharing of best practices.
A project report on how kingfisher airlines went from being the largest domestic airline to being locked out in the cold. Marketing management, Marketing mix, marketing strategy, productivity and efficiency, current ratio, and it failures
The document provides an overview of Module 1 of a Certified Financial Planner certification program. It discusses the concepts of financial planning, the financial planning process which involves 6 steps, objectives of financial planning such as emergency funding and retirement planning, how to make financial planning effective, and the responsibilities of both the client and financial planner in the planning engagement.
The document discusses Kingfisher Airlines, an Indian airline established in 2003 that began operations in 2005. It provides key details about Kingfisher such as its headquarters, destinations served, and five-star rating. It then outlines Kingfisher's strengths as well as weaknesses, opportunities, and threats using a SWOT analysis framework. The presentation concludes by discussing problems Kingfisher faced such as heavy losses, strikes, and lack of management, and provides suggestions for how Kingfisher can continue to meet expectations of customers, suppliers, employees, and society.
1) Kingfisher Airlines is an Indian airline based in Mumbai that began operations in 2005. It aimed to provide high-quality national and international service but struggled with financial losses.
2) The airline industry in India was dominated by state-owned carriers until the 1990s when private airlines entered the market. Kingfisher grew rapidly after acquiring Air Deccan in 2007 but soon faced severe financial troubles.
3) By 2009, Kingfisher was India's largest airline in terms of passengers carried but continued incurring large losses, which eventually led to the airline ceasing operations in 2012 due to insurmountable debt.
This document discusses the revenue model of Paytm. Paytm earns revenue through commissions charged to merchants for selling products on its marketplace. It provides a simple registration process for merchants to sign up. Merchants can then list their products for sale, with Paytm charging commissions on sales. Paytm also earns revenue from subscription plans for merchants, with different annual plans providing varying benefits and charges. Top merchants that use Paytm's wallet services and contribute to its revenue are also discussed.
Strategic Planning The PROCESS Handout 2024.pdfBloomerang
The document discusses the importance of strategic planning for non-profits, providing an overview of the strategic planning process including defining a plan, securing buy-in, identifying stakeholders, conducting an environmental scan, creating a multi-year plan, and tips for an effective process. It is a presentation from the consulting group Funding for Good on how to develop a strategic plan that produces results for an organization.
The document discusses the use of psychographic segmentation techniques by marketers over the past 40+ years to better understand consumer groups and target messages. It describes how these techniques are based on the "Big Five" personality traits of openness, conscientiousness, extraversion, agreeableness, and neuroticism. While brand personalities were originally thought to be directly derived from these traits, research has shown they stem from a separate set of universal "Brand Five" traits that influence how people react consistently to different brands.
The document outlines the process of developing a business plan for an organization. It discusses why planning is important, both internally for the organization and externally. The business planning process involves 4 steps: 1) understanding who the organization is, 2) assessing the current situation, 3) determining goals and objectives for the future, and 4) creating an implementation plan to achieve those goals. Key elements of a business plan are also reviewed such as vision, mission, strengths/weaknesses, objectives, and financial planning.
Organisational strategy decisions such as those set out at the start of the year are usually long-term in nature. They involve big commitments of resources and ultimately, expectations of significant results that drive business growth.
But once you’ve set out your strategic goals for the year, how often should you go back to check your progress, evaluate performance, seek out new opportunities and make adjustments where necessary?
As important as it is to set your milestones and targets, it is also critical for your business success that you occasionally take a step back, ensure your strategy is working and see to it that there’s sustained organisational alignment with the business strategy. Doing this also presents you the opportunity to re-establish the focus on accomplishing your set-out objectives.
The key question to answer then is, how often do you step back to assess your strategic process?
In this deck, you will learn the intricacies of running an effective Quarterly Strategy Review. You will also learn;
• Why you should be deliberate about reviewing your strategy every quarter
• 9 critical questions your Quarterly Strategic Review will help you answer
• Key mistakes you should avoid for an effective Strategy Review Session
Strategic Planning
& Goal Setting
ASSESSMENTS:
STRATEGIC PLANNING
GOAL SETTING
White Paper
STRATEGIC PLANNING
Strategic planning is a disciplined effort. In the end, it produces fundamental decisions and actions that shape
and guide what an organization is, who it serves, what it does and why. With a focus on the future, effective strategic
planning also articulates how an organization will know if it is successful. A successful strategic plan sets priorities,
focuses energy and resources, strengthens operations, and ensures that employees and other stakeholders are work-
ing toward common goals. Strategic planning answers three key questions:
• Where are we?
