Strategic Plan

High level
Long term
3-5 year financial plan
Purpose/vision/mission/strategy
Long-term goals
Strategic initiatives.

Strategic plan
High level
Long term
3-5 year financial plan
Purpose/mission/vision/strategy
Long-term goals
Strategic initiatives

Strategic plan
High level
Long term
3-5 years financial plan
Purpose/vision/mission/strategy
Long-term goals
Strategic initiative

A strategic plan is a document that aligns the long-term direction of a company

Every company has limited resources and numerous opportunities.  long term road map to
achieve organizational goals and objectives.

Document that aligns the long term direction of a company

Annual plan
Very detailed
Short-term
1 year financial plan
Annual impact
Operational planning
Change management

Annual pan
Very detailed
Short-term
1 year financial plan
Annual impact
Operational planning
Change management

Professional executive summary

Header – sharp and revealing
Splash of color
Single space- no indentations
Justify left and right
Font selection and sizes
Spatial arrangements critical
Margins left and right top and bottom
Visual charts and graphs
Overview- succinct
Content-compelling story
Summary -significant impact
Grammar & sentence structure
Citations (endnotes 2nd page)
Citation page format

Justified margins left and right

Header sharp and revealing
Splash of color
½ inch margins top and bottom and left and right
Chart or graph
Font selections and sizes
Overview-succinct
Summary – significant impact
Citations (endnotes on 2nd page)
Citation page format
Content – compelling story
Spatial arrangement critical
single space – no indentations

customer segmentation – practice a customer base into similar targeted groups to allocate
resources more effectively

practice of dividing a customer base into similarly targeted groups in order to allocate resources
more effectively.

Customer segmentation model

Revenue
Value added
Potential
Commitment

Traditional, valuation, growth, partnership

8 key elements of the model
 Differentiated treatment (partner vs. customer)
 Expanded view of trust
 Integrity – let your yes be yes
 1:1 marketing vs. mass marketing
 The selling pyramid
 The salesman barrier
 Collaboration versus negotiation
 The visual model
a. Defined commitment levels
b. Defined treatment plans
c. The undefined black box

1-1 marketing vs. mass marketing

sell one product to many customers -> sell different products to one customer at a time
undifferentiated products -> differentiated customers
acquire a constant stream of new customers -> seek new business with current customers
focus on economics of scale -> focus on the success of our committed customers.

Sell one product ot many customers -> sell differentiated products to one customer
Undifferentiated products -> differentiated customers
Constant stream of new custoemrs -> seek new business with current customers
Focus on economies of scale -> focus on the success of committed customers

Sell one product to many customers -> sell different products to one customer at a time
Undifferentiated products  differentiated customers
Constant stream of new customers  seek new business from current customers
Focus on economies of scale  seek success of committed customers.

Sell one product ot many customers  sell different products to one customer
Unidfferitated products  differentiated customers
Constsant stream of new customers  seek new business from existing customers
Focus on economies of scale  seek success of committed customers.

One product to many customers  different products to same customer

Undifferentiated product  differentiated customers
Acquire constant stream of new customers  seek new business from existing customers
Seek economies of scale  seek success of commited customers.

B2B selling pyramid

 #1
GM
sales exec
product mgt
director purchasing
buyer
Executive team
Partner approach:
Relationship-owership
Focus:
Business collaboration
Special status
Ease of doing business
Premier presentation
Tech expertise & services
Working capital

Sales team
Customer approach
Relationship –buyer
Focus:
Price
Quality
Delivery
Features
Warranty

Customer approach
Partner approach

Negotiation – wealth stagnation

Collaboration – wealth creation

Why – purpose

How – you do things strategy.

What - mission

Purpose statement is the reason why an organization was created and why it exists

Mission statement – declaration of identity and direction

A mission statement is a declaration of identity and direction

Brand identity

Vision statement – aw rod picture of the future.

Core values – a core value is a foundational and deeply held belief that is valued and essential to
the culture of an organization

Guiding principle – actionable standard that influences the conduct of ehavior

Foundational and depply held belief that is valued and essential to the culture of an organization

Actionable standard that influces the conduct of behavior.

Core behavior – behavior is the manner of conductiong oneself.

A corporate boundary is a limit placed upon a business by a higher authority.

