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A PRACTICAL CORPORATE STRATEGIC PLAN
Dr. Morgan AKA Doc Sherry, University of Phoenix
Phil Paker, Capella University and Problem Solvers
Acknowledgements:
Doc Sherry would like to acknowledge her students, who work hard both on their jobs
and in the classroom. Further, she would like to acknowledge Phil and his family. Phil, puts up
with some of my crazy ideas, along with being a great friend. My family, as they have been
accepting of my putting students and education before dinner, etc. for years.
Her varied education and work experiences in management, logistics, information
technology including high tech research & development along with emergency management;
throughout the world, help her to keep an open and integrated perspective, along with
understanding. Thus, the ability to share this information in a professional forum that hopefully
benefits others.
Phil Paker would like to acknowledge his wife Diane for her tolerance to the focus on this
writing while other priorities slip by. Further, he would like to acknowledge co-author Sherry
for her understanding of his direct and critical nature.
He has education and work experiences in management, as a consultant and an employee
in many industries and capacities. Included are planning, training and testing emergency
management and disaster recovery plans as well as participation in civilian and military
businesses for more than 30 years.
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ABSTRACT
Development of an integrated, dynamic corporate strategic plan is key to the success of
business enterprises. This plan serves as a guide to companies and lets others know the
direction(s) planned for the next and succeeding years. However, in spite of there importance,
many strategic plans are created and managed by individuals, who are not well versed in
strategic planning. Thus, the basic requirements of a Strategic Plan are generally not covered or
covered in a fashion that diminishes its value. Yet, each year, companies continue to update
their Strategic Plan.
Over the years, the content of strategic plans can change due to events as well as the need
to make changes to keep up with technology, or to tailor further the plan due to corporate and
economic changes or world events. Often there is a failure to integrate information due to
deadlines, or lack of knowledge as to how to integrate the needed information. Alternatively, the
plan was not thought important; thus, resulting in more of an opinion document. This paper will
provide the basics to create a sound Strategic Plan that can be of benefit to any company.
Additionally, insight into problems that may occur throughout the process, will be addressed.
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STRATEGIC PLANNING
INTRODUCTION
This paper will address Strategic Planning, bring an integrated approach to planning and
provide a foundation to understand what should be in a corporate strategic plan. Manufacturing
companies have different issues, than commercial retail companies, nonprofit companies, etc.
As a result, each type of company needs to address their issues and their strategy to mitigate or
eliminate the issues to meet their individual requirements.
Companies throughout the world create Strategic Plans. However, the format and the
information provided varies and some significantly. As a result, courses provided whether
professionally or through academics, vary as to what goes into a strategic plan, and how it should
be created and used. The authors will identify the importance, benefits and the required content
of a suitable Strategic Plan along with the need to monitor and track performance with measures
and metrics.
To ensure clarification, a business plan sets the objectives, the overall goals and purpose
for the business. A strategic plan addresses the strategy(s), how to approach the plan. Whereas a
Tactical Plan, provides the details of “how” to accomplish the Strategic plan. The Tactical Plan
details “what” needs done and "how" to take advantage of opportunities and address deficiencies.
Taxonomy of Planning
There are differences in types of plans that an entity uses. To put the Strategic Plan in
perspective, an Operational Plan normally covers up to 60 days, with revisions starting at 45
days and depending upon the project revisions can begin at 30 days. A Tactical Plan generally
covers 60 days to 2 years. This plan has ongoing changes and is formally revised every year. A
Strategic Plan should cover 3 to 5 years, reviewed every 3 to 6 months, revised generally every
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1-2 years, unless the review indicated a need for change. However, depending upon project
outcomes, new technology, etc. there are times when these plans need to be revised more
frequently. This could also be due to changes in the funding/economics and a competitor’s new
product launch that may affect the plan. In addition, there should be an integrated approach
continually maintained throughout all the various iterations.
Differences
Strategic Plans and their management vary based upon differences in companies and their
product(s) or purpose. Each company tailors their strategic plan to the needs, desires, product(s),
customers and ability of their company. This difference is also the result of their environment,
availability of emergency help, and the laws of their country as well as the countries where their
products are made; shipped to, etc. Books, including textbooks and other media, as well as the
companies themselves tend to define Strategic Management and Strategic Plans differently, their
outlines as to what should be in a strategic plan varies. A very basic outline of a business
Strategic Plan is in Appendix A – Strategic Plan Outline.