• Where are we going?
• How will we get there?
Where are we?
Consider the foundational elements of your mission statement, values and/or guiding principles, and SWOT
(strengths, weaknesses, opportunities, threats) to assess where your business is — what is happening internally and
externally — and determine what changes you need to make.
Where are we going?
The future is impossible to predict, but contemplating scenarios will focus your attention and help you define the
future for your business. Specifically, compare your organization to your competitors. What do you do best? What
makes you unique? What can your organization potentially do better than any other organization? Answering these
questions will help you formulate a picture of what your future make up will be and where you are headed.
How will we get there?
This is the meat of your strategic plan. It’s also the most time consuming. There are a number of routes from your
current position to your vision, and picking the right one will determine how quickly or slowly you get to your final
destination. Determine your strategy, set short and long term goals, and develop action items to get you there. Iden-
tify issues that surround management and monitoring of the action items.
Remember, strategic planning is about growing and improving your company. When you don’t plan, the best you can
hope for is maintenance of the status quo. Further down the line, you can expect challenges that will significantly
damage or destroy your organization.
The Seven Rules
In addition to answering the three questions above, effective strategic planning requires following 7 critical rules.
1. Pick the right players.
Selecting who should be part of the planning team is an important question. It is essential that planning team mem-
bers are people who are committed to the growth of the company, and who can provide valuable input to the process.
Unless there is a key employee or manager you want to develop, this is not a time to include every member of your
staff. Vet each team member, ensuring each is of the quality and stature (i.e. gets work done and is respected within
the company) required to be part of the planning group. Members of the planning team must maintain complete
2. Strategic Planning & G.
Starting an Innovation Program? A Strategic Approach to Create SuccessInnovationManagement.se
Many innovation leaders tend to be tactically driven, but their corporate leadership is looking for more strategic planning and analysis. This tension often contributes to high turnover in innovation management roles, based on a misalignment around leadership’s expectations. In this article Anthony Ferrier suggests perspectives and actions that should be considered part of your innovation strategy plan.
This document provides guidance on developing a strategic plan for an NGO. It explains that a strategic plan establishes an organization's overall direction and goals. The document recommends that NGOs develop a strategic plan every 2-3 years, or when external conditions change significantly. It outlines the key components of a strategic plan, including organizational background, vision, mission, goals, and action plans. The document also provides details on who should be involved in each phase of strategic planning.
The document provides an overview of fundraising and resource development for non-profit organizations. It discusses the importance of strategic planning, developing budgets, researching potential donors, and creating a case statement to articulate the organization's mission and goals. The document also outlines best practices for fundraising activities like writing letters, conducting individual solicitations, and developing supplemental sources of income. The overall message is that non-profits need a variety of "tools" and fundraising strategies to effectively raise the resources needed to achieve their mission.
The document discusses the relationship between strategic planning and financial planning/budgeting. It states that strategic planning establishes the long-term goals and vision for an organization, which then informs the development of financial plans and budgets to implement the strategic objectives. The outputs from financial planning take the form of budgets. Strategic planning must start before and guide the budgeting process to ensure budgets support the achievement of strategic goals.
Strategic planning is a disciplined process that helps organizations determine their direction and make important decisions. It involves defining an organization's mission and vision, assessing its current situation and external environment, and developing goals and strategies to achieve its vision. There are typically 5 steps to strategic planning: 1) getting ready by forming a committee, 2) articulating the mission and vision, 3) assessing the situation through a SWOT analysis, 4) developing strategies and objectives, and 5) completing a written plan. Strategic planning should be an ongoing and systematic process to help organizations adapt to changing environments and prepare for new opportunities. It is particularly important when starting a new organization, undertaking a major new venture, preparing budgets, or during
A strategic plan provides organizational direction over the long term by outlining its mission, goals, and strengths/weaknesses. It is developed collaboratively and revised over time. Reasons to create a strategic plan include gaining focus, attracting funding, and benchmarking progress. Key steps in developing a plan involve defining the vision and mission, analyzing strengths/weaknesses/opportunities/threats, setting goals and objectives, and determining how performance will be evaluated.
Strategic planning is one of the most important responsibilities of senior management as it sets the organizational vision, strategies, and resource deployment to achieve that vision. However, strategic plans are often misunderstood and poorly used, resulting in large documents that are not implemented. There are several common reasons for this, including senior management not following a defined process, the plan being delegated without true endorsement, and lack of communication and implementation guidelines. Properly developing a strategic plan requires involvement from senior leadership, understanding what the plan is designed to provide, and having a defined process and methodology to create the plan in a timely and efficient manner.