Branding the process of building a connection over an extended period of time between
customers and a product service or company

Branding vs. marketing

Strategic v. tactical
Expression v. communication
Identity vs. messaging
Pull versus push

Strategic versus tactical

Expression versus communication
Identity versus messaging
Pull versus push
Strategic versus tactical
Expression versus communication
Identity versus messaging
Pull versus push

Strategic versus tactical

Expression versus communication
Identity versus messaging
Pull versus push

Strategic versus tactical

Expression versus communication
Identity versus messaging
Pull versus push

Rational
Best buy – price &quality
logical choice – features and benefits

Emotional
Implicit processing – response triggers
Attentive thougt – personal experiences.

Rational
Best buy – price and quality
Logical choice – features and benefits

Emotional
Implicit processing – emotional triggers
Attentive thought – personal experience

What kinds of personal experiences are we talking about?

- Defining moment
- Unexpected event
- Over-the-top occasion
- Shattered expectation
- One of a kind experience
- Unexpressed need met

Maslow’s hierarchy of needs

 self-
actualization
self-esteem
needs

social needs

safety needs

physiological needs

How to create an attentive thought branding strategy.

1. Each customer contact is a defining moment
2. Find ways to say no and yes at the same time
3. Focus on the experience
4. Meet the unexpressed need
5. Do the one time unexpected
6. Shock and awe
7. Lifetime memories.

Each costumer contact is a defining moment

Find ways to say no and yes
Focus on Experience
Meet unexpressed need
One time unexpected
Showck and awe
Lifetime memories

Each customer contact is a defining moment

Find ways to say yes and no
Focus on the experience
Meet the unexpressed need
Shock and awe
Lifetime memories
One time unexpected.
One time unexpected
One time unexpected lifetime memories

One time unexpected

Lifetime memories
Meet the unexpressed need
Focus on the experience
Every customer contact is a defining moment

Every customer contact is a defining moment

Yes and no
Focus on experience
Meet the unexpressed need
Lifetime memories
One time unexpected
Shock and awe

Every customer contact is a defining moment

Yes and no
Focus on the experience
Meet the unexpressed need.
Shock and awe lasting memories
One time unexpected

Buyer power and supplier power

Threat of subsitutes and entrants
Competitive rivalry

Pasta for intermediate and advanced strategy

Positioning
Advantages
Sustainment
Tradeoffs
Analyitcs

Positioning – resource allocation

Advantages – differentiation
Sustainment – disciplined advances
Tradeoffs hard choices decisions
Analytics never ending mindse.t

Non rivalry strategy = 1 level

Competitive strategy – 2 level
Perpetual strategy – 3 level plan to achieve.
Non rivalry strategy

Business unit strategy – plan to achieve a sustainable and perpetual competitive advantage.

Strategy pyramid versus strategy umbrella. Know this!!!

Corporate strat
Business unit
Functional
Dim and dist
Core competencies
Value prop

Corp strat
Bus unit
Functional
Operational

Critical success factors are key activities that require constat attention and are absolutely
necessary to achieve the long term strategic goals of an organization

Critical success factors are key activities that require constant attention and are absolutely
necessary to achieve the long-term strategic goals of an organization

Critical success factors are key activities that require constant attention and are absolutely
necessary to achieve the long term strategic goals of an organization

Crticial success factors are key activities that require constant attention and are absolutely
necessary to achieve the long term strategic goals of an organization.

Key activities constant attention absolutely necessary long term goals

Strategic initiatives

More than one project, it encompasses many projects working together to serve the needs of the
larger corporation.

Key challenges: need to be monitored on a regular basis due to concstantly changing

environments.

Key perforanc eindicators

How to plan and prioritize projects:

1. Corporate initiatives
2. Mission alignment
3. Strategi impact pasta
4. Csf si kc kpi roi irr
 5. Resource availability
6. 3 year plan and parking lot is a must

Top down versus bottom up budgeting.

What is best for you is not always what is best for corporation silos!!!!
Return = margin x velocity

Awareness
LEAD
Prospect
Target
Close

Financial mandate engineering exercise

Top down cross functional teams

Head count focus activity focus

Chain saw quick scalpel slow

Same work less work

Damage potential healthy – builds growth

Emergency driven stewardship driven

Financial mandate engineering exercise

Top down cross functional teams

Head count activity focus

Chainsaw scapel

Same work less work

Potential for harm essential for growth

Emergency driven stewardship driven

Financial mandate engineering exercise

Top down cross functional teams
Headcount activity focus
Chainsaw scalpel
Same work less work
Potential for damage vital for growth
Emergency driven stewardship driven

Awareness
Leads
Propsect
Targets
Close
Customer

Operational planning
Annual impact

Sample agenda of top 10 selection meeting

 Overview of operational planning (what is it?)
 The strategic plan (review current plan)
 Annual plan prior year results
 Annual plan new year
 Top 10 strategic projects
a. History purpose benefits process
b. Master project list generation
c. Functional and cross functional team selection process
d. Top 10 final project selection

