Strategic Planning Workshop

• 1. 2014 James Feldman

2. What is Strategic Planning? 2014 James Feldman 3. Organize your thoughts and Determine your strategic direction. 2014 James Feldman 4. Business As Usual vs. Tactics Dont mix them up. 2014 James Feldman 5. A written document that acts as a guidebook 2014 James Feldman 6. According to Jim 2014 James Feldman Run on Insight, Not Hindsight. 7. What is Strategic Planning? Pull the entire organization together around a single plan for execution. Broad outline on where resources get allocated. Forces you to make choices on what you will do and what you wont do. 2014 James Feldman 8. What is Strategic Planning? The Values Whats in it for them? The Objectives Whats in it for us? The Strategies How do we deliver? The Goals How will we evaluate? 2014 James Feldman 9. Companies should have the capabilities to: 2014 James Feldman Understand Create Deliver Capture Sustain 10. Strategic Planning Tips: 2014 James Feldman Whats your business? Whats your purpose? What are your values? Use We Be Understandable Foster Commitment Create Motivation Generate Inspiration 11. Strategic Planning Process 1. Determine Situation 2. Evaluate Goals 3. Think inside the box 4. Assess Risk 5. Create S.W.O.T. 6. Create Marketing plan 7. Implement plan 8. Review and revise plan 2014 James Feldman 12. Clear a defined statement Vision about the future Aspirational to motivate Strategically aligned to your S.W.O.T. analysis Strategic Planning Vision 2014 James Feldman 13. 1. Define Your Values 2. Define Your Goals 3. Take Control 4. Define Your Strengths 5. Find Clarity 6. Be A Leader 7. Deliver Value 8. Evaluate everything Strategic Planning Vision 2014 James Feldman 14. What is a Mission Statement? 2014 James Feldman 15. 2014 James Feldman A statement of your organizations purpose what it wants to accomplish. 16. Mission Statement=Business Vision What did you accomplish in 2013 that you are most proud of? Simplicity Diligence Focus on what is vital Eliminate extraneous distractions Try Evernote to bring everyone togetherhttps://evernote.com/business/ 2014 James Feldman 17. Mission Statement=Business Vision Why does your business exist? Describe what your business does? How your business does it? Define and articulate your core competences? 2014 James Feldman 18. Vision 2014 James Feldman Strategic Planning 3 Steps 1. Corporate 2. Division 3. Business/Product Levels 19. According to Jim You dont want to be considered the best at what you do. You want to be known as The only one who does what you do. 2014 James Feldman 20. What is a Marketing Plan? 2014 James Feldman 21. What is a Marketing Plan A road map, a target or course of action to achieve desired results. 2014 James Feldman 22. What? Strategic Planning Why? Long-term profitability How? Write a marketing plan 2014 James Feldman 23. According to Jim 2014 James Feldman Drive for Change. Innovate for Growth. Lead Smarter. 24. What is a Marketing Plan The task of your business should be to deliver both Customer value and a profit. 2014 James Feldman 25. Impact ROI Define Marketing Mix Define Marketing Strategies Set Marketing Goals Value Proposition Definition Marketing Planning Process Customer Analysis Competitive Analysis Market Analysis WOW Experience Reassess Review Document the Plan 2014 James Feldman 26. What is a Marketing Process Analyze market opportunities. Develop marketing strategies. Plan market programs. Manage the marketing effort. 2014 James Feldman 27. What is a Marketing Process Diagnostic skills. Identification of company level. Implementation skills. Evaluation skills. 2014 James Feldman 28. What is a Marketing Process Sales analysis. Market share analysis. Marketing expense/sales analysis. Financial analysis. Market-based scorecard analysis. 2014 James Feldman 29. Basis for comparison. Clearly stated activities. Reference for the success. Marketing environment. Entry into the marketplace. Marketing Plan 2014 James Feldman 30. According to Jim You Create VALUE Not Provide services. 2014 James Feldman 31. What is S.W.O.T.? 2014 James Feldman 32. Internal External Things the company does well Things the company does not do well Conditions in the external environment that favor strengths Doesnt relate to existing strengths or weakness 2014 James Feldman 33. Internal External 2014 James Feldman Stemming from The External environment Internal environment 34. Internal External 2014 James Feldman Brand Awareness Image Reputation Distribution Pricing Customer Loyalty Product Benefits Finance R&D Manufacturing 35. Cash Cows Market Share High Stars Low Dogs LowHig h 2014 James Feldman 36. High Low LowHig h Stars High Growth-High Share Business is likely to generate enough cash to be self- sustaining. PROMOTE AGGRESSIVELY High Growth-Low Share Business requires a lot of cash to maintain market share. INVEST MORE CASH-DIVEST Low Growth-High Share Business can be used to support other business units. DEFEND AND MAINTAIN Dogs Low Growth-Low Share Business is a cash trap. Focus on short term. AVOID RISKY PROJECTS Cash Cows 2014 James Feldman 37. Strategic Planning should focus on the view of your clients Define Your Values. Define Your Goals. Take Control. Define Your Strengths. Find Clarity. Be A Leader. 38. 2014 James Feldman All Rights Reserved FAILURE AND SUCCESS ARE RELATED 39. EXPERIENCE Hierarchy Of Strategic Planning Workshop BELIEF CONFIDENCE MOTIVATION This different than what I do today. If I do this, I would be more successful. I have the ability to make Shift Happen. The reward is worth the risk and effort. Positive Experience fuels the desire to do more. UNDERSTANDING 2014 James Feldman 40. According to Jim 2014 James Feldman Your Customers are not concerned with what you accomplished Yesterday , or what you did Today, its all about Tomorrow that really matters. 41. Talk To Me jamesfeldman.coachesconsole.com Visit ShiftHappens.com or call 312-527-9111 /in/jamesfeldman @ShiftHappensNow #shifthappens /shifthappensnow