The document provides information on initial business planning, including the importance of developing a business plan and key components to include. It discusses how a business plan describes a company's goals and operations, while the business model details how the company will achieve those goals. The document also includes a template for an initial business plan, covering topics like the company description, market analysis, management structure, products/services, and financial projections.
Strategic planning determines where an organization is going over the next year or more, how it's going to get there, and how it'll know if it got there. Developing a strategic plan has several benefits, including helping leaders see the broad perspective and take the long view, understand their organization better, and make the organization more effective. When developing a strategic plan, it's important to involve stakeholders and leadership in the process to gain support for implementation. Once completed, the next step is to commit to implementing the goals through action plans and periodic review to ensure the strategic plan is successfully carried out.
Learning and Development Strategy and ExecutionSahil Sharma
This document outlines a two-phase process for establishing a Learning & Development (L&D) strategy. Phase 1 involves determining the current and future state of L&D by making the case for an L&D strategy, developing an L&D vision, and analyzing critical issues impacting L&D. Phase 2 involves establishing L&D strategic principles and applying the strategy across the L&D function. The process overview provides steps for completing each phase, including gathering stakeholder input, conducting a needs assessment, and identifying L&D priorities to guide the development of the strategic principles.
Hossam Weiss provides a document outlining his experience and qualifications for business planning. He has over 20 years of experience in project, program, and portfolio management as well as general management and business planning. He has worked with several major companies. The document outlines his educational background and professional certifications. It then discusses the objectives and outline of a business planning presentation, covering topics such as situational analysis using tools like SWOT, PEST, and Porter's Five Forces to understand the internal and external business environment and form strategies and objectives.
Appendix ABusiness Plan AssignmentThe Business Plan will be ab.docxjustine1simpson78276
Appendix A
Business Plan Assignment
The Business Plan will be about health organization thinking about buying MRI.
One of the ways that organizations prosper is through the introduction of new programs, projects, and other ventures. A business plan is a document that provides the information needed to determine whether the venture is likely to fail or to succeed. A business plan should help you assess whether the proposed venture is sensible, whether it fits the organizational mission, and whether it will be financially viable.
WHY DEVELOP A BUSINESS PLAN
The more time and effort managers put into a project, the more committed they become to it, and the harder it becomes to recognize the project’s limitations. So the first and foremost reason for developing a business plan is to discover weaknesses and eliminate bad proposals at an early stage.
If the plan provides evidence that the proposed venture is a good one, then the plan becomes a vital tool in a number of ways. It provides the details of why the idea is a good one, supporting the idea with evidence instead of merely opinion. It helps to clarify what we do and don’t know about the venture. It provides a basis to identify and analyze elementary tools for convincing others (e.g., our boss or investors) that the idea is a good one, worthy of financial support.
A business plan also serves other purposes. First, it communicates the purpose of the project to everyone throughout the organization. The plan also provides a road map for the future, laying out the steps that will be needed to fully implement the new venture. It should include a formal statement of both financial and nonfinancial goals for the project, and forecasts of what resources will be needed and how they will be obtained. These resources are not only financial, but also include elements such as management talent that will be needed to implement and run the new program. Finally, we prepare a plan so that we will have a basis for assessing and controlling organizational performance once the venture is fully operational.
QUESTIONS THAT DRIVE A BUSINESS PLAN
A business plan document represents an effort to provide answers to many questions:
· What is the venture that is being proposed?
· Why would our organization want to do it?
· Who will we provide products or services for?
· How much will potential customers pay?
· How many potential customers are there?
· What will our share of the market be?
We must be as clear as possible in defining the business concept. To make an evaluation of a project, we need to know whether we are responding to an opportunity or a competitive threat, or simply following the next logical step in achieving the organization’s mission. We must clearly identify the customer for the products or services that will be provided. Understanding the likely possible pricing and demand for the product or service is critical. Similarly, we must address questions related to marketing approaches. There .
Leadership seminar presentation - Daniel IlungaDaniel Ilunga
This presentation is about what strategic planning is and what its value is to the organisation based on the model suggested by Goodstein et al. (1993 & 2008)
Leaders drive innovation by building a strong Creative Ecology through their organisations. And they don't need to be particularly creative or innovative to do so...