Strategic plan elements

High level
Long term
3-5 year financial plan
Purpose/mission/strategy/vision
Long term goals
Strategic initiatives

Annual plan elements

Low level
Highly detailed
1 year financial plan
Annual impact
Operational planning
Change management

Ok here are another 6 elements that are reviewed during top 10 strategic projects operational
planning meeting that are very similar but maybe. A little more helpful
1. Long term goals
 2. Purpose
3. Mission
4. Business unit strategy
5. Value proposition
6. Critical success factors

6 specific things you should bring up in the meeting:

Long term goals
Purpose
Mission
Business unit strategy
Value proposition
Critical success factors

Operational planning – what is it

Strategic plan
Overview of last operational plan
 Financials
 Level 1 objectives
 Top 10 projects
Next operational plan
 Financials
 Level 1 objectives

Top 10 strategic projects

 History | purpose | benefits | process
 Master project list generation
 Functional and cross functional team selection process
 Top 10 final projects selection

FAFIC

Focus
Allocates resources
Firepower concentrated
Innovation driver
Sustainable competitive advantage

Provides focus
Allocates resources
Coordinates firepower
Innovation
Competitive advantage

What is a strategic project

Corporate legal government compliance
Enhances competitive advantage by improving dimensions and distinctive
Improves financial strength
GAME CHANGER!!!

Qpp so important
Resources allocation
Accountability
2 reasons:
resource allocation
accountability

resource allocation
accountability

what can go wrong i.e. why is qpp so important

sneaking one in
not agreeing on scope – no vision
not involving stakeholder – working in a vacuum.
Treating process as an afterthought
Skills contribution versus project management
Not owning the outcome waiting
Not allowing time for input and revisions
Interpreting scope creep as negative.

Misallocation
Not agreeing on scope – lack of vision
Not involving stakeholders – working in vacuum
Treating process as an afterhought
No ownership – waiting
Not allowing time for input and revisions
Interpreting scope creep as negative

Resource theft.
Not agreeing on scope – lack of vision
Not involving stakeholders – working in a vacuum
Treating process as an afterthought
No ownership… waiting
Contributing skills but not management
Not allowing time for input and revisions
Scope cree p interpreted as negatiave.
Theft
Uncertainty on scope
No stakeholder input
Viewing process as an afterhouthgt
Contributing sills not management
Not taking ownership – waiting
Seeing scope creep as negative
Not allowing time for input and revisions

Never learned the rules

Make things up
Apply irrational thoguth

Learn the rules

Apply the rules
Do good things

Mastered the rules

Mastered the masters
Change the rules!!!
Like a freaking boss!! Alpha male. Top g. what color siy uour Bugatti?

2 reasons to have a qpp:

1. allocate resources effectively
2. accountability

8 thigns that could go wrong:

1. theft
2. lack of clarity regarding scope
3. lack of input from stakeholders
4. viewing process as an afterthought
5. skills contribution not management
6. not taking ownership waiting
7. not leaving time for revision
8. Viewing scope creep as a bad thing
9.

Level 5 leader

Who not where

Confront brutal facts

Hedgehog concept

Disciplined culture

Good use of technology as an accelerator

Disciplined people
Discliplined thought
Disciplined action

Level 5 executive
Effective leader
Competent manager
Ontributing team manager
Highly capable individual

Hedgehog concept:
How you can make money
What you can be best at
What you are passioate about.

Product leadership
Product differentiation

Operational plan what it is

Top 10 strategic projects meeting

What is an operational plan?
What is our strategic plan
Past operational plan
Future plan
Overview – history purpose etc.
Identify 10 strategic projects
Master list
Convergent teams
Final ten

Allocate resources
Accountability

8 things that can go wrong

Theft
Lack of clarity regarding scope
No onboarding stakeholders
Viewing process as an aftehrought
Contributing skill not management
No ownership – waiting
No time for revision
Viewing scope drift or expansion to be a problem

Level 5
Effective executive
Manager
Team player
Highly capable individual

Procurement coordinator
Buying coordinator

Project selection
Project definition
Project tracking
Project closure

Let what you say be simply yes or no. anything more than these is from the evil one.

Let what you say be simply yes or no. anything more than these is from the evil one.

Let what you say be simply yes or no. anything more than these is from the evil one.

Let what you

Let what you say be simply yes or no. anything more than this comes from evil.