Available definitions of what are strategic plans and management. The following are
only a few of the many definitions.
Small Business Advancement Center (Saber, 2012) stated, “Strategic management consists of the
analysis, decisions, and actions an organization undertakes in order to create and sustain
competitive advantages.”
Another definition of a “strategic plan is “a bundle of decisions and acts” (Study Guide 2012).
Balanced Scorecard (2012) stated:
“The comprehensive collection of ongoing activities and processes that organizations use
to systematically coordinate and align resources and actions with mission, vision and
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strategy throughout an organization. Strategic management activities transform the static
plan into a system that provides strategic performance feedback to decision making and
enables the plan to evolve and grow as requirements and other circumstances change.
Note that Strategy defined by the Webster Dictionary (2012) states “a method worked out in
advance for achieving some objective where they strategize.” The word Strategize defined by
Webster Dictionary (2012) as: “to work out the details of (something) in advance; to devise a
strategy or course of action.”
Business Dictionary (2013) states a Strategic Plan is:
1. “A method or plan chosen to bring about a desired future, such as achievement of a
goal or solution to a problem
2. The art and science of planning and marshaling resources for their most efficient and
effective use. The term was derived from the Greek word for generalship or leading
an army.”
The Saber definition puts the emphasis on competitive advantage; while the Study Guide
makes it sound like a casserole. The Balanced Scorecard is a tool taught by many universities in
the U.S. However, it can be confusing to one who is learning, as The Balanced Scorecard only
gives “what” is in a strategic document and “what” the management activities do to make the
system evolve and grow.
These various definitions and elements within Strategic Plans along with their
management, leads one to wonder how the average person or student is able to understand, when
the industry produces definitions that are inconsistent and different enough to lead one to wonder
who knows what really is strategic management within a company, organization or country. As
a result, corporations could have different elements within what they believe is a good strategic
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plan, yet in reality, the plan may be more of a basic management plan or a simple document that
provides the foundation for their corporate decisions, yet really does not contain strategies.
Thus, the intent and purpose of a strategic document is lost.
STRATEGY
The ability to be strategic and to manage strategically, to effectively execute a strategic
plan is important to the success of a company. Competition will always be there. It is “how”
you handle your company and its product(s), how you plan and strategize that can put you on or
near the top or at the bottom of your industry.
Textbooks and the Internet provide different information as to what should be in a
strategic plan. Additionally, there are various types of graphs provided within a plan, along with
an array of websites. These sources generally have their own twist on how to do strategic
planning. No wonder the average person, students and companies have problems regarding what
is a strategic plan and what are the elements.
Even Universities provide different content when teaching strategic planning. Some
provide “what” a Strategic Plan is and “why” it is important, but do not always provide “what”
needs to be included and “how” all the various elements in a strategic plan, when integrated, can
affect other elements. There is a propensity by some in academia to focus on a specific aspect or
the creation of a new “catch phrase” in order to promote themselves and not necessarily to
improve the body of knowledge. As an example what Fullerton University uses as a strategic
plan, as documented in Appendix B, Fullerton University (2013) is primarily a Business Plan and
is not a strategic plan.
Somehow, over time the Business Plan, in the eyes of many, including some academics,
has become synonymous with Strategic Plan. However, these two plans are different, with
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different purposes. They will of necessity, have common content. Knowing how to create a
good Strategic Plan will help a company significantly; it sets the company’s direction for current
and future years, and how they will achieve the goals and objectives, they desire.
INTEGRATED APPROACH
Various Levels and Types of Planning
A Strategic Plan can have different objectives based on the type of organizational entity.
The three most common are general business, nonprofit and corporate. However, if there are
subsidiaries, each should have a strategic plan. These plans should represent a flow down from
their corporate, parent plan and therefore there will be a level of integration among the
documents. The corporate strategic plan should be developed and approved first; this allows the
subsidiaries to know the expectations for the coming year and outward. For example, a
corporation may have decided to move a subsidiary to reduce costs and better serve their
customers or to keep the facility where it is, but grow it and add functionality. The use of the
corporate strategic plan should provide direction for all the subsidiaries along with their
subordinate plans.