The document discusses several models and approaches to strategic planning, as there is no single perfect model for every organization. It describes six different models: 1) Vision-based/goals-based model which focuses on mission, vision, goals and action plans; 2) Issues-based model which addresses current major issues; 3) Alignment model which ensures alignment of mission and resources; 4) Scenario planning model which considers different future scenarios; 5) Organic/self-organizing model which is more flexible and values-driven; and 6) Real-time planning which is ongoing and adapts to rapid changes. The key message is that organizations should select and modify approaches depending on their unique purposes, cultures and environments.
Similar to Successful busines planning http://www.aim-museums.co.uk/content/success_guides/ (20)
Castle Bromwich Hall Gardens is a historic park and garden located near Birmingham, England. The gardens feature a variety of plants and trees, as well as a lake and several follies built in the 18th century. Visitors can explore the gardens' beautiful landscape and historic buildings throughout the autumn months.
Castle Bromwich Hall Gardens is hosting events during the summer of 2015. A variety of activities are scheduled such as live music concerts on Sundays in July and August. Visitors can also enjoy the gardens, playground, and cafe throughout the summer months.
Castle Bromwich Hall Gardens is a historic park and garden located in Castle Bromwich, England. The gardens were originally part of the estate of Castle Bromwich Hall, a Tudor manor house built in the 16th century. Today, the 16 hectare gardens are maintained by the Castle Bromwich Gardens Trust as a public park for the local community to enjoy.
The document discusses nine agents of decay that can cause damage to museum collections over time: 1) direct physical forces, 2) thieves/vandals/displacers, 3) fire, 4) water, 5) pests, 6) contaminants, 7) light, 8) incorrect temperature, and 9) incorrect relative humidity. It emphasizes the importance of monitoring collections for signs of damage from these agents and controlling the museum environment through temperature, humidity, light levels and filtration of pollutants. The key to successful collection care is understanding what objects are made of and which agents pose the greatest risks, then implementing policies, procedures, handling guidelines and environmental monitoring to manage those risks and slow the natural decay process as much
Independent Museums Association provides guidance on optimizing donation box fundraising. They recommend using transparent Perspex boxes placed at entrances and exits to encourage donations by allowing people to see money already donated. Boxes should have clear signage explaining the charitable nature and funding needs of the museum. Regularly updating visible cash floats and tracking donations helps increase amounts given. Encouraging staff and volunteers to promote donation boxes can significantly boost intake. Claiming Gift Aid and the Gift Aid Small Donations Scheme can further increase funds raised through on-site donations.
The document provides guidance on successfully using social media for organizations. It discusses various social media platforms like Twitter, Facebook, and using hashtags and tags. Twitter is recommended for promoting exhibitions and events with quick updates. Facebook is better for connecting with supporters on a personal level and engaging communities. Both require regular posting and interaction to build an audience and keep people engaged. Overall social media is a good way to raise awareness, engage new audiences, and market organizations if used strategically alongside other communication channels.
This document provides guidelines for museums on the disposal of items from collections. It outlines key principles for ethical and responsible disposal, including only disposing of items as part of an approved collections development policy aimed at improving public benefit. Methods of disposal discussed include transferring items to other accredited museums, returning items to donors, and sale or destruction as a last resort. The document stresses the importance of transparency, seeking stakeholder views, and retaining items in the public domain wherever possible.
This document provides guidance on successfully negotiating business rates for museums in England. It discusses the history and basics of the business rates system, including how rateable values are calculated through different valuation methods like receipts and expenditure or contractors method. For museums, the receipts and expenditure method is often argued to be most appropriate since museums operate similarly to other leisure attractions competing for visitors. However, the Valuation Office typically prefers a percentage of gross receipts instead. The document provides case studies of museums that successfully appealed their rateable values downwards by arguing the receipts and expenditure method. It emphasizes the importance of qualified professionals handling appeals to minimize museums' rate liabilities.
The document describes the Arts Connect WM Film and Digital Arts Project, which aims to create digital interpretations of museum, library, and heritage collections through collaborations between these institutions and artists. The project will invite artists to creatively respond to collections and propose digital art installations created with and for children and young people. Its objectives are to explore collections in new ways, integrate digital arts into venues, build skills in digital arts among staff and artists, and engage young people as collaborators. The document requests that interested institutions express interest in working with artists to bring collections to new audiences through digital platforms.
The document provides an agenda for a workshop on working machines held at the Events suite Thinktank, Millennium point in Birmingham on October 17th, 2013. The workshop included presentations on standards for caring for larger working objects, assessing regional significance of collections, interpreting working machinery for the public, and working with collections in different ways. It also involved group discussions on making care guidelines relevant for all types of working collections, when to repair or replace parts versus making objects static, and feedback from the discussions. The day aimed to discuss how to care for and interpret working machine collections.
