2. Contents:
Strategic planning
Some concepts
I. Briefing (strategic input)
II. Facts and findings
III. Implementation stage
IV. Presentation to Externals
V. Follow-up
3. Strategic Planning
The strategic planning should consider the change
process.
I know- I want- I do
Awareness- why the change/ planning is required
Acceptance- we are willing to do it!
Action- we are doing it!
4. Strategic Planning
1. Mission & Objectives
2. Environmental Scanning
3. Strategy Formulation
4. Strategy Implementation
5. Evaluation and Control
5. Strategic Planning
A successful Strategic Planning process should*:
Describe the organization’s mission, vision and fundamental
values;
Target potential business arenas and explore each market for
emerging threats and opportunities;
Understand the current and future priorities of targeted
customer segments;
Analyze the company’s strengths and weaknesses relative to
competitors and determine which elements of the value chain
the company should make versus buy;
Identify and evaluate alternative strategies;
* Bain & Company- Management Tools 2011 -An Executive’s Guide
6. Strategic Planning
Develop an advantageous business model that will profitably
differentiate the company from its competitors;
Define stakeholder expectations and establish clear and
compelling objectives for the business;
Prepare programs, policies and plans to implement the strategy;
Establish supportive organizational structures, decision processes,
information and control systems and hiring and training systems;
Allocate resources to develop critical capabilities;
Plan for and respond to contingencies or environmental changes;
Monitor performance.
7. Some concepts
Strategic inputs:
Landscape- the context (position, country, brand)
Who? Target- who are you addressing?
What? Desired Positioning
Overall brand equity
Benefit brought
Why should I believe it?
Points of parity/differentiation
How? Implementation part: based on who? and what?
8. Some concepts
SPIN approach* (Sales Training -- SPIN Selling)
Situation
Problems- difficulties you are dealing with
Implications- consequences or effects for JADE Ro
Needs (need payoff)
* SPIN Selling is written by Neil Rackham of Huthwaite
9. I. Briefing
( situation objectives)
Where are your going?
What do you wish to achieve?
How will you get there?
Where are you now?
Which were your objectives?
What do you need?
(How will you acquire what you need?)
How will you know if you have arrived?
What are your milestones, KPIs, etc?
10. I. Briefing
Key success factors were:
Milestones:
What have you achieved so far?
Difficulties you confront yourselves short-term and
long term?
What have you learned from your mistakes? Is it
written down? Did you communicate them?
What will you do different?
11. I. Briefing
Which are the critical areas you need to work on?
(CDP report)
What do you want to achieve by the end of the
year?
Where do you want to be in the next 3-5 years?
How will you achieve those long –term objectives?
12. II. Facts and findings
1st set of recommendations and
solutions
Remember: Purpose driven, value dedicated!
Everything you do should have a value
proposition!
13. III. Implementation stage
What do you have to do next?
Which are the critical areas you will work on? (CDP report)
When do you have to do it?
How do you have to do it?
Communicate!
If it is not written it will be forgotten!
Keep the vision but keep things in line!
14. IV. Presentation to
Externals
1. Clear things internally first!
You have to present to your members why change is required
and why do you need to do it!
If they don’t understand change they will be against it!
Make them walk with you, not in the opposite direction!
2. Once things are clear inside and everyone is on the
same page you can present yourself to externals!
Coherent image
15. V. Follow-up
Periodic revaluation and assessment
Write down achievements and challenges
If you do the review gradually you will remember
what you wanted to do initially and you can check
the status of your progress!
The final outcome should be the same- how you get
there can change!
