A3SP - Single Page Strategy Plan Why should you use the A3 Strategy Plan? - A3SP boils down your business strategyto its essence and aligns strategic initiatives; - helps you decide short term tactics and priorities,from a long term perspective; - lets you focus your energy and assign single points of ownershiptowards reaching measurable goals; - is used enthusiastically by many clientsranging from fast growing start-upsto medium sized businesses and large multinationalsacross different industries in Europe, Asia and the America’s; -is based on great work by renowned authors (Collins, Drucker, Harnish, Porter et al.). A3SP is about getting the management team on the same page. You can email Bastiaan van de Werk for more info on bastiaan@roos-vandewerk.nl

2. WHY USE A3SP?
- A3SP
boils
down
your
business
strategy
to
its
essence
and
aligns
strategic
initiatives;
- helps
you
decide
short
term
tactics
and
priorities,
from
a
long
term
perspective;
- lets
you
focus
your
energy
and
assign
single
points
of
ownership
towards
reaching
measurable
goals;
- is
used
enthusiastically
by
many
clients
ranging
from
fast
growing
start-­‐ups
to
medium
sized
businesses
and
large
multinationals
across
different
industries
in
Europe,
Asia
and
the
America’s;
- is
based
on
great
work
by
renowned
authors
(Collins,
Drucker,
Harnish,
Porter
et
al.).

3. what does A3SP
look like?

4. organisation
date
participants
opportunities
threats
leadership
positioning
strategy
management
tactics
core
purpose
territory
(#1
position)
key
numbers
2015
(overall
growth)
yearly
key
numbers
(overall
growth)
quarterly
theme
core
values
primary
target
(client)
strategic
thrusts
and
capabilities
-­‐
2015
initiatives
(year
focus
+
who)
priorities
(quarterly
action
+
who)
main
proposition
(offering)
BHAG
our
brand
promise
smart
numbers
(measure
brand
promise)
critical
numbers
critical
numbers
strengths
weaknesses
©
2007-­‐2013
Roos
&
van
de
Werk

5. A CHEAT SHEET
TO GET YOU STARTED

6. organisation
date
participants
opportunities
threats
What external What external
developments developments
should we should we
exploit? negate?
leadership
positioning
strategy
management
tactics
core
purpose
territory
(#1
position)
key
numbers
2015
(overall
growth)
yearly
key
numbers
(overall
growth)
quarterly
theme
What do we look What do we look How do we
Why do we exist? What market like 3 years like at the end communicate our
do we dominate? focus for this
from now? of the year? quarter?
core
values
primary
target
(client)
strategic
thrusts
and
capabilities
-­‐
2015
initiatives
(year
focus
+
who)
priorities
(quarterly
action
+
who)
Whom do we
focus on in this What are our What are our
market? top 5 initiatives top 5 actions
What are our this year? now?
What are our top 5 strategic
shared beliefs? main
proposition
(offering)
drivers for
success?
What is our top What is our top
What do 1? 1?
they want?
BHAG
our
brand
promise
smart
numbers
(measure
brand
promise)
critical
numbers
critical
numbers
What is our BIG How do we How do we What numbers What number
hairy outperform the measure our must be moved must be moved
audacious goal? competition? performance? this year? now?
strengths
weaknesses
What are we What are we not
really good at? so good at?
How can we How can we fix
leverage this? this?
©
2007-­‐2013
Roos
&
van
de
Werk