Strategically managing complex organizations and projects requires significantly more
attention to detail. For example, what might seem to be a small problem in one area could cause
a significant impact in another area. Being positive, providing clear direction and continually
staying on top of what occurs or does not occur, is very important. Additionally, identification
of problems, no matter their size or complexity, need to be resolved in a timely manner. Being
over confident can contribute to failure of the strategic plan by not paying attention to details.
However, the confidence of an effective leader that understands strategic planning will lead to
success by empowering individuals to act on problems.
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Strengths, Weaknesses, Opportunities, Threats (SWOT)
Strengths, Weaknesses, Opportunities, Threats (SWOT) is an analytical tool to better
understand your Strengths, help identify your Weaknesses and Opportunities, as well as your
Threats. Evaluating your strengths in order to emphasize them; understanding your weaknesses
so you can take steps to eliminate them; being aware of opportunities to take advantage of them
and recognizing threats you face to eliminate or mitigate them; provides insight that enhance
Strategic Planning. SWOT can be successful when the elements are added to the strategic plan
and followed. Additionally, this analysis could be used to initiate strategies to further help the
company.
Pit Falls
There are three major pitfalls when creating and using a Strategic plan. One pitfall is that
the plan is at times, created by a person with lower skills and knowledge as it is considered an
extraneous process that is expected, but does not add value. Then, even though information is
not complete or is inaccurate, it goes forward and is approved and used or not used. This occurs
when management believes they need a document, but within their company culture, do not
really follow documented plans. Executives handle decisions and issues on a day-to-day basis,
without regard to plan. This is known as “flying by the seat of their pants” or “dead reckoning.”
The problem is, if they reckon wrong they are dead. Note: this is a U.S. colloquial expression.
The second pitfall is that many times company projections are based on what the
company “wants” to accomplish. While that is important, the projections may not be possible,
yet the document was created to reflect it could be done. Executives have used major accounting
firms to deliver their “expert” opinions to support a directed result/recommendation. They pay
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well for the protection (job security) offered by the major accounting firm while acting in an
entrepreneurial manner.
The third pitfall is a plan that is not all encompassing. It reflects the desires of the
creators or top management, but does not take into account the economy, where the industry,
competition and/or the government, as well as the customers; are headed. This became quite
evident when the recession hit the U.S. and many entities failed.
Elements
Various elements need monitored and tracked in a strategic plan. The project managers’ use
tracking milestones (metrics), like on-time delivery, quality and/or cost of the product; whether it
is a document, an accomplishment, a product, an event, an agreement, etc. A formal change
management system should be invoked and understood by all who participate. This provides an
understanding as to how and why you may have changed a deliverable; added or eliminated
certain tasks and/or milestones, etc. When one monitors a plan there are four very important
outcomes that need accomplished:
1. Customer Satisfaction
2. On time deliverables
3. Within budget
4. Closure of the plan
All can be successful, if managed properly.
Strategy
Strategy is “how you plan and what you will do, to carry out the intent, the objective of
the plan so as to leverage from what you have to improve, grow, and survive,” (SP 2010). In
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addition, strategies are used to overcome obstacles, or issues that may prevent or promote
respectively, the success of the plan.
To have a successful strategic plan, one must develop processes that are realistic and
manage the plan properly. The strategies will help determine “what” needs to be accomplished;
“why”, “how” and “when.” Once you have identified what you need and want, you then
determine any limitations, risks, and/or roadblocks that may impede or mitigate your success.
ONLINE, TEMPLATES and PROCESSES
At the beginning of a strategic plan, there should be a reiteration of the Mission, Vision
and Values of the company. These essentials set the environment for the strategic plan. In
addition, the goals for both the short and the long term should be clear and agreed to; along with
“how” they will be accomplished.
The Internet contains many different templates that individuals and companies consider
as Strategic Plan Templates. These templates range from simple to complex, from logical to
illogical, to no real value, except to look and/or sound good. There are many basic templates that
can and are used in business, that compliment, add value to a strategic plan. Some of those
templates contain:

The format for the overall, high level processes that are to be followed

Process diagrams pertaining to “how” a specific strategic plan is to be handled
NOTE: process diagrams for the function of the business itself, its products, etc.
should be referred to, but are not contained within, the Strategic Plan.

Presenting issues – you present the issues in one column, then the root cause of that
issue in the next column, what is needed for resolution, followed by preventive
measures that may preclude it from occurring again. In addition, how each issue was
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resolved and who resolved that issue, as well as any impact it may have had and its
resolution.