The West Midlands Museum Development Officers (WMMDOs) secured funding for a 3-year program to help over 230 regional museums meet challenges. Embedded in county museum services, the WMMDOs support museums through strategic partnerships, skills development, and helping improve collections, visitor experiences, and organizational resilience. A survey found the WMMDOs greatly boost museums' confidence by enabling improvements they could not achieve alone.
This document announces a Green Museums Knowledge Café on August 13th at the Coventry Transport Museum. The café will provide training and knowledge sharing around making museums more environmentally friendly. Attendees will learn about reducing energy bills, getting support from green champions, practical collection care and heating approaches, and suppliers of eco-friendly materials. There will be presentations on successful case studies and measuring environmental progress, as well as opportunities to meet suppliers over lunch and hear from them during the sessions. All museum staff and volunteers are invited to attend the free event and book a place.
This document outlines 10 golden rules for good governance of charity organizations. The rules emphasize: 1) committing to and clearly communicating the charity's core goals; 2) defining the distinct roles of executive staff/volunteers and non-executive trustees; 3) maintaining open communication and partnership between senior staff and trustees; 4) fully supporting staff or replacing them if inadequate; 5) holding regular meetings to discuss strategic issues; 6) taking time for annual planning; 7) establishing long-term strategic goals and objectives; 8) basing decisions on evidence and principles; 9) making trustees aware of their legal obligations; and 10) ensuring proper financial oversight and fundraising. Following these rules aims to create successful governance for museum and gallery char
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2. Success Guides
Successful
Business Planning
By A Different View –
Rosalind Johnson,
Sylvia Matiko,
Murray Parfitt,
Tamalie Newbery
Front cover picture: “A goal without a plan is just a wish” –
the Watts Gallery in Surrey has achieved a dramatic
transformation, with the aid of business planning.
Watts Gallery
3. Who Will Be involved?
Everyone! You will need to get input
from every level of your organisation.
Involving everyone improves the plan
by ensuring that a rounded and more
accurate picture of your current
situation is established, and ensuring
buy-in for your vision. Involving the
views of visitors, stakeholders and
partners will mean that the organisation
retains an outward focus and won’t
create a plan that is not relevant to
those who are most important to it.
Involving everyone also helps to develop
understanding of and commitment to
the plan that is produced along the way.
Get Ready!
It will help to pull together as much
information and evidence as you can
before you start. This might include:
1. Accounts
2. Memorandum and Articles or
Constitution
3. Cash flow forecasts
4. Market research, visitor surveys etc
5. Previous reports or studies
6. Existing plans such as a Forward
Plan
3 AIM Success Guides
Successful Business
Planning
By A Different View
“A goal without a plan is just a wish.”
― Antoine de Saint-Exupéry
A business plan is a road map showing potential funders,
trustees, stakeholders and most of all you, where you are
starting from now, where you aim to go and how and
when you are going to get there. It will also show them
your plan for sustainability and how you will attract and
generate the funds you need to pay for what’s necessary.
This guide will take you through the process of business
planning in logical steps, show you what information
you will need and who should be involved in formulating
the plan.
You may already have
a Forward Plan,
Strategic Plan or
Corporate Plan (a
number of different
terms are used). This
guide flows on from
those to describe how
you will achieve your
goals in detail.
TIP Although everyone should be
involved it is usually best to have a
small team to lead the process. This
should include representatives from
the Trustees and the key people with
responsibility for the day-to-day
management of the museum (whether
these are paid staff and/or volunteers).
A group of four or five is ideal.
TIP Skill-set – check whether your
organisation has people in it who are
accountants or planners who have
gone through the business planning
process before. You might also find
help from partner organisations who
would be happy to act as a mentor
or critical friend.
4. How Long Should It Take?
It depends on how detailed the plan
needs to be and how complicated your
organisation is.
Typically, six to eight weeks would be a
normal timeframe. Set a timeline with
roles and responsibilities and set
deadlines for each part of the work so
you keep things moving.
Do We Need An Away Day?
It’s not essential to have an Away Day,
but it may well be a good idea at the
start of the business planning process
or when the team has hit a wall.
A well-planned Away Day can be a
good way to encourage fresh thinking
and re-energise your team.
So What Needs To Go In A
Business Plan?
Although there are no hard and fast
rules, and what goes in will depend on
the purpose of the plan (e.g. for a
Heritage Lottery Fund (HLF) application
or for Accreditation purposes), a
business plan will normally include:
• Executive summary
• Introduction to the organisation,
overall vision and values
• Strategic aims and objectives
• External and internal analysis –
critical factors and trends (SWOT and
PESTLE)
• The market – all about people who
engage with you
• Financial analysis
• Monitoring and adapting
How Do We Do It?