7. AN EXAMPLE
TO SHOW YOU WHAT AN A3SP
LOOKS LIKE IN REAL LIFE

8. organisation
date
participants
X
Inc.
April
3rd
2013
John,
Mark,
Stacy,
Sue
opportunities
threats
• market
growth
for
service
X
• pricing
pressure
• need
for
greater
flexibility
• new
legislation
(CLA,
justice
department)
• other
markets
may
need
service
X
• competition
may
target
us
as
‘up
and
coming’
(black
hat
–
smearing
etc.)
• me-­‐too
products
(competitors)
for
product
X
leadership
positioning
strategy
management
tactics
core
purpose
territory
(#1
position)
key
numbers
2015
(overall
growth)
yearly
key
numbers
(overall
growth)
quarterly
theme
revenue
##
revenue
##
“we
want
to
prove
that
business
critical
security
objects
commodity
services
can
be
EBITDA
##
EBITDA
##
“happier
clients!”
for
the
specialized
high-­‐tech
exciting,
unique
and
valuable
to
(no
more
excuses,
we
will
measure
industry
in
the
North-­‐Western
our
clients,
our
colleagues
and
clients
/
objects
##
/
##
clients
/
objects
##
/
##
this
and
reward
likewise)
European
market
our
competitors”
FTE’s
##
FTE’s
##
core
values
primary
target
(client)
strategic
thrusts
and
capabilities
-­‐
2015
initiatives
(year
focus
+
who)
priorities
(quarterly
action
+
who)
we
choose
to
do
things
differently
CEO
/
CTO
/
COO
level
operatives
top
of
class
personnel
(training,
Sue
Customer
knowledge
tour
Marc
each
account
manager
has
an
Marc
which
can
be
noticed
in
our
solutions,
our
at
high-­‐tech
service
providers
who
monitoring,
university
recruiting)
(visibility
&
leads
/
sales)
improvement
program
in
place
service
and
our
results
compete
in
a
global
market
(need
extremely
reliable
personnel,
top
visible
authority
(knowledge
commercial
(sales)
plan
we
invest
in
real
and
long
lasting
class
service,
under
pricing
leadership)
Marc
academy
X
up
and
running
Sue
Marc
Germany,
Belgium
&
UK
pressure)
within
own
network
relationships
we
connect
on
a
personal
and
business
level,
accurate
real
time
operational
increased
quality
of
output
and
new
administrative
system
in
based
on
mutual
trust
main
proposition
(offering)
and
financial
awareness
(tools,
John
Sue
John
quality
of
staff
place
(CLA)
reports,
monitoring)
we
are
intelligent
and
critical
expanded
products
and
services
and
we
share
our
ideas
and
insights
freely
on-­‐site,
24/7
all-­‐round
security
John
product
X
is
up
and
running
and
John
marketing
communications
plan
Stacy
portfolio
(billing,
monitoring
on
the
market
-­‐2015
personnel
able
to
perform
extra
tools)
good
enough
ain’t
good
enough
services
(measuring,
maintenance,
we
are
always
looking
for
better
and
smarter
technical
assistance)
a
performance
minded
internal
upgrade
of
staff
(the
right
culture
aimed
at
getting
the
best
Marc
servant
leadership
programme
Marc
Sue
ways
to
do
our
job
people
in
the
right
spot)
results
-­‐
always
BHAG
our
brand
promise
smart
numbers
(measure
brand
promise)
critical
numbers
critical
numbers
“by
2020
we
have
at
least
10%
hourly
rate
##
€
new
business
leads
(2013)
##
€
customer
satisfaction
score
• we
deliver
customized
work
at
a
>
7
market
share
in
every
country
in
per
business
unit
commodity
price
North-­‐Western
Europe”
• we
extremely
reliable
occupancy
rate
100%
new
business
sales
##
€
The
Netherlands,
Germany,
Belgium,
• we
work
with
the
best
trained
Luxembourg,
Switzerland,
France,
UK,
overall
>
7.5
Ireland,
Denmark,
Norway,
Finland,
Sweden)
personnel
training
hours
/
working
days
##
#
clients
using
product
X
##
customer
satisfaction
score
strengths
weaknesses
• short
development
time
for
supporting
software:
great
innovator
• great
network
of
(former)
employees
• not
all
colleagues
(staff)
are
A-­‐level
players
• access
to
recruits
(high
level,
flexible,
low
price)
• quality
control
may
be
lacking
at
some
business
units
/
locations
(clients
WILL
notice)
• great
training
programme
• dependency
on
single
industry
• a
lot
of
industry
specific
knowledge
©
2007-­‐2013
Roos
&
van
de
Werk

9. WANT TO KNOW MORE?
k.nl
bastiaan@roos-­‐vandewer