This presentation is created by an expert in Strategic Planning, having been involved in the planning sessions of 3M, Gillette, Rubbermaid, Zenith, Sunbeam, and 100s of others. He's been working in Strategic Planning since the 60s.
This product (Complete Guide to Strategic Planning) is a 77-slide PPT PowerPoint presentation slide deck (PPT), which you can download immediately upon purchase.
This 77-slide PowerPoint presentation fully illustrates a comprehensive process for the formation of a Strategic Business Plan. It is intended to provide a compendium of substantive input based upon consulting market and management coaching experience and proven techniques generated from currently respected approaches. It is inclusive of both accepted new, as well as long-standing classic systems if considered compulsory today to the formation of an effective, successful strategic plan. There are several popular but currently less effective tools (eg BCG Matrix, etc.) that have not been included in this guide. We will only utilize those tools and processes that have, through our experience, proven effective for Strategic Planning formation in today's Digital Economy (please see author background below).
This unified guide is meant for executives and business owners who are responsible for creating, demonstrating the logic for, and leading the strategic planning exercise within their respective organizations.
Our purpose in this presentation is to define what is meant by strategy. It includes a historical perspective to clarify why a Strategic Management and Formulated Strategic Plan is critical to business success. We will discuss the creation, facilitation, and implementation of a strategic plan through an essential, unified process relevant to the objectives sought by the business and organization utilizing it.
In short, the purpose of this document is as follows:
1. To define strategy.
2. To explain the importance of strategy and it's necessity for success
3. To describe strategic formulating and developing of a business plan.
For more information on Strategic Plan formation, take a look at my supplemental document available on Flevy, Critical Baselines for Effective Strategic Planning.
AUTHOR BACKGROUND
Anthony Gable, MBA, is a Strategic Planning Specialist. He has been advising individual owners, executives, and profit-center (SBU) heads and their teams on the strategic planning process since 1983. Prior to that, he gained management experience from years of wide-reaching exposure in the corporate sector as a manager and executive.
Mr. Gable simplifies strategic planning through a unified process which analyzes the competitive environment, relative maturity of the industry, markets, products involved, and company objectives. Strategic options are then distilled out, clarified, and made tangible.
Mr. Gable has held executive positions with major organizations, including roles as a Corporate and Divisional Vice President, Director of Sales and Marketing, National Sales Manager, and profit-center (SBU) positions as a Product and Business Manager. Additionally, he has extensive successful executive involvement in both corporate turnarounds and trustee appointed work-out scenarios, with management and operational exposure throughout the US, Canada, and Europe in a wide variety of markets and end-use product applications. His consultative repertoire has included management Strategic Planning leadership development, coaching and team building with associated presentation and facilitation to small and mid-size companies as well as to executives and department heads in large, internationally recognized organizations.
The guide delves into the historical evolution of strategic planning, providing a comprehensive understanding of its stages. It also emphasizes the importance of defining core terms and analyzing critical market forces to formulate a robust strategic plan.
Got a question about the product? Email us at support@flevy.com or ask the author directly by using the "Ask the Author a Question" form. If you cannot view the preview above this document description, go here to view the large preview instead.
Source: Best Practices in Strategic Planning, Strategic Analysis PowerPoint Slides: Complete Guide to Strategic Planning PowerPoint (PPT) Presentation Slide Deck, Echelon Associates
This PPT slide presents a graph illustrating the typical lifecycle growth curve of a business, segmented into 4 distinct phases: Embryonic, Growth, Maturity, and Aging. The vertical axis represents sales volume, while the horizontal axis denotes time. The curve starts in the Embryonic phase, where sales are low as the business is just beginning to establish itself. As the business progresses into the Growth phase, sales begin to increase significantly, reflecting a period of rapid expansion and market penetration.
Upon reaching the Maturity phase, the growth rate stabilizes, indicating that the business has captured a substantial market share. This phase is characterized by steady sales,, but the potential for further growth diminishes. Finally, the Aging phase marks a decline in sales, suggesting that the business may face challenges such as market saturation or increased competition.
The accompanying text emphasizes the importance of understanding the maturity stage of a business when developing strategic plans. It highlights that strategies suitable for a mature business differ markedly from those applicable to earlier stages of development. This insight is crucial for executives aiming to tailor their approaches based on the specific lifecycle phase their business occupies.
