PLANNING.
This includes fully articulated business strategy in the context of the market segment, the strengths and weaknesses of the competitors in that segment and the objectives of the business. It requires in-depth desk research and the objectivity that can only come from forensic analysis.
From this comes a fully documented business plan that turns the objectives into detailed practical and ‘do-able’ actions across the whole business. This is not academic theory. This leads to real-life, down-to-earth operational planning matched to the capabilities of the business and the skills of the people within it.
• The industry, the environment
• What will competition do?
• What can we do?
• What will be our value proposition?
• How will we behave?
• Operational Objectives Performance Planning
Forensic Analysis
The industry, the environment, the market, the geography, the competition and your own capabilities need forensic examination on a regular basis. Understanding the trends, challenges and changes in a complex market prepares you to answer: What are the "Top 5 and First of 5" most promising and profitable opportunities for you to actively and aggressively pursue? And, what are the "Top 5 and First of 5" most dangerous and devastating threats facing your organization? What moves will your competition make how can you capitalize on their inabilities? Then a complete and objective assessment of your strengths and weaknesses defines the areas capable of growing and areas needing enhancement.
Options and Alternatives
The goals and aspirations of your senior management team, shareholders, customers and employees can only be executed if there is absolute clarity of why you are doing what you are doing and defining precisely the business you are in. A clear understanding of your purpose, your passion, the higher reason for being in this business translating into the unique value you provide your customers. For your team to implement your proposition, a guiding set of rules, principles and values will create the foundation on which your vision for the future is built and will guide decisions, attitudes, behaviours and performance. This is your culture, the way you do things and becomes the basis for selection, performance reviews, promotion, and retention of your key team players.
Putting the strategy together
What specific actions do we need to take in the months and years ahead to best allow us to fulfil and achieve our aspirations: where you want your organization to be 3-5 Years from now? What moves need to be made in operations and customer management to become more efficient and to enhance customer value? What new innovations must be developed in products, services and systems? What moves need to take place to create alignment of your social responsibilities and your teams needs for learning and growth? What new leadership skills need developing? Translate these actions into numbers prioritizing the moves you and your organization will take to meet or exceed your 3-5 Year Targets?
Business Plans
Contain the detail of where you want your organization to be 1 Year from now, in terms of the key numbers important to you: Revenues, Profitability, Company value, Gross Margins, Cash, Accounts Receivables, Inventory Days, Revenue per Employee, specific clients, markets, and market share for example. The business plan documents what moves must you and your organization take in sales, marketing, operations, administration, finance or human resources to meet or exceed your 1- Year Goals?
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