2.  The process of collecting, analyzing, and
distributing information for tactical and
strategic purposes

3.  To provide strategic intelligence by evaluating
potentially significant environmental changes
◦ Events
◦ Conveys both current environmental status and how it is
changing  trends
◦ Issues
◦ Expectations

4.  Often refers only to the environment that is
external to the organization
(also called the macroenvironment)
 Good strategic planning requires information on
internal organizational factors, so whenever
possible include these also
(unless obtained in separate processes)

5.  One cycle in the strategic planning process

7. Ad Hoc Periodic Continuous
 Also called Continuous Learning
 Usually performed in response  Tied to planning cycle
General  Structured, in-depth data collection
to crisis (e.g., every 3 years)
Character and analyses by dedicated staff
 Not as in-depth  In-depth
-istics  Data gathered is more
 Forecasts are more short-term  Forecasts 5 to 10 years
comprehensive
 Dedication of time by researchers
 Predictable frequency
allows incorporation of data from
allows for appropriate
 Allows for quicker turn-around more sources
budget planning
of scan results  Provides planners with more
Pros  Lower commitment of resources
 Frequency provides timely
comprehensive information
information gathering for
over time  Informs planners of critical changes
planning
sooner
 Planning is proactive…
 Plans can be adjusted or adopted
 Data can be more superficial more proactively
 Reaction to unforeseen
 Results may address immediate
changes in environment
issues, but are less
(e.g., onset of recession)  Requires ongoing institutional
generalizable
Cons  If only conducted in response to
may require Ad Hoc scan commitment of resources (funding,
to supplement information. personnel, and time)
crises, indicates lack of
 Planning response is then
organized institutional planning
more reactive
efforts
 Planning response is reactive

8. Depends …
No, this is not a cop-out …

9.  Depends…
◦ Type of scan (Ad hoc, Periodic, Continuous)
◦ Your institution’s relationship to its service area
◦ How the scan information will be used
 Things to consider including: in scan of SRGC
◦ Customer analyses
 Current and potential students
 Current and potential students’ parents
 Current and potential employers(For placement)
 Other institutions of higher education (for transfer students)

10.  Community relations ◦ Socio-Cultural (continued)
◦ Community satisfaction  Attitudes about higher education
◦ Community needs assessment  Cultural shifts
◦ Technological
 Competitors  New products and services  training
◦ Other public and private Colleges, opportunities
universities, and technical colleges  New manufacturing processes
 Infrastructure changes
 Campus (& District) Climate ◦ Economic
◦ Students  Industry/career demand and decline
◦ Staff  Unemployment
◦ Faculty  Inflation
◦ Administration ◦
◦ Political
 Macroenvironment: STEPL  Political climate/stability
◦ Socio-cultural  State budget deficit or surplus
 Demographics  Changes in legislation
 population size and distribution Legal –
 age distribution  GBTU regulations
 education levels  High court rulings
 income levels
 race and ethnicity

11.  Documentary or secondary sources
- Magazines, newspaper, journals, books, trade
&industry Assn. publication, Govt. Publication,
Annual report of competitor company
 Mass media
 Internal sources - employees, files, MIS, documents

12.  EXTERNAL AGENCIES - Customers, marketing
intermediaries, suppliers, trade Assn., Govt. Agencies
 FORMAL STUDIES - Consultants, Educational
Institutions, in-house
 Spying & Surveillance thro’ ex employees of
competitor or planting ‘moles’ in competitor company
 COMPETITIVE INTELLIGENCE-

13. WARP Fall Conference November 2008