Strategic Planning Overview

About Our Planning Process:

DVIRC’s Strategic Action Plan Has Been Constructed To Help Businesses Experience: Growth in Sales, Growth in Profitability and Success in Execution.

About Our Planning Process:

Growth

Opportuniti

es

•Primary & Secondary Market Intelligence

•Voice of the Customer Interviews

•Competitive Trend Analysis

• Structured Market Opportunity Scouting and Validation

•Competitive Market Force Assessment; to Support Business Growth Planning

Competenc

yFormation

•Formal SWOT Analysis

•Current State Definition

•Future State Definition- Vision Statement, Vision Elements and Specific Objectives

•Core Competency Mapping

•Strategy Formation

Resource

Allocation

& Deployment

•Strategic Objective Selection

•Resource Allocation and Action Planning

•Mapping of Initial Key Success Measures

•Execution of Plan•Monitoring of

Results

Performanc

e Revie

w

• Scheduled Strategic Planning Team Meeting to Monitor Progress

• Delivery Of Monitoring Tools to Gauge and Key Performance Indicators

• One to One Status Debriefings with the Owner/ Chief Executive

• Access to Third Party Resources That Can Support and Areas Where Limited Internal Resources are Restricting or Preventing Success.

Research In Strategy

In strategic planning it is highly recommended that components of Primary & Secondary Research be included as tools to:

Validate Perceived Organizational Strengths

Scout Out – Feasible Market Opportunities

Call out and/or Confirm Weaknesses & Threats

Define Competitive Landscape & Intensity

Research In Strategy

Primary & Secondary Research can also help answer common Strategic questions like:

Where are we? (5 forces & PEST- if client is going global)

What do we have to work with? (Boston Matrix- Some VOC)

Where do we want to be? (Light- Opportunity Scouting: Primary & Secondary Research Elements)

How do we get there? (Light- Benchmarking– Primary & Secondary Research Elements)

Research In Strategy

Research In Strategy

Research In Strategy

Boston Matrix (BCG)

Research In Strategy

Research In Strategy

Typical Private Company Issues

COMPLETE FOCUS ON THE DAY TO DAY WILL KEEP YOU ALIVE BUT WILL NOT GET YOU ANYWHERE!

THE MORE THE BUSINESS DEPENDS ON THE OWNER, THE LESS VALUABLE IT IS.

PLANNING IS ONE THING, EXECUTION IS ANOTHER

What is Strategic Action Planning?

Strategic Action Planning is a disciplined approachto answer the following key questions:

Where are you going?

Where are you now?

What needs to be accomplished?

How do we get there?

Day to Day Objectives

Do BetterUse normal work systemsProcesses already existSome improvements neededCustomer Driven

Breakthrough Objectives

Do DifferentNormal work systems won’t do the jobAdequate processes don’t existNew ways need to be discoveredExceed customer needsBetter than competitorsLeader not follower

Creating Breakthrough Transformation

Benefits of the Strategic Planning Process

Creates a vision of the future that inspires

Develops buy-in and accountability from key leaders.

Provides professional, written plans to all team members that are easy to modify when the situation changes.

Yields an implementation plan that helps communicate the plan to others and serves as a guide to monitor progress.

Process Overview: What to Expect

The Future State (1/2 day)Develop the Vision Themes and Vision

Identify the Major Changes Desired between now and 2014

Discuss The Responsibility of Leaders

VISION QUESTION

IT IS DECEMBER 2014, AND WE ARE VERY PLEASED WITH THE SUCCESS OF DONTECH. WHAT DOES IT LOOK LIKE AND HOW DID WE GET THERE?

Vision Specifics

Cash Flow

Sales

Productivity

Assets

Today 2014

Process Overview: What to Expect

Current State and Gap Analysis (1 day) Do an analysis of Strengths, Weaknesses,

Opportunities, Threats

Identify Core Competencies

What you do today and for who

Identify and prioritize gaps between the current and future state

2 1

Gaps

2 2 Launch China – Jim/Chris

6 6 6 Management Direction & Planning (business focus)

1 2 Generate Cash Reviewing Overhead and Setting Short Term Goals – Nina/Chris

3 1 1 Cash Infusion –Tony/NinaBroaden SRS Markets – Jim/Tony

4 3 3 Sales and Marketing Plan – Jim/Tony

45 4

5 5

Find new customers

Develop new products and color services

4 Determine Open Capacity (machine utilization)

5 6 Improve RM SourcingDevelop a Lean Culture

3 Develop a Strategy for Building ExpansionGet Away from Batching Ecofast

Process Overview: What to Expect Build Policy Deployment Matrices for Year One. (Three days)

Objective:    

Champion:    

STRATEGIC OBJECTIVE DEPLOYMENT PLAN

  Actions Champion Measures of Success StatusStart/Completion Timing

Frequency ReviewJ F M A M J J A S O N D

                                   

                                   

                                   

                                   

                                   

                                   

                                   

                                   

                                   

                                   

                                   

                                   

                                   

                                   

                                   

                                   

                                   

                                   

Process Overview: What to Expect

Several Hours Every Six Weeks for One Year:

Follow-up that the plans developed are being implemented

Make Adjustments as Necessary!