Planning: Processes

and Techniques
Chapter 4
MGMT 370
Managers Planning
Why plan?
Process
Step 1 Situational Analysis
Step 2 Alternative Goals and Plans
Step 3 Goal and Plan Evaluation
Step 4 Goal and Plan Selection
Step 5 Implementation
Step 6 Monitor and Control

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Get
Read
y
Articulate
Mission, Vision,
And Values
Assess
Your
Situation
Agree on
Priorities
Write the
Strategic Plan
Implement
The
Plan
Evaluate and
Monitor
The Strategic Planning Process










PHASE 1

PHASE 2

PHASE 3

PHASE 4

PHASE 5

PHASE 6

PHASE 7




Phase 1: Steps


Phase 2: Steps


Phase 3: Steps


Phase 4: Steps


Phase 5: Steps


Phase 6: Steps


Phase 7: Steps

PLANNING
WORKPLAN

MISSION,
VISION, AND
VALUES
STATEMENTS

DATA TO
INFORM
DECISIONS

DECISIONS



Create goals
and objectives
Develop long range
financial projections

Write the
Strategic plan

Adopt the
Strategic Plan




ANNUAL
PLAN




Manage the
Transition ( The
Changes Required for
Success)

Develop a detailed
annual operating
(implementation) plan
for upcoming year
7 BEST
PRACTICES FOR
FUTURE
PLANNING &
EFFECTIVE
MECHANISMS
FOR
MONITORING

STRATEGIC PLAN
PRODUCT:
Decision Making Stages and
Formal Planning Steps
Situational Analysis
A process planners use, within
time and resource constraints, to
gather, interpret, and summarize
all information relevant to the
planning issue under
consideration.

Alternative Goals and Plans
Stress creativity and encourage managers
and employees to think in broad terms
about their jobs.
Goal
A target or end that management desires
to reach
Specific, measurable, attainable, relevant,
time-bound - SMART




Alternative Goals and Plans
Plans
The actions or means managers intend to use
to achieve organizational goals
Contingency plans
sets of actions to be taken when a companys
initial plans have not worked well or if events
in the external environment require a sudden
change



Benefits of Planning
Focus and flexibility
Action orientation
Coordination
Time management
Control

Goal and Plan Evaluation
Managers will evaluate the advantages,
disadvantages, and potential effects of
each alternative goal and plan.
Must prioritize those goals and even
eliminate some of them.
Managers must consider carefully the
implications of alternative plans for
meeting high priority goals.

Goal and Plan Selection
Managers will select the option that is
most appropriate and feasible
The evaluation process will identify the
priorities and trade-offs among the goals
and plans
Scenario
A narrative that describes a particular set of
future conditions.

Types of Managerial Plans
Short-range vs. long-range
Strategic
Operational
Policy
Procedures or rules
Budget
Zero-based
Project

Implementation
Managers and employees must
understand the plan, have the resources
to implement it, and be motivated to do so
Successful implementation requires a plan
to be linked to other systems in the
organization, particularly the budget and
reward systems

Monitor and Control
Managers must continually monitor the
actual performance of their work units
against the units goals and plans.
Managers also need to develop control
systems to measure that performance and
allow them to take corrective action when
the plans are implemented improperly or
when the situation changes

Strategic Planning
Strategic planning
A set of procedures for making decisions
about the organizations long-term goals and
strategies
Strategic goals
major targets or end results that relate to the
long-term survival, value, and growth of the
organization.



Strategic Planning
Strategy
A pattern of actions and resource allocations
designed to achieve the organizations goals

Strategic Planning
1. Where will we be active?
2. How will we get there?
3. How will we win in the marketplace?
4. How fast will we move and in what
sequence will we make changes?
5. How will we obtain financial returns

Hierarchy of Goals and Plans
Tactical and Operational
Planning
Tactical planning
A set of procedures for translating
broad strategic goals and plans into
specific goals and plans that are
relevant to a distinct portion of the
organization, such as a functional area
like marketing.

Tactical and Operational
Planning
Operational planning
The process of identifying the
specific procedures and processes
required at lower levels of the
organization.

The Strategy Map
Stategic Planning
Strategic management
A process that involves managers
from all parts of the organization in
the formulation and implementation
of strategic goals and strategies
Strategic Management
Process
Establishment of Mission,
Vision, and Goals
Mission
An organizations basic purpose and
scope of operations
Environmental Analysis
Analysis of External
Opportunities and Threats
Stakeholders
Groups and individuals who affect and
are affected by the achievement of the
organizations mission, goals, and
strategies

Analysis of Internal Strengths
and Weaknesses
Resources
Inputs to a system that can enhance
performance
Tangible, intangible assets

Internal Resource Analysis
Resources and Core
Competencies
Analysis of Internal Strengths
and Weaknesses
Benchmarking
process of assessing how well one
companys basic functions and skills
compare with those of another company or
set of companies.
goal of benchmarking is to thoroughly
understand the best practices of other
firms and to undertake actions to achieve
both better performance and lower costs

SWOT Analysis and Strategy
Formulation
SWOT analysis
A comparison of strengths,
weaknesses, opportunities, and
threats that helps executives
formulate strategy.

SWOT Analysis and Strategy
Formulation
Corporate strategy
The set of businesses, markets, or industries
in which an organization competes and the
distribution of resources among those entities
Concentration
A strategy employed for an organization that
operates a single business and competes in a
single industry.

Summary of Corporate
Strategies
SWOT Analysis and Strategy
Formulation
Vertical integration
The acquisition or development of new
businesses that produce parts or
components of the organizations product
Concentric diversification
A strategy used to add new businesses
that produce related products or are
involved in related markets and activities.

SWOT Analysis and Strategy
Formulation
Low-cost strategy
A strategy an organization uses to build
competitive advantage by being efficient and
offering a standard, no-frills product
Differentiation strategy
A strategy an organization uses to build
competitive advantage by being unique in its
industry or market segment along one or
more dimensions.


Strategy Implementation
1. Define strategic risks
2. Assess organization capabilities
3. Develop an implementation agenda
4. Create an implementation plan


Strategic Control
Strategic control system
A system designed to support
managers in evaluating the
organizations progress regarding its
strategy and, when discrepancies
exist, taking corrective action.

BCG Matrix