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What is “Strategic   Planning”?Why is it important?      Copyright 2009. Ruth M. Tappin   1
1. Cover Page2. Outline3. Strategy: What it is, and what it does4. Strategic Planning: What it is, and who should be invol...
 Moves a business forward to the intendeddestination. Evolves over time in response to changingcircumstances Must be su...
• Establish mission/purpose of organization• Develop vision (intent) about future• Establish goals, set objectives• Conduc...
• It is the company’s road map to achieving competitive advantage• It is the company’s game plan for how to please custome...
6
• Conduct an environmental scan by searching for and storing informationabout the business environment• Conduct SWOT ANALY...
• Conduct situational analysis• Generate alternate goals and plans• Select best goal and plan• Support with adequate resou...
• Monitor actual performance against goals and plans e.g.: audits• Develop control systems to measure performance, e.g.: b...
 Strategic planning = Long-term planning More and more involves the whole organization – from top level execs to employe...
Allbusiness.com (2009). Web page: http://www.allbusiness.com/management/2975129-1.html. Retrieved 8/5/09Bateman, Thomas S ...
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What is Strategic Planning, and Why is it Important?

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An explanation of what strategic planning is, who and what is involved, and why it is important to achieving organizational goals

Publié dans : Business, Technologie
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What is Strategic Planning, and Why is it Important?

  1. 1. What is “Strategic Planning”?Why is it important? Copyright 2009. Ruth M. Tappin 1
  2. 2. 1. Cover Page2. Outline3. Strategy: What it is, and what it does4. Strategic Planning: What it is, and who should be involved in it5. The Importance of Strategic Planning6. Phase 1:Develop the Mission and Strategic Vision7. Phase 2: Scan the Environment8. Phase 3 - 4: Form the strategy; Implement and execute the strategy9. Phase 5: Monitor; evaluate; make corrective adjustments10. Summary11. References & Sources 2
  3. 3.  Moves a business forward to the intendeddestination. Evolves over time in response to changingcircumstances Must be supported by sufficient revenue tocover costs and earn a profit(Thompson, Jr., Arthur A; Strickland III, A.J & Gamble, John E. (2008). 3Crafting and Executing Strategy, 17th. Ed. (p. 5). McGraw-HillIrwin, Boston, MA.)
  4. 4. • Establish mission/purpose of organization• Develop vision (intent) about future• Establish goals, set objectives• Conduct SWOT Analysis• Conduct PEST Analysis 4
  5. 5. • It is the company’s road map to achieving competitive advantage• It is the company’s game plan for how to please customers and how toimprove financial performance• Companies that plan strategies are more successful than those that do not• No strategic planning puts a company at risk (Strickland et. al, 2008)• No strategic planning = No direction 5
  6. 6. 6
  7. 7. • Conduct an environmental scan by searching for and storing informationabout the business environment• Conduct SWOT ANALYSIS:• Develop scenarios of the future• Forecast in order to predict changes in future variables• Benchmark in order to identify best industry practices 7
  8. 8. • Conduct situational analysis• Generate alternate goals and plans• Select best goal and plan• Support with adequate resources• Communicate strategy throughout organization• Execute strategy 8
  9. 9. • Monitor actual performance against goals and plans e.g.: audits• Develop control systems to measure performance, e.g.: budgets• Tweak, adjust, make changes in order to keep on right track• Continuously improve 9
  10. 10.  Strategic planning = Long-term planning More and more involves the whole organization – from top level execs to employees Strategic plans must be clearly communicated throughout the organization These plans must be adequately supported and funded Once executed, they must be monitored and controlled Adjustments must be made as business environment changes “…good strategy planning and execution are the most trustworthy signs of managementeffectiveness” (Thompson, et al 2008) 10
  11. 11. Allbusiness.com (2009). Web page: http://www.allbusiness.com/management/2975129-1.html. Retrieved 8/5/09Bateman, Thomas S & Snell, Scott A (2009). Management: Leading & Collaborating in the Competitive World (pp. 67 – 69; 135– 137; 157; 594)Businessdictionary.com (2009). Web page: http://www.businessdictionary.com/definition/strategy.html. Retrieved 7/31/2009NetMBA.com (2009). Strategic Management: PEST Analysis section. Webpage: http://www.netmba.com/strategy/pest/. Retrieved8/5/09NetMBA.com (2009). Strategic Management: PEST Analysis section. Webpage: http://www.netmba.com/strategy/process/.Retrieved 8/5/09Porter, Michael E. Harvard Business Review; Nov/Dec. 96, Vol. 74 Issue 6, pp. 61-78Thompson, Jr., Arthur A; Strickland III, A.J & Gamble, John E. (2008). Crafting and Executing Strategy, 17th. Ed. (pp. 4 - 24).McGraw-Hill Irwin, Boston, MA.) 11

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