The framework above can be used to
create the plan. Writing it all up
usually happens at the end when
all the thinking has been done and
the decisions have been made. The
rest of this guide explains how to
tackle each of the sections within
the plan.
Management Successful Business Planning 4
Visitor surveys provide essential
background information to enable
business planning to take place. This
is at ss Great Britain, Bristol.
ssGreat Britain
TIP Remember to allow for thinking
time and for redrafting.
5. Executive Summary
Although this goes at the beginning, it
should be written at the end of the
process. It is one of the most important
parts of the plan. It summarises what
you are going to do, why and when,
concisely on one or two sides of A4. It
should help make it easy for you to
communicate the main points of your
plan to staff, volunteers, partners and
funders and to remind yourselves what
you are doing and why. If well written,
it can become a useful summary
document in its own right.
Introduction to the
Organisation, Overall Vision
and Values
You may already have these things
established before you begin your
business planning process, but if you
don’t, you can’t go any further until
they are agreed. Every aspect of your
organisation, everything you do and
how you do it, ties to these key points.
The organisation – summarise briefly
what your organisation/museum is
about, its key characteristics including
size, major assets, staffing model etc.
Charitable/core purpose – summarise
your charitable purposes and elaborate
on these, if necessary, to explain your
core purpose (why you need to exist).
Vision – this is a high level, motivating,
people-focused ‘dream’ for where you
want your museum to be, or what you
want it to achieve, in the long term.
The vision is likely to have a longer
lifespan than the business plan you are
creating. It should be distinctive so
taking the time to find exactly the right
words is important. The vision doesn’t
tell you how you are going to achieve
the dream, just what it is. Generally,
the shorter the better.
Values – these show what is important
to you in how you do things. They
should permeate the decisions you
make at every stage of your planning
and in the way your organisation
operates. So for instance, if you say
that being ethical is one of your values,
then this should be central to how you
treat staff and suppliers, as well as in
collections policies.
5 AIM Success Guides
Every aspect of your
organisation,
everything you do
and how you do it, ties
to your vision and
values.
Arundel Museum, West Sussex,
has recently re-opened in a new
purpose-built home: business
planning was an essential part of
the project
Arundel Museum
6. Strategic Aims and Objectives
The strategic aims will set out, in broad
terms, what you want to do.
Once you have agreed these aims, the
rest of the plan is about how to achieve
them. So what are good strategic aims?
• They tie back to your purpose, vision
and values
• They are specific to your organisation
• They are about doing something new
or something differently for your
organisation – they don’t describe
business as usual
• Collectively they highlight the key
areas you are going to work at to
progress towards your vision
• They describe what you will have
achieved in each of those areas
during the life of the business plan,
but they still don’t tell you how you
are going to do it.
Some organisations link a strategic aim
to each department or area of activity
in their museum. This kind of
compartmentalised thinking and acting
is not necessarily helpful as much of
what needs to be done requires
everyone involved in the museum to
work collectively towards achieving
goals.
Around four or five strategic aims is
probably about right – perhaps only
three for a two-year plan or a small
organisation. You might find it difficult
to prioritise to this extent but you’ll see
as you write more detailed objectives
that too many aims will make your plan
unrealistic from a resource perspective.
Once you have a set of aims you need
to start developing detailed objectives.
These objectives will be informed by
the rest of the analysis so it’s best to
come back to them when you have
completed most of the plan.
Remember, this is an iterative process.
So, what is the difference between an
aim and objective? Aims are what you
want your organisation to do.
Objectives are the specific steps or
actions you need to complete in order
to achieve those aims.
Current and Future Internal and
External Analysis
The purpose of this part is to show that
you have considered the key factors,
internal to your organisation and
externally in your environment, which
will affect how successful you will be in
achieving your goals.
You are looking for both the positive
and the negative – often articulated in
a SWOT analysis – looking internally at
your Strengths and Weaknesses and
externally at the Opportunities and
Threats. Consider the lessons you can
learn from your experience but
remember to look towards the future
as well as into the past.
It can seem daunting trying to ‘predict
the future’ but it is not necessarily that
hard to see what is coming up which
might affect your museum. A PESTLE
analysis is sometimes used to help
focus on the different types of
Opportunities and Threats (Political,
Economic, Social, Technological, Legal
and Environmental). You can use your
own knowledge and experience but
also be aware of what other
organisations are thinking about.
