Critical Baselines for Effective Strategic Planning (PowerPoint PPT Slide Deck)
PowerPoint (PPT) 29 Slides
$29.00
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 (Critical Baselines for Effective Strategic Planning) is a 29-slide PPT PowerPoint presentation slide deck (PPT), which you can download immediately upon purchase.
This PowerPoint presentation discusses 2 important concepts related to Strategic Planning:
1. The 4 Stages of Maturity. This is an important framework to understand. For each stage, we cover strategic implications on organizations depending on their market position and general guidelines for all organizations.
2. Strategic Planning Approaches. There are 3 common approaches to Strategic Planning: Vision & Goal Based Planning, Issues Based Planning, Integrated Planning.
Concepts covered are critical in the overall understanding and successful implementation of a Strategic Planning process. It is important to note that the approaches and typical needs noted in each category are not necessarily or exclusively restricted to that category alone.
Additional concepts covered include Maturity-Competitive Position Matrix, Business Growth Curve, Market Positions, Competitive Profiling.
This document can be used as a supplement to our other document available on Flevy, The Complete Guide to 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 PPT also provides detailed guidelines for organizations at different stages of maturity, ensuring tailored strategic planning. It includes definitions and characteristics of five market positions, offering a comprehensive understanding of competitive dynamics.
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 PowerPoint Slides: Critical Baselines for Effective Strategic Planning PowerPoint (PPT) Presentation Slide Deck, Echelon Associates
This PPT slide presents a graphical representation of the typical lifecycle growth curve of a business, highlighting 4 distinct stages: Embryonic, Growth, Mature, and Aging. The vertical axis indicates sales volume, while the horizontal axis represents time. The curve illustrates how sales evolve through these stages, peaking during the Mature phase.
In the Embryonic stage, businesses experience initial growth as they establish their market presence. This phase is characterized by low sales volume and high uncertainty. As the business transitions into the Growth stage, sales begin to increase significantly, driven by market acceptance and expanding customer bases. This phase is crucial for building brand recognition and operational capacity.
The Mature stage is where the graph shows a peak in sales. Here, businesses often enjoy stable revenue streams,, but growth rates may begin to slow. It's a critical juncture for companies to innovate or diversify to maintain momentum. The Aging stage follows, where sales typically decline as market saturation occurs or consumer preferences shift. Companies in this phase must strategize on how to either rejuvenate their offerings or manage decline effectively.
Understanding this lifecycle is vital for executives aiming to make informed decisions regarding resource allocation, strategic initiatives, and market positioning. The graph serves as a visual tool to assess where a business currently stands in its lifecycle and what actions may be necessary to navigate future challenges. Recognizing these stages can lead to more effective planning and execution of strategies tailored to each phase of growth.
This PPT slide outlines 3 primary approaches to strategic planning, emphasizing the importance of decision-making in the formation of a strategic plan. It highlights that organizations must choose a basis for their strategy, which can significantly impact their overall direction and effectiveness. The 3 approaches listed are Vision & Goal Based Planning, Issues Based Planning, and Integrated Planning.
Vision & Goal Based Planning focuses on aligning the strategic plan with the organization's long-term vision and objectives. This method encourages top management to consider what they aspire to achieve, ensuring that the strategy is not just reactive, but proactive in shaping the future.
Issues Based Planning, on the other hand, emphasizes addressing specific challenges or issues the organization faces. This approach allows management to prioritize and tackle pressing problems, ensuring that the strategy is relevant and responsive to current conditions.
Integrated Planning combines elements from both previous approaches, aiming for a holistic view that incorporates various aspects of the organization and its environment. This method is particularly useful for organizations that need to align multiple departments or functions under a cohesive strategy.
The slide concludes with a reminder that these 3 planning options should be reviewed multiple times, suggesting that strategic planning is not a one-time event, but an ongoing process. This iterative approach allows organizations to adapt and refine their strategies as conditions change, ensuring continued relevance and effectiveness.
This PPT slide outlines the 4 stages of business and market evolution: Embryonic, Growth, Mature, and Aging. It emphasizes that every organization will inevitably transition through these stages, which should be integral to strategic planning. The text suggests that understanding these stages is crucial for developing effective strategies tailored to the specific needs of a business at any point in its lifecycle.
The visual representation of the stages provides a clear framework for understanding the progression of a business. Each stage represents a distinct phase with unique characteristics and challenges. The slide highlights that strategies suitable for a mature business differ significantly from those appropriate for an earlier stage. This distinction is essential for decision-makers to grasp, as it influences resource allocation, market positioning, and operational focus.
The mention of "cyclic transitions" indicates that businesses may not only progress linearly through these stages, but may also revisit earlier phases due to market dynamics or internal factors. This cyclical nature requires leaders to remain agile and adaptable in their strategic approaches.
The slide serves as a foundational piece for executives looking to align their strategic initiatives with the current maturity stage of their organization. It underscores the importance of recognizing where a business stands in its lifecycle to implement relevant strategies effectively. By doing so, leaders can better navigate the complexities of their market environment and drive sustainable growth. Overall, this slide provides valuable insights for any organization aiming to refine its strategic planning process.
This PPT slide outlines strategic guidelines for 5 distinct market positions during the growth stage of a business. Each position is categorized based on its competitive profile, providing a clear framework for decision-making. The categories are Dominant, Strong, Favorable, Tenable, and Weak, each with specific strategic recommendations.
The Dominant position emphasizes maintaining market leadership and sustaining growth while ensuring profitability. This suggests a focus on reinforcing existing strengths and leveraging market share. The Strong position encourages improving competitive standing and increasing market share, with an expectation of profitability through strategic investments aimed at growth.
For those in a Favorable position, the guidance shifts towards selective market share increases, indicating a more cautious approach to investment. The Tenable position highlights the need to identify and protect niche markets, although it acknowledges the potential for unprofitability, suggesting a more defensive strategy.
Finally, the Weak position advises a turnaround or divestment strategy, indicating that resources should be redirected away from unprofitable ventures. This structured approach allows executives to assess their current market standing and make informed decisions based on their specific circumstances. The visual representation aids in quickly grasping the strategic implications associated with each position, making it a practical tool for executives looking to navigate the complexities of growth-stage strategy.
This PPT slide outlines 5 distinct market positions: Dominant, Strong, Favorable, Tenable, and Weak. Each position is defined by specific characteristics that highlight the strategic capabilities and vulnerabilities associated with them.
The Dominant position is characterized by control over performance and tactics within a niche market. Companies in this category have significant influence and can dictate market dynamics. They possess the ability to shape strategies that competitors must follow, ensuring a stronghold in their sector.
The Strong position indicates flexibility and adaptability. Firms here have multiple strategic options and can pivot without risking their market standing. Their resilience against competitor actions allows them to maintain a robust presence in the market.
Favorable positions leverage existing strengths effectively. Companies can capitalize on their competitive advantages and have the potential to enhance their market stance through various strategies. This position suggests a proactive approach to maintaining relevance and influence.
Tenable positions reflect a precarious balance. While companies can still participate in the market, their performance is limited, and they face challenges in improving their standing. The strategies available to them are few, indicating a need for careful navigation to avoid decline.
The Weak position is the most vulnerable. Companies here struggle with poor performance and face significant risks of market exit. Their lack of competitive strength leaves them exposed, making it critical to reassess strategies to avoid further decline.
Understanding these market positions is essential for executives aiming to evaluate their current standing and strategize for future growth.
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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