Milestone charts are maintained periodically, with current status’s and contain at a
minimum, the project name, status’, actual beginning and ending dates. Additionally,
they may contain the planned start and end dates.
VISIONARIES and LEADERS
An important element that many companies do not consider or do not have the ability to
address, is to provide a realistic vision of where the product(s) and company will be in a year or
more. A person who is a true visionary is hard to find, particularly for new or improved
products. There are many who believe they are visionaries, but really are not. A true visionary
can for example, look at technology, where it is going, where future technology can go, as well
as, where the world, the country and the economy, etc. are going; then tie them all together. The
ability to tie them together will determine how and when there will be or, could be, an impact on
the product or needs of the company or its customers. Two prime examples of visionaries are
Steve Jobs and Bill Gates.
A leader is one who has people who want to follow him/her, as that person knows how to
motivate and empower others to realize the vision. Some people claim they are leaders, but in
fact, are just managers. A Leader defined by Cambridge Dictionaries Online (2013) is, “a person
in control of a group, country or situation.” This definition is closer to that of a manager as a
manager can be controlling, but not leading. It is their way to handle a project, to understand and
make changes, that differentiates a manager from a leader.
A leader is proactive in anticipating change, so changes do not occur, but are managed.
Whereas, a manager prefers to keep everything essentially on a straight line; as prescribed and
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most times do not see change coming. They continue to execute according to the plan or
process. Deviations can be difficult and confusing, as they were not considered. Thus are
handled in the most expedient manner to eliminate them. However, ripple effects in the products
delivery time, cost, and/or its overall management may be impacted and many times are. OBEC
(2009) in Chart 1, provided in Appendix C; depicts the differences between a Leader and a
Manager.
MEASUREMENT/METRICS
One item that is seldom included in a strategic plan, but should be, is “How” you will
measure success and quickly discover both the areas that are succeeding and the areas that are
not. There is also an established frequency for reporting; which depends upon the company and
its products. For example, if an item/event is critical; it should be monitored and measured more
frequently; then a less important item. When an area is not meeting expectations or projected
success, a concerted effort needs to be initiated to discover the root cause, impact and how it can
be resolved or mitigated.
All risks that can affect the success of a project, no matter how large or small the impact,
should be continuously evaluated. These risks are then added to the risk assessment, as they are
important to measure and monitor. Risks change over time and may/may not be immediate;
therefore, triggers or thresholds need to be established, to recognize changing priorities.
Prioritization of risks allows a more focused, cost effective effort to mitigate the risk or plan
contingencies, if needed. Analyzing risks is an ongoing task, often presumed complete and not
attended to continuously. This error in judgment is a serious tactical error.
Prioritization and monitoring of risks, allows companies to mitigate the risks in a timely
manner or plan/implement contingencies, if the risk is realized. Continuous monitoring will aide
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in being proactive in discovering potential risks, thus preventing risks from causing an
unexpected impact and in most cases, the risk can be mitigated or eliminated.
Critical Success Factors
The ability to create and accomplish critical success factors is important. A critical
success factor is an item/element that is required for viability of the project/entity. For example,
methods to determine your project success may be through the designation of Key Performance
Indicators (KPI) and quality requirements, as defined by the International Standards
Organization (ISO).
Key Performance Indicators (KPIs) are created and used by many companies. “KPIs are
used to quantify and measure and/or gauge the performance of operational goals that are
connected to internal processes. Because KPIs and quality metrics are often not tied to revenue
or net income, management must be creative in determining ways to measure and reach
performance goals,” (ehow, 2012).
The International Standards Organization (ISO) is headquartered in Geneva, Switzerland.
ISO is over 30 years old and known internationally for their standards.
As the largest developer and publisher of standards in the world, ISO fills the vital role of
a medium for agreement between individual standards developers, spreading progress
made by one country's local developers across the world to further the goal of
standardization, ISO (2013).
ISO has eight quality standards, provides a process and a systems approach. It uses what
they call, Key Performance Indicators (KPIs). “ISO is the largest developer and publisher of
standards in the world, ISO fills the vital role of a medium for agreement between individual
standards developers, spreading progress made by one country's local developers across the
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world to further the goal of standardization,” ISO (2013). The Advanced Performance Institute
(API), 2013 stated:
measures that provide managers with the most important performance information to
enable them or their stakeholders to understand the performance level of the organisation.