Consider what is important, in your
local area and to other similar
museums. Try and assess what the big
museums are thinking about and
preparing for. They may be early
adopters of new ways of doing things,
which will become relevant to you
during the course of your plan.
Consider national government policy,
local government policy, as well as
policy changes for major funders.
Comparator and competitor analysis is
very important. This should be looked
at from your visitors’ point of view.
Who do they compare you with?
Where else might they be going if they
don’t come to you? This might need to
include a range of local organisations
and other visitor attractions, not just
museums, because visitors don’t only
visit museums – even the really keen
ones. Don’t forget to think about
competitors to your retail and catering
Management Successful Business Planning 6
EXAMPLE – AIM
AND OBJECTIVE
Here we have an example
aim and then an
associated objective that
shows how you will meet
that aim. You are likely to
have several objectives for
each aim but that is very
much up to you and your
circumstances.
AIM: To meet the existing,
changing and growing
needs of our visitors
OBJECTIVE: Train our 70
volunteers in visitor
management and
customer service over the
next 12 months
TIP:
Make any objectives SMART
ones, that is:
S Specific
M Measurable
A Achievable
R Realistic
T Time-scaled
7. and compare offerings and prices
locally.
You can research some of these areas
through the AIM Bulletin, conferences,
the news and through your networks
with other museums and
organisations. Don’t forget to include
Trustees here whose expertise outside
your own sector can be very beneficial
in ensuring you think widely enough.
In terms of internal analysis, it can be
very helpful to benchmark your key
indicators or performance against
other similar organisations.
Consultation and Analysis of the
Views of Visitors, Stakeholders
and Key Partners
As well as the external environment you
also need to think about what matters
to those people who you are serving
and those who fund and support you.
Your plans for the future will need to
continue to meet their needs.
You can commission research or
undertake your own research and if
your business plan is going to introduce
big changes, or includes large one-off
items of expenditure, it may be very
important to do this, to ensure your
new initiative is well-grounded in an
understanding of your customers.
The Market
In this part of your plan you need to
describe visitors or audiences who will
engage with your organisation. You
need to be specific and give detailed
information about what you know
about them and how you will reach
them.
1. Explain concisely your target markets
– for example children under 12
years, adult learners or if you have
market research you may refer to
them by demographic profiles or
other types of segmentation. The
main thing here is to ensure you
haven’t listed everyone in the world.
You need to prioritise.
2. Describe a typical visitor – this is a
fun exercise that everyone will enjoy
doing. It allows you to think about
who is really coming through your
doors and what’s important to them.
7 AIM Success Guides
Case Study
“The new management team at
the Museum of Dartmoor Life in
Okehampton, Devon used the
re-accreditation process as an
opportunity to introduce more robust
financial and business planning. We used the excellent template produced
by the South West Federation of Museums & Art Galleries. It has enabled
us to clearly plan budget headings covering all aspects of the museum, to
anticipate income and expenditure changes over the coming two years,
and to make contingencies. The process also helped us to prioritise
projects where additional external funding was required and to begin to
identify sources for potential grants”.
Andrew Thompson
Manager, Museum of Dartmoor Life
www.museumofdartmoorlife.co.uk
8. 3. Describe what the decision making
process is for visitors coming to your
museum. For example are you a
destination in your own right or are
you part of a wider heritage offer
that makes up a whole day?
4. Detail the size of the market you
operate in and where you see
potential or opportunity. You will
find a lot of this information readily
through desk research or you can
commission a study from a market
research company.
5. Describe briefly how you will reach
them (your marketing plan) and how
much you are going to spend doing
that.
Financial Analysis
In a business plan, you will typically
find financial statements that are made
up of three separate documents:
income and expenditure statement, a
cash flow and a balance sheet. You may
need an accountant to help with these
if you have a complex financial
situation so don’t be afraid to approach
one if you don’t have sufficient in-
house knowledge.
Start by looking at your income. Make
sure you include everything, e.g. ticket
sales, retail, catering, events, rents
received, grants, donations and
sponsorships. Your business plan may
well involve new income streams. Try
to be optimistically realistic! Start
documenting your assumptions and
then start putting some numbers to
them.
Next, look at your expenses and see
what resources you will need to fund
both your capital plans and your day-
to-day running costs. Again be realistic.
A look at your income and expenditure
account will help make sure you don’t
leave anything out.
This is a good moment to compare
your estimates with any benchmarking
data you may have. There will be
benchmark figures for sales per square
metre or sales per visitor. Catering will
probably be based on sales per head.
