戰(zhàn)略規(guī)劃模板strategic_plan_templat-2e-文庫吧
2025-01-04 07:11 本頁面
【正文】 Statement clearly defines the primary purpose or reasons for our existence. It is heavily focused on Customer Value. It is also vital to achieving organisational alignmentA mission statement typically provides clear and concise answers to the following questions: What products and services do we deliver? Where and when do we deliver our products and services? Which customer groups are our primary groups? Where are our primary customers What tangible value do our products and services deliver to customers? What is our petitive advantage? What additional munity and environmental benefits do we generate?Answers to the above questions provide a startpoint for preparing a statement that clearly positions the pany in the minds of key stakeholders and customersCore Organisational CompetenciesWhich core organisational skills and petencies are vital to achieving our mission Organisational ValuesWhat core organisational values must be imbedded in our organisation to establish a culture capable of achieving our Mission? Highest Priority GoalsList up to six of your highest priority goals in order of priority. These goals are formulated at Section 17. Section 17 shows how to use the SMAAART acronym to write clear, concise actionoriented goal statements. SMAAART Goals are Specific, Measurable, Actionoriented, Achievable, Affordable, Timebound. An example of a SMAAART Goal: By 30 June 2002 to construct and mission a worldstandard production and delivery facility capable of producing two 20 metre road bridges per month for direct installation in to Australia39。s public road system.In essence strategic goals progressively take the pany to its next level of performance and keep it there. Goal One. Goal Two Goal Three Goal Four Performance ObjectivesThe performance objectives below, in bination, form a performance scorecard for easily tracking the performance improvements generated by this plan. Section 17 provides the inputs for this scorecard. The planning team determines the position of the performance scorecard. Performance AreaPerformance MeasuresTargetTime FrameFinancial PerformanceCustomer and Market PerformanceInternal Efficiency and EffectivenessLong Term Development and InnovationSECTION TWOTHE BUSINESSProvide a concise overview of the business. Areas for consideration when preparing this section to include:Owners/Directors/Shareholders/ShareholdingsA brief history of the businessCorporate and business culturesNature of the business and it main activitiesLocationCurrent stage in its life cyclePast performance and key achievementsKey business advisors Solicitor, Banker, Accountant, and ConsultantsRelationships with key stakeholdersCompetitive strengths and weaknessesSECTION THREEMARKET ANALYSISConduct a detailed analysis across each of the following areas to identify and quantify key market opportunities/gaps, barriers to market entry, threats, pliance requirements, risks, performance multipliers, critical success factors etc that must be considered when developing high priority product development, marketing and business strategies. All budgetary and financial constraints must be factored in to this planning. Global/National Trends, Developments, Cycles and Changes of Relevance Macroenvironment (eg, political, economic, legal, social/cultural, demographics, technology) Industry Markets, Customers and Suppliers Competitors and their ProductsQuestions typically asked during the analysis would include: What are the industry39。s economics, critical success factors, key risks, petitiveness, pliance and standards requirements, emerging trends and key technologies? Who are the key customers and major petitors in each target markets? What are the sizes of the target markets? Are they growing? If yes, at what rate? What market share does each major petitor hold in your primary markets What are the strengths and weaknesses of major petitors and their products? What are the petitive price points for products in each market? What petitive advantages must your products have to successfully enter and pete in target markets? How will you differentiate your products and add morecustomervalue than petitors? Key questions about your primary customers: * Specifically what need or problem does your product target? * Who will make the decision to purchase your products? * What are their decision criteria? * Where are the products bought? * How are the products bought? * When are the products bought? * Why are the products bought? How well do you know your primary customers and key petitors? How strong are your relationships with key customers and key stakeholders. How do you involve them in product development? What factors will be critical to building strong and enduring brands with them? What levels of demand for your products are realistic across your primary markets? In order of priority what are your primary markets? Why? How will your primary petitors react when you enter their markets, now and over the next two years? What are you going to do about their responses? What are the major barriers to market entry? What are the critical success factors for each market? What key product distribution, product support and customer service issues
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