KPIs should clearly link to the strategic objectives of the organisation and therefore help
monitor the execution of the business strategy.
The intent is that the standards represent reality, are measurable, etc. Many organizations and
companies use the International Standards Organization (ISO) standards.
Another similar tool that promotes learning and quality is Lean Six Sigma. “Lean Six
Sigma helps companies discover and eliminate hidden costs that are a part of every business.
This business tool also helps companies address resistance to change that is part of every
employee environment,” (Lean Six Sigma, 2013). This is a process is used by businesses to
improve their quality.
Graphics/Charts
Most projects produce graphics and charts to depict status and help clarify understanding.
A picture is worth a thousand words. However, care needs to be taken as to what, is being
presented and how, in order to ensure it is of value. There is a simple, inexpensive test to
perform, to help ensure clarity. For this test, provide various people the same graphic and have
each one write what it tells them, without discussing it with others. If it is not what you
expected, then go back to the drawing board and create a graphic that anyone can understand.
Note: diagrams and other graphics must be sufficiently designed, such that they can stand-alone
and be understood, without documentation. Today, many people tend to go to the Internet for
ideas and suggestions. Caution and common sense needs taken to ensure charts from the
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Internet, are useful. For example, on TSPM (2013) the source of the model in Appendix C,
Chart 2 pertains to Strategic Planning. However, this chart cannot be used for anything.
At first glance, the model “Chart 2,” may look meaningful. However, on close inspection
it could be all one box, where all the boxes are combined with one input and one output.
Looking at the diagram, what goes on between the boxes does not appear to be specific or
important enough to differentiate. Thus, when retrieving data and graphs caution is advised to
inspect the logic of the graphic.
PLAN MANAGEMENT
A company may have a great Strategic Plan yet still have problems. Two areas in
particular impact the success of a Strategic Plan. One is the ability to “foresee and successfully
mitigate” issues/problems – see Visionaries and Leaders supra. The second is “how” the plan is
managed.
There are generally two categories, where management issues fall. One issue is a Project
Manager who believes they know everything and the second is the belief that the project is set up
so it will essentially manage itself. The authors have seen these two issues being significant
causes of project failures over the last 25 years. To be successful, the Project Manager needs to
stay abreast with what is happening; what needs to be completed; and what is completed; was
done properly. Throughout the project, there may be times when adjustments to the project need
made. This can occur when a task is late or missing, errors made when doing projections,
economic, business or public direction changes.
The second issue is the project manager, who believes they know it all, generally lets
their ego manage the project and tend to let smaller issues slide. However, the smaller issues
may link to critical success factors or to areas that require close monitoring of the project,
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otherwise, the project can get off course and impact the schedule and/or increase costs. A good
project manager is aware of even the smallest events and alert to anything that may affect the
project. The manager must be proactive, maintaining schedule, budget and resulting success.
CONCLUSION
There are three important elements for the success of a Strategic Plan.
1. Maintain reality regarding what can actually be accomplished and when,
2. Manage the plan properly, handling small to large situations in a professional,
thorough and expeditious manner, without compromising quality, integrity, and time
3. Understand and manage change. No matter the size of the change or impact; change
must be managed thoroughly and properly.
The manager of the strategic plan must continuously review the project, immediately
address any anomalies, occurrences to determine possible impact and stay abreast of deliverables
and milestones. Additionally, the manager should also be aware of any other Business Plans that
may impact the Strategic Plan.
It is imperative to remember, once there has been a deviation from the plan; no matter the
size; the entire plan must be carefully reviewed to determine if there is an impact. Any
adjustments needed, must be properly analyzed and approved, then implemented. Many people
tend to discount what they believe to be a small change, with minimal impact; most times, this
often is a serious error in judgment.
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Appendix A – Strategic Plan Outline
The following is an outline of a generic Strategic Plan. The plan would be different based
upon industry, events, needs, product, etc. The following is generic and used by most companies.
I. Introduction
a. Who are you
b. What type of company is this plan about
c. What does the company do
d. How long have you been doing it
e. What is unique about your company
f. What has the company accomplished over time?
g. Vision, mission statement/goals, such as growth potential
h. Description of products/services offered
i. What makes your product/service unique
ii. How does your product/service compare to other products/services
1. Quality
2. Price
3. Customers
iii. What experience do you have with this product/service
II. Corporate organizational chart
a. Executive summary
b. Type of company – for profit, nonprofit, etc.
c. Ownership
III. Strengths, Weakness, Opportunities, and Threats (SWOT)
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a. Most important, critical threats
b. Largest threats – biggest impact, largest cost, etc.
c. Mitigation of all critical and largest threats
IV. Resources needed - includes
a. Number and type of specialists, when and what their role would be, their
accomplishment, the strategies used,
b. The timelines specific to the task/need.