The slide serves as a reminder that strategic planning must align with the business's current position in its lifecycle. This understanding can significantly influence decision-making processes, resource allocation, and long-term planning. Overall, the content encourages a thoughtful examination of the business's maturity to ensure that strategies are appropriately designed and executed.
This PPT slide outlines the evolution of strategic planning through 5 distinct stages, spanning from 1820 to the present. Each stage is characterized by a specific focus that reflects the changing priorities and methodologies in planning practices.
The first stage, labeled "Entrepreneurial" (1820-1920), emphasizes a corporation-centric approach. This period likely highlights the foundational role of individual entrepreneurs in shaping business strategies. The second stage, "Functional" (1920-1950), shifts the focus to specific functions within organizations, suggesting a more structured approach to planning that prioritizes departmental objectives.
The third stage, "Comprehensive" (1950-1970), indicates a broader organizational perspective, integrating various functions into a cohesive planning process. This stage likely reflects the growing complexity of businesses and the need for a more holistic view of organizational strategy.
The fourth stage, "Strategic" (1970-1980), marks a significant transition towards a more defined strategic framework. This phase suggests a focus on aligning business objectives with market dynamics, indicating a shift towards a more proactive approach in planning.
The final stage, "Systemic" (1980-Current), represents the current trend of integrating planning with the external environment, emphasizing adaptability and responsiveness. This stage likely reflects the complexities of modern business landscapes, where organizations must consider external factors in their strategic planning.
Overall, this slide provides a clear historical context for understanding how strategic planning has developed over time, highlighting the importance of adapting planning methodologies to meet evolving business needs.
This PPT slide presents a structured overview of critical elements that are essential for developing a strategic plan. It emphasizes the importance of understanding these components as part of the strategic planning process. The content is organized into 2 main sections: a summary of the strategic plan and a detailed table defining 6 key elements.
The summary highlights the need to consider specific terms throughout the analysis and development of an effective strategic plan. This plan is deemed vital for the ongoing success of the company, its management, and its market position.
The table lists 6 elements: Industry, Market, Competitors, Business, Strategy, and Program. Each element is defined succinctly, providing clarity on its relevance. For instance, "Industry" refers to the company and its competitors, while "Market" identifies the customer base served. "Competitors" are described as suppliers offering alternatives, which include both direct and indirect competition.
The "Business" section outlines the activities necessary to deliver goods to similar markets, while "Strategy" discusses the allocation of resources to support business direction at various organizational levels. Lastly, "Program" encompasses the activities needed to implement the strategy.
The concluding remark reinforces that each factor is critical for informed strategic decision-making. This slide serves as a foundational reference for executives looking to align their strategic initiatives with these essential elements, ensuring a comprehensive approach to planning and execution.
This PPT slide presents a Maturity-Competitive Position Matrix, illustrating the relationship between market positions and industry maturity. It categorizes competitive positions into 5 distinct levels: Leadership, Strong, Favorable, Tenable, and Weak. These categories are plotted against 4 stages of industry maturity: Embryonic, Growth, Maturity, and Aging.
The matrix uses color coding to signify the status of each competitive position within the respective maturity stage. Green typically indicates a favorable position, suggesting strong market performance and potential for growth. Yellow or orange may represent areas that require attention, indicating moderate performance or emerging challenges. Red highlights positions that are weak, signaling significant issues that need urgent strategic intervention.
This visual tool serves as a strategic framework for executives to assess their organization's current standing in the market relative to industry maturity. It allows for quick identification of strengths and weaknesses across different competitive positions. By analyzing where a company falls within this matrix, leaders can make informed decisions about resource allocation, strategic initiatives, and potential areas for improvement.
The matrix also emphasizes the importance of situational analysis and strategic formulation, suggesting that understanding one’s competitive position is crucial for long-term success. This framework can guide organizations in developing targeted strategies that align with their market position and maturity stage, ultimately driving better business outcomes. Utilizing this matrix can help executives navigate the complexities of market dynamics and enhance their strategic planning efforts.
This PPT slide outlines a structured approach to developing a written business plan, emphasizing the importance of situational analysis. It begins with a clear definition of the components that should be included, categorized under various headings. The first section, "The Strategic Focus," likely addresses the overarching goals and vision of the business, setting the stage for subsequent analysis.
