Strategic Planning tools 1. Why do Strategic Planning? Overview 2. - PowerPoint PPT Presentation

Strategic Planning tools 1. Why do Strategic Planning? Overview 2. The Strategic Planning Process 3. A few tools, models & theories

Why do strategic planning? 1. Check 2. Create and innovate • Direction still suits the • Create new ideas environment • Fully utilise strengths • No missed opportunities • Expand offerings • Aware of risks 3. Map out activities 4. Align & communicate • What you need • Resources • How you’ll do it • People & efforts • Any investments? • Clear simple messages

The Strategic Planning process Understan How can we improve? What’s the setting we work in? d the setting Results Goals Where do we want to go? How did we do? Mission Measures Strategies How will we measure success? How do we want to get there?

1. Check Strategic • Direction still suits the environment planning • No missed opportunities • Aware of risks tools

6 THE CONTEXT WE WORK IN P Political Economic E Social S Technological T Legal L Environmental Environmental E

7 PORTER’S 5 FORCES Threat of new entrants Competitive Supplier Buyer power rivalries power Threat of substitution Michael Porter, 1979

8 PORTER’S 5 FORCES Threat of new entrants Competitive Supplier Buyer power rivalries power Threat of substitution Michael Porter, 1979

W e a k n e s s e s S t r e n g t h s SWOT T h r e a t s O p p o r t u n i t i e s

MARKET RESEARCH Interviews surveys Focus groups

Questions? Other tools?

Strategic 2. Innovate and create • Create new ideas planning • Fully utilise strengths • Expand offerings tools

BRAINSTORMING ENVISIONING

Strategic 3. Map out activities • What you need planning • How you’ll do it • Any investments tools

WHAT ARE WE GOING TO DO?

BALANCED SCORECARD Sales Conversions % • (Sales won ÷ enquiries received) • Customer retention % (Customer renewals ÷ contracts • Average transaction $ value due for renewal) (Sales $ ÷ number of Financia Custome transactions) • Average $ sale per client (Sales $ ÷ number of clients) l r GP ratio (Gross Profit ÷ Gross • Income) Process Productivity rate % • Learning (Hours charged ÷ hours es • Employee skills available) Training • Defect rate % • (Number of defects ÷ units • Employee satisfaction produced) Kaplan & Norton 1992

BUDGET

Strategic 4. Align & communicate • Resources planning • People & Efforts • Clear simple messages tools

Reset strong foundations 2020 Purpose 2020 >5% Net profit ratio Maintain QS 1 status 100% utilisation of funding Goals Key value Client needs first Understand funding criteria Collaborative improvements Drivers Achieve 95% of programme deliverables ➔ Gain new & maintain clients Achieve Quality Standard 1 Must win ➔ ➔ through rigorous programme Monitor programme profitability Build a collaborative culture ➔ ➔ battles management 1. CLIENT RELATIONSHIPS 4. TEAM CULTURE 2. PROGRAMME MANAGEMENT 3. QUALITY INNOVATIONS Continuous Collaboration Marketing Strategy Strategic Suitable delivery plans improvement pillars Effective and New Offerings Strong Pipeline Funding eligibility Communication priorities Online learning Commitment Strong networks Effective programmes Values Solutions Exceptional Innovation Team work focussed Service

Strategic Pillar 1: Client Relationships 2020 GOALS KPIs 1 Marketing Present at > 4 industry conferences & networks. 1. Post news items on social media every week. 2. > 60 new clients • Update website on monthly basis. > 20% increase in social media likes 3. • Contact 10 prospective clients each week. Recognised the business community 4. • 2 Strong Pipeline Maintain quarterly contact with prospectives in an 5. Funding is fully utilized authentic manner. • > 20% conversion rate (LOC ) Measure average length of time to convert 6. • prospective to client 3 Pricing Strategy Publish internal pricing guidelines for staff. 7. Publish external information on standard pricing/ 8. • Decrease outstanding Simple pricing for all programmes • collections funding Pricing analysis and • execution 21

Values BEHAVIOURS • Continually strives for self improvement. Diligent, conscientious proactive & exceed expectations. • Exceptional Service Shows pride in their work & to serve our clients and the community. • Prioritises & follows up • • Seeks to understand the big picture Solutions focussed • Looks for a win-win • Analyses information • Shares ideas for improvement Innovation Clients expectations always exceeded. Proactive approach to • Explores other perspectives managing client interactions and relations. Exceptional service Looks for smarter & more environmental ways of working • also extends to ‘internal clients’. Use our global resources. Respectful • • Looks for ways to collaborate Teamwork • Adapts own agenda to help others • Asks the hard questions • Acknowledges achievements 22

Questions?

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