V. Market Assessment & Strategies
VI. Financial & financial analysis – existing & new
VII.
Internal analysis – productivity, resources, knowledge & work, etc
VIII.
Implementation
IX.
Control
X.
Project Closure
Strategic Plan Appendix
A. Financials/cost data
B. Milestone chart
C. Organizational chart
D. Issues/concerns
E. Responsibility matrix
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Appendix B – University of Fullerton Strategic Plan Outline
Retrieved from Fullerton University (2013).
591 – CONSULTING PROJECT OUTLINE
I. Executive Summary
II. Business Location(s)
III. Company Background & Milestones
PART I: STRATEGIC ANALYSIS OF THE COMPANY & ITS BUSINESS
Vision – statement of company’s long-term direction
Mission – statement of what the company does and where it carries out its business
Detail description of Business, Products and Services
Target Market & Customer Profile
Business Model – (1) how does the company operate? (2) how does it make money?
Goals – Objectives – Strategies (GOS)
(a) Corporate-level GOS
(b) Division-level GOS
(c) Functional-level GOS
Company Performance – (1) Financial (2) Strategic
EXTERNAL Environmental Analysis
I.
Macro-Environment - PEST Analysis (Political, Economic, Social, Technological
factors)
II.
Industry Analysis
 define industry
 economic characteristics
 industry driving forces
 industry key success factors
 industry trends
 5 Forces Analysis (Porter)
III.
Competitor Analysis
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


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Strategic Group Analysis
Weighted Competitive Strength Assessment
Generic Strategy Analysis (Porter)
INTERNAL Environmental Analysis
1. Management & Organization
 background, philosophy & qualifications of top management team (TMT)
 corporate culture and values
 organization structure (chart)
2. Value Chain Analysis and Benchmarking
3. Core Competencies and Competitive Advantage
Summary of Environmental Analysis - SWOT (Strengths, Weaknesses, Opportunities, Threats)
Summary of Overall Strategic Analysis – Major Issues and Problems
PART II: FUNCTIONAL ANALYSIS
MARKETING
Includes, but not limited to the following areas:
1. Marketing GOS – how do they support division and corporate GOS?
2. Marketing processes, policies and procedures
3. Customer Analysis
4. Marketing Mix (4Ps for product companies; 7Ps for service companies)
Summary of key issues and problems
FINANCE
Includes, but not limited to the following areas:
1. Financial GOS - how do they support division and corporate GOS?
2. Financial processes, policies and procedures
3. Financial Data Analysis
(a) Sources and applications of funding
(b) Capital equipment and supply list
(c) Balance sheet
(d) Breakeven analysis
(e) Income projections (profit & loss statements)
- Three-year summary
- Detail by month, first year
- Detail by quarters, second and third years
- Assumptions upon which projections were based
(f) Cash flow projections
- Three-year summary
- Detail by month, first year
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- Detail by quarters, second and third years
- Assumptions upon which projections were based
(g) Historical Financial Reports for Existing Businesses
- Balance Sheets for past 3 years
- Income Statements for past 3 years
- Tax Returns
4. Company Valuation Analysis (if necessary)
Summary of key issues and problems
HUMAN RESOURCE MANAGEMENT
Includes, but not limited to the following areas:
1. HR GOS - how do they support division and corporate GOS?
2. HR processes, policies and procedures
3. Job Analysis
4. Recruitment
5. Training
6. Management Development
7. Performance Appraisal
8. Reward Systems
9. Compensation and Benefits
Summary of key issues and problems
DEPENDING ON THE CLIENT’S NEEDS, OTHER POSSIBLE AREAS FOR STUDY MAY
INCLUDE:
I. ACCOUNTING
II. TECHNOLOGY / INTERNET
III. INFORMATION SYSTEMS
IV. MANUFACTURING & PRODUCTION
V. R&D
Etc.