Next, "The Business" section appears to delve into organizational structure and management practices, which are crucial for understanding internal capabilities. Following this, "The Market Analysis" is essential for assessing external conditions and identifying opportunities or threats in the marketplace. The inclusion of "The Products" and "The Marketing" sections suggests a focus on product positioning and promotional strategies, both vital for market success.
The slide also highlights R&D, indicating a commitment to innovation and product development. "Manufacturing / Distribution" points to operational considerations, while "The Supply Chain" emphasizes the importance of logistics and resource management. Each of these elements contributes to a comprehensive understanding of the business environment.
The slide further includes sections on financial aspects, risk management, and corporate governance, which are critical for ensuring sustainability and compliance. The mention of "Investment and Use of Funds" suggests a focus on financial strategy, while "The Strategic Action Plan" and "Future Plan Development" indicate a forward-looking approach, essential for long-term success.
This structured framework provides a roadmap for executives looking to create or refine their business plans, ensuring that all critical components are addressed systematically.
This PPT slide outlines significant shifts in market dynamics from the early 20th century to the present day. It contrasts 2 distinct eras: "The Way It Was" and "The Way It Is Now." The left column highlights characteristics of the earlier market environment, such as unlimited resources, unsaturated markets, and rapid growth. These factors contributed to a landscape where competition was modest, regulation was limited, and businesses operated with a high degree of predictability and freedom.
On the right side, the current market dynamics are presented, revealing a stark transformation. Limited resources, saturated markets, and slow growth characterize today's environment. Companies now face competitive resistance and increased regulation, making the landscape more challenging and unpredictable. The shift from freedom to external constraints indicates a tightening of operational flexibility, requiring businesses to adapt their strategies accordingly.
The slide emphasizes a transition from a relatively simple and accommodating business environment to a complex and often restrictive one. This evolution necessitates a more strategic approach to planning, as organizations must navigate increased competition and regulatory pressures. The insights provided here are crucial for executives looking to understand the current market context and the implications for their strategic planning processes. Recognizing these shifts can inform decision-making and help businesses position themselves effectively in a rapidly changing landscape.
This PPT slide outlines the 5 core functions of management, presented in a funnel-like structure that visually emphasizes their hierarchical nature. At the top, "Planning" is identified as the most critical function, setting the foundation for effective management. Following this is "Organizing," which involves structuring resources and tasks to achieve the goals established during the planning phase.
The middle tier includes "Delegating," which is essential for distributing responsibilities among team members. However, this function is positioned below the first two, suggesting that while delegation is necessary, it should be done with careful consideration of the overarching plans and organizational structure.
Next is "Directing," which focuses on guiding and motivating employees to execute their tasks effectively. This function is crucial for maintaining momentum and ensuring that the team remains aligned with the strategic objectives. Finally, "Control" is at the base of the funnel, indicating that it serves as a feedback mechanism to monitor performance and ensure that the organization stays on track toward its goals.
The slide also includes key takeaways in a yellow box, emphasizing that these functions are the most important aspects of management and cannot be delegated. This highlights the necessity for leaders to engage directly with these functions to drive organizational success.
Overall, the slide serves as a concise reference for understanding the essential roles that management plays in guiding an organization, making it a valuable resource for executives looking to refine their management strategies.
This PPT slide outlines a five-phase basic planning process essential for effective strategic planning. It begins with "Business Unit Identification," which likely emphasizes recognizing distinct units within an organization that require tailored strategies. This phase sets the foundation for the subsequent steps, ensuring that the planning is relevant to each business unit's specific context.
The second phase, "Situational Analysis," focuses on assessing the current environment and internal capabilities. This analysis is crucial for understanding the factors that could impact strategic decisions. Following this, "Strategic Formulation" is where actionable strategies are developed based on insights gathered from the previous phases. This phase is about translating analysis into concrete plans.
Next, the slide presents "Performance Analysis/Business Plan." This phase likely involves evaluating the effectiveness of the strategies and creating a detailed business plan that outlines how to implement them. Finally, "Performance Measurement & Control" is about establishing metrics and controls to monitor progress and ensure alignment with strategic goals.
The text emphasizes that the transition between these phases is critical, suggesting that each step must be executed in sequence for the overall plan to be effective. It also indicates that each phase will be explored in detail in subsequent slides, allowing for a deeper understanding of how to integrate these components into a cohesive planning approach. This structured methodology can be particularly beneficial for organizations seeking to enhance their strategic planning capabilities.
