• Managers

• Supervisors

• Executive

• Directors of functional areas in marketing, operations and finance

• have a planning process which looks at all internal and external factors for developing the strategy

• identify the macro and micro environmental forces likely to affect the future decisions

• create possible scenarios for each department/division that reflect critical drivers, environmental forces and uncertainties in each of the decision areas identified

• review and understand how to create a strategic planning framework

• review and revisit the vision, mission & strategic goals

• develop and improve the marketing and business strategic plans using the overall framework and approach to ensure proper alignment with the corporate-level plan

• identify critical success factors and develop a strategy map for developing manpower and succession planning programme

• analyse critical jobs that require coaching, mentoring and training

• Examine methods of grooming high-potential employees for advancement by narrowing developmental gaps between present performance and future potential

• Identify appropriate assessment and selection tools

• formulate metrics and key performance indicators for areas to be measured

• identify gaps in measurement and create an action plan to fill the gaps

• So what is a strategy?

• Why is strategy important?

• An Overview of The Strategy Process

• The formula for success

• The stages of planning

• Strategic management

• thinking, planning & implementation

• Understanding Scenario Planning & its Purpose

• Group Discussion: External Environmental Scan

• SPECCTRe Analysis: rank the forces by importance & uncertainty

• SWOT: an analysis of the organisation/departments capabilities dealing with these changes/challenges

SETTING THE STRATEGIC DIRECTION FOR CHALLENGING BUSINESS PERFORMANCE

• The concept of a Business Idea & Leadership Model

• The Process of Reviewing our Mission & Vision

• key aspects of a vision

• Building corporate values

• Group work: Individual Corporate/Department Team

• review the vision and mission

• aligning the department’s mission & vision to the organisation

• Stakeholder Mapping:

• Establishing the Desired Assessment of Stakeholder Relationships Outcome

• Identify our Strategic Issues & Goals for next 3-year

• Gap Analysis: Strategic vs Tactical

• Implications of Marketing

• Market & Customer Segments : Commonalities & differences

• Perceptions: Understanding what customers see & understand

• Understand the mind: People buy on emotions

• Understanding what criteria customers use to buy

• Developing the Product/Service Portfolio

• Stages in Product Life Cycle

• Core & Enhanced Products

• Philip Kotler: Tangibles and Intangibles

• Differentiation of products/services

• Product and Services Portfolio

• Ansoff: Product Market Matrix (Exercise)

• Product Development Process

• Profiling the various components needed in a business and marketing plan

• Setting the objectives you need to achieve

• Pricing considerations: costs vs value – Bowman Strategy clock

• Strategies & some alternatives to the pricing model

• Winkler Pricing Strategies

• How to monitor what is going on

• Techniques for measuring performance

• Establishing Strategic Performance Indicators

• Deciding which aspects of performance to measure and how to measure

• Setting Objectives, Targets, Initiatives & Budget

• How to plan and execute the Process across the department

Group work:

• Identifies what difference we are trying to make

• Creates critical success factors

• Ensuring proper alignment with the Corporate-Departments level

• Review and sharing of key points