Summary of Functional Analysis – Major Issues and Problems
PART III: PROBLEMS, ALTERNATIVES & RECOMMENDATIONS
I. Overall Strategic Analysis – Summary of Major Issues & Problems
For each issue/problem:
a. Analyze Cause and Effect
b. Alternative Solutions – Evaluate pros and cons; tradeoff analysis
c. Recommendation
d. Step-by-step Implementation Plan
II. Functional Analysis - Summary of Major Issues & Problems
For each issue/problem:
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a.
b.
c.
d.
ISBN : 9780974211428
Analyze Cause and Effect
Alternative Solutions – Evaluate pros and cons; tradeoff analysis
Recommendation
Step-by-step Implementation Plan (with time frame)
PART IV: SUPPORTING DOCUMENTS
Include, but not limited to the following:
 Existing business plan (if any)
 Copy of company/business registration
 Copy of company licenses
 Copy of lease or purchase agreement
 Copy of contracts and other legal documents
 Copy of patents (if any)
 Copy of resumes of all principals
 Copy of letters of intent from suppliers, etc.
 Policy manuals
 Job descriptions
 Credit reports
 Letters of reference
 Annual report
 Copy of Websites
 Etc.
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Appendix C – Charts
Chart 1: Oxford University (2009) Business & Economic Conference
Economic Downturn: Leaders Are Integral To Survival (p. 9).
Attributes of Leaders and Managers
LEADER
INNOVATIVE
EMPOWERS
BUILDS TEAMS
ADAPTABLE
PA
SS
IO
N
PROACTIVE
LISTENS / SUPPORTS
RESULTS ORIENTED / SETS EXAMPLE
AMBITIOUS
/E
MO
TI
ON
PASSION
RELIABLE / SELF CONFIDENCE
VISION / INTUITION
THRIVES ON CHALLENGE
BUSINESS ACUMEN
CREATES A DURABLE ORG.
ANALYZES
PR
OC
ES
S
RI
GO
R
ORGANISES
PLANS
SCHEDULES
BUDGETS
TRAINS
MEASURES
EVALUATES
MANAGES CHANGE
ENFORCES POLICY
PERFORMANCE REVIEWS
DISCIPLINES
SUPERVISES
MANAGER
P. Paker, 2009 ©
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ISBN : 9780974211428
Chart 2: TSPM (2013).
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References
Advanced Performance Institute (API) (2013). Retrieved from
http://www.ap-institute.com/Key%20Performance%20Indicators.htm
Balanced Scorecard, (2012). Retrieved from
http://www.balancedscorecard.org/BSCResources/StrategicPlanningBasics/tabid/459/Def
ault.aspx
Burgelman, R., Summer (1996), a process Model of Strategic Business Exit: Implications for an
Evolutionary Perspective on Strategy, John Wiley & Sons. Retrieved from
http://www.jstor.org/stable/2486910
Business Dictionary (2013). Retrieved from
http://www.businessdictionary.com/definition/strategy.html
Cambridge Dictionaries Online (2013). Retrieved from
http://dictionary.cambridge.org/dictionary/british/leader_1?q=lead
Fullerton University (2013). 591 - Consulting Project Outline. Retrieved from
http://us.yhs4.search.yahoo.com/yhs/search;_ylt=A0oGdM0oUCZRhDcAONal87UF?p=
Fullerton%20University%20%22consulting%20project%20outline%22&fr=altavista&fr2
=sfp
KPA ehow, (2012). Retrieved from
http://www.ehow.com/how_6926448_measure-quality-metrics.html 11/26/12
Lean Six Sigma (2013). Retrieved from http://www.ehow.com/about_6738517_definition-leansigma.html
Merriam Webster, (2012). Retrieved from http://www.merriam-webster.com/thesaurus/strategy
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2013 Cambridge Business & Economics Conference
ISBN : 9780974211428
OBEC (2009). Economic Downturn: Leaders Are Integral To Survival. Oxford Business &
Economic Conference Program (2009). Retrieved from
http://gcbe.us/2009_OBEC/data/Sheron%20Morgan,%20Phillip%20Paker.doc
Sbaer, (2012). Retrieved from
http://www.sbaer.uca.edu/publications/strategic_management/pdf/01.pdf
Study Guide (2012). Retrieved from
http://www.managementstudyguide.com/strategic-management.htm
TSPM (2013). Technological Strategic Planning Model (2013). Retrieved from
http://www.flickr.com/photos/drawpack/5514994598/in/photostream/
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