This PPT slide outlines essential conditions that can facilitate an organization’s efforts to increase its market share. It emphasizes the importance of understanding various market dynamics and internal capabilities that contribute to achieving a dominant position within an industry.
The slide is structured around 3 main strategic options: maintaining, increasing, or relinquishing market share. The focus here is clearly on increasing market share, which is depicted as a proactive strategy. The bullet point suggests that organizations should evaluate specific aspects and market conditions that can support this goal.
Key conditions listed include a growing market, cost advantage, and acquisition. A growing market indicates potential for expansion, suggesting that organizations should target sectors where demand is on the rise. Cost advantage implies that having lower operational costs can enhance competitiveness, allowing for better pricing strategies or increased margins. Acquisition is highlighted as a method to rapidly increase market presence, suggesting that mergers or takeovers can be effective strategies for gaining market share.
Additional factors mentioned include product advantage or differentiation, which stresses the need for unique offerings that stand out in the marketplace. The note about increasing share costing money indicates that while pursuing growth, organizations must be prepared for the financial implications involved in such strategies.
Overall, this slide serves as a foundational guide for executives looking to navigate the complexities of market share growth, providing a clear framework for strategic decision-making.
This PPT slide emphasizes the importance of defining 4 core terms: "Strategy," "Planning," "Strategic Planning," and "Business Plan." It asserts that a clear understanding of these terms is essential for the teams involved. The text indicates that these definitions will serve as foundational elements in developing a strategic approach. This is crucial as it sets the stage for deeper discussions in subsequent slides.
The visual component of the slide features a puzzle-like graphic that illustrates the interconnections between the 4 terms. Each term is represented as a puzzle piece, suggesting that they are integral to a cohesive framework. The layout implies that while each term has its distinct meaning, they collectively contribute to a holistic understanding of strategic initiatives.
The slide also hints at a structured approach to strategic planning, indicating that the following slides will delve into the critical factors associated with these terms. This suggests a methodical progression in the presentation, where each term will be explored in detail, allowing for a comprehensive grasp of the strategic planning process.
For potential customers, this slide serves as a primer, highlighting the necessity of clarity in terminology before embarking on more complex discussions. It underscores the importance of a shared vocabulary among stakeholders, which can facilitate better communication and alignment as they move forward in their strategic endeavors. Understanding these core terms is not just academic; it’s a practical step toward effective planning and execution.
This PPT slide presents a framework for developing a strategic plan, emphasizing the importance of well-defined tactics. It outlines the necessity for managers to select from a variety of strategic options to ensure organizational effectiveness. The content is structured around a series of critical questions and components essential for strategic planning.
The left section highlights the need for clarity in identifying various elements involved in the strategic plan. It stresses the importance of disclosing essential procedures, activities, responsibilities, and the rationale behind them to all stakeholders. This transparency is crucial for effective implementation and follow-up.
On the right side, the slide lists key components of the strategic plan, including Product/Market, Reason, Activity, Responsibility, Cost, Time, Result, Competitor Response, and Control. Each component is paired with guiding questions that prompt deeper analysis. For instance, under Product/Market, the focus is on identifying market segments, while the Reason section asks why the initiative is being pursued. This structured approach encourages thorough consideration of all aspects of the strategy.
The slide also implies that a majority of these critical factors are interconnected, suggesting that neglecting any one of them could jeopardize the overall success of the strategic plan. By addressing these components, organizations can better navigate the complexities of strategic planning and execution.
Overall, this slide serves as a foundational tool for managers looking to develop a comprehensive strategic plan, ensuring that all necessary elements are considered and aligned for optimal outcomes.
This PPT slide presents a flow diagram outlining the process of Strategic Planning Formation. It emphasizes the cyclical nature of strategic planning, highlighting key stages and management factors essential for successful execution.
At the top, "Top Management Acceptance and Commitment" serves as the initial step, indicating that leadership buy-in is crucial for the planning process to gain momentum. This commitment is vital for ensuring that the strategic initiatives align with the organization's vision and objectives. Following this, the process moves to "Passes to Operational Management for Implementation," which signifies the transition from high-level strategy to actionable plans. Operational management plays a critical role in translating strategic goals into day-to-day activities.
Next, the slide addresses "Review Implementation," which suggests a feedback loop where the effectiveness of the strategies is assessed. This stage is essential for identifying any gaps between the planned objectives and actual performance. After reviewing, the focus shifts to "Implement Strategy Control," indicating that ongoing monitoring and adjustment are necessary to keep the strategy on track.