This benchmarking data should be
available through a trade association or
from a consultant that you have
commissioned. Make sure you handle
VAT in the appropriate way for your
organisation (another call to the
accountant may be a good idea).
The cash flow comes next. It’s fiddly,
even with the templates you might find
on your computer’s software. In most
templates, all of the financial
information automatically ties together
(income, expenditure, cashflow,
balance sheet), but it’s best to check to
make sure. When you are forecasting
over a three-five year period, don’t
worry about inflation, put everything in
at today’s prices.
The balance sheet in a business plan
gives an idea of the state of the
organisation from a financial point of
view at a specific date in the future,
normally at the end of the term of the
plan or at the end of each phase. The
balance sheet shows what you own,
how much you are owed and how
much you owe. In a business plan it
shows the overall effect on the
organisation of achieving the goals
outlined in the plan.
It will also be worth doing a sensitivity
analysis showing three different
examples of income and expenditure: a
bad year, a good year and a great year!
The adjustments you illustrate should
relate to your risk analysis.
Risks
Having created your plan it is important
to consider the risks that might prevent
you accomplishing your objectives and
how you can take action to try to
ensure this doesn’t happen. Some of
the possible risks may have already
been highlighted when you were
working on internal weaknesses and
external threats.
Management Successful Business Planning 8
Be conservative when
it comes to the
numbers – no ‘pies in
the sky’ in this
section!
TIP Remember to put the financial
highlights in your Executive
Summary.
9. If there are significant risks to your
organisation that would affect your
viability (e.g. reliance on a single,
unsecured funding source) you may
need to include a detailed section on
how you are addressing this risk.
There are many ways of presenting a
risk appraisal. The important thing is to
consider both the likelihood of the risk
occurring and the extent of its impact,
in deciding which risks are most
significant. Only the most significant
are likely to appear in the final business
plan. Here’s an example:
Monitoring and Adapting
Once your business plan is complete
it is important to put aside time to
monitor your progress in achieving
the aims and objectives and to adjust
your plans if necessary. Trustees will
want to be updated on progress in
implementing the business plan at
Trustee meetings.
The financial forecasts should be
updated each year in light of
performance in the past year, and
if there are significant differences it
may be necessary to review the
achievability of some objectives,
either changing them or adjusting the
timescale for them or the resources
to be applied to them.
This can be simply illustrated with a
traffic light system – highlighting in red
those objectives that are not on target
to be achieved, in orange those which
may be at risk or which need revising
and in green those that are on target to
be delivered.
Last Thoughts
You may be required to produce a
project business plan (for instance for
a Heritage Lottery Fund application)
or a forward plan (for instance for
Accreditation). If this is the case, you
should follow the guidance provided by
the funder concerned.
The business plan is also an advocacy
document. It can be used to show
current and potential funders or
partners what your organisation is
aiming to do and how it will be doing it,
instilling confidence in your ability to
deliver against promises. Sometimes a
business plan is created specifically for
a particular funder or partner and if
this is the case, it should be adapted to
address the areas that will be of
specific concern to them.
Do…
Be creative! Don’t get stuck in a
template. Make the plan your own and
reflect your organisation.
Be conservative when it comes to the
numbers – no ‘pies in the sky’ in this
section! Build three different scenarios:
bad, good, or great year!
Build in a reasonable contingency for
the ‘just in case’.
9 AIM Success Guides
Risk Mitigation Impact score Likelihood of Combined Who is
after occurring score responsible
mitigation after (impact ϫ
(1-5) mitigation likelihood)
(1-5) (1-25)
A Different
View is a
consultancy
specialising in
visitor experiences of all types.
We help and support museums,
cultural organisations and the
wider visitor attraction world
realise their dreams and
ambitions through services such
as strategic and business
planning and project planning
for funders such as the Heritage
Lottery Fund (HLF). Our sister
company, Vivid View, is a full
service market research
agency for the cultural and
wider visitor attraction world.
Please have a look around our
website for projects, ideas and
to get in touch:
www.adifferentviewonline.com
Other Resources
South West Federation of Museums &
Art Galleries – resources on forward
planning at http://www.swfed.org.uk/
resources/organisation/management/
forward-planning-toolkit-intro
Birmingham Museums Trust’s tool for
assessing key risks which might face
museums – www.raptonline.org.uk
Accreditation guidance –
www.artscouncil.org.uk
AIM Visitor Verdict benchmarking
scheme – www.aim-museums.co.uk
Association for Cultural Enterprises
benchmarking scheme –
http://www.acenterprises.org.uk/item.
asp?II=53