The cycle culminates in "Successful Outcome via Adherence to Plans," reinforcing the idea that consistent execution and adherence to the established plans lead to desired results. The diagram's circular structure symbolizes the iterative nature of strategic planning, where each phase informs the next, creating a continuous improvement loop.
The additional note at the bottom suggests that this framework can also assist in developing timelines for project completion, adding a practical aspect to the theoretical model. This slide serves as a valuable tool for organizations looking to refine their strategic planning processes.
This PPT slide emphasizes the importance of evaluating both financial and non-financial factors in strategic planning. It is structured into 2 main categories: Internal Processes and Financial Processes, each containing specific examples that illustrate these concepts.
Under Internal Processes, the slide lists key areas such as customer management, innovation approaches, and the handling of regulatory processes. These factors highlight the operational aspects that can significantly impact an organization’s effectiveness. For instance, improving internal organization efficiency can lead to better service delivery and enhanced customer satisfaction. The mention of converting intangible assets into tangible value suggests a focus on maximizing existing resources, which is crucial for long-term sustainability.
The Financial Processes section focuses on monetary aspects, including revenue growth and profitability. It points out the necessity of reducing costs and exploring expansion opportunities. This dual focus on financial metrics and operational capabilities underscores the interconnectedness of these elements in achieving strategic objectives.
The concluding note stresses that internal factors must align with planning objectives, targets, initiatives, and measurement. This alignment is vital for ensuring that both financial and non-financial considerations are integrated into the strategic planning process. By doing so, organizations can create a more holistic approach to strategy that not only drives profitability, but also enhances operational effectiveness. This slide serves as a foundational reminder for executives to balance these dimensions in their strategic considerations.
This PPT slide focuses on the concept of competitive position within a specific market, emphasizing its importance in strategic planning. It outlines a structured approach to understanding where an organization stands relative to its competitors. The content is divided into 3 main sections: Definition of Business, Maturity of Industry, and Basis of Competition.
The first section, "Definition of Business," likely addresses the need to clearly articulate the organization's core business activities and objectives. This clarity is essential for aligning strategic initiatives with market realities. The second section, "Maturity of Industry," probably discusses the various stages of industry development, which can influence competitive dynamics. Understanding where the industry stands can help in anticipating changes and adapting strategies accordingly.
The slide also introduces a classification system for market status, represented by a funnel diagram with categories ranging from "Dominant" to "Weak." This visual representation suggests a spectrum of competitive positions that organizations can occupy. The text indicates that further details will be provided in subsequent slides, which will elaborate on the factors influencing these classifications.
Overall, the slide serves as a foundational element in the strategic planning process, highlighting the necessity of a thorough competitive analysis. It encourages organizations to assess their position critically and prepares them for deeper exploration of the factors that will shape their strategies. This structured approach can lead to more informed decision-making and better alignment of resources with market opportunities.
This presentation is created by an expert in Strategic Planning, having been involved in the planning sessions of 3M, Gillette, Rubbermaid, Zenith, Sunbeam, and 100s of others. He's been working in Strategic Planning since the 60s.
Anthony Gable, MBA, Principal/Owner of Echelon Associates, is a Strategic Planning Specialist. He has been advising individual owners, executives, and profit-center (SBU) heads and their teams on the strategic planning process since 1983. Prior to that, he gained management experience from years of wide-reaching exposure in the corporate sector as a manager and executive.
Mr. Gable
... [read more] simplifies strategic planning through a unified process which analyzes the competitive environment, relative maturity of the industry, markets, products involved, and company objectives. Strategic options are then distilled out, clarified, and made tangible.
Mr. Gable has held executive positions with major organizations, including roles as a Corporate and Divisional Vice President, Director of Sales and Marketing, National Sales Manager, and profit-center (SBU) positions as a Product and Business Manager. Additionally, he has extensive successful executive involvement in both corporate turnarounds and trustee appointed work-out scenarios, with management and operational exposure throughout the US, Canada, and Europe in a wide variety of markets and end-use product applications. His consultative repertoire has included management Strategic Planning leadership development, coaching and team building with associated presentation and facilitation to small and mid-size companies as well as to executives and department heads in large, internationally recognized organizations.
The average daily rate of a McKinsey consultant is $6,625 (not including expenses). The average price of a Flevy document is $65.
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