STRATEGIC PLANING

ACTIVITY # 1

PRESENTADO POR:
ANTHONY BROWN STEELE

CODIGO:
18004444

PRESENTADO A:
*PROF JESUS ALBERTO FUENMAYOR

UNAD
UNIVERSIDAD ABIERTA Y A DISTANCIA

SAN ANDRES ISLA, COLOMBIA 08 DE DICIEMBRE DEL 2019

MISSION: General statement of how you will achieve the vision. A mission
statement is similar to a vision statement, but includes more specific details on
actions. The mission statement will detail what your company does and it explains
to people outside of your company why your business exists. In some cases, you
can mention specific products or services in your mission statement. Other times,
you can describe an issue you and your business are passionate about fixing. After
reading each of the examples above, you’re better able to understand what each
company does and why it exists. Patagonia aims to create high quality products,
while also making a positive impact on the environment. CVS Health’s products and
services are aimed at helping people become healthier and live better.

VISION: Big picture of what you want to achieve. A vision statement describes the
way you envision your business. As such, it should communicate that dream to your
employees and customers in an inspirational manner.

A vision statement should be reviewed continuously to ensure it is still aligned with

the way you see your company.
OBJECTIVES: Objectives provide specific milestones with a specific timeline for
achieving a goal. Objectives are specific results that a person or system aims to
achieve within a time frame and with available resources. Defining what success
looks like lets you know if you are on the path to achieve your mission and realize
your vision. Clearly articulating your objectives creates goalposts for your
organization that allow you to measure its overall health and the impact of strategic
initiatives.

CORE VALUES: How you will behave during the process. These are the prioritized
guiding principles or credo for everyone in the organization as to how they should
operate, what is important to always be or do. Core values are the 3-5 values that
are so fundamental to the organization and deeply held that they govern the
choices made even to the point of a competitive disadvantage, Core values are
independent of what is popular, “universal”, or competitive.

STRATEGIES: What our competitive game plan will be. This is the “how” you will
achieve your goals and objectives. While strategic planning groups often express
different ideas of how to reach the outcomes your strategies target, brainstorming
and free discussion typically results in agreement on a business strategy or
strategies that should work. Even in smaller organizations, CEOs should try to
involve as many people as possible. This is more important than just keeping
everyone on the same page. You often learn that staff members have winning ideas
that need to be considered. Perhaps more important, though, is that inclusion
creates buy-in, and any winning strategy will need engaged employees to be
successful.

GOALS: These are general statements of what needs to be accomplished to The

goals and objectives you include in your strategic plan should align with your
mission and vision statements. They indicate how your business is going to grow in
the future.

The goals you choose also should be measurable and include a time frame. For
example, your goal may be to expand your customer base by reaching a new
demographic by the end of the year. To measure this, you could measure who your
current customers are. Then, throughout the year, you can measure and track the
new customers who are coming to your business. implement a strategy.

BALANCED SCORECARD: How we will monitor and implement that plan. A

scorecard helps you and your employees track your progress toward the goals and
objectives. If you set a goal to reach by the end of the year, a scorecard will help
you understand where the business is during different points in time.

This is why it’s important to have measurable goals and objectives. If your goals or
objectives are too broad, it could be difficult to measure and track your progress.
You can incorporate the scorecard into your action plan, so you and your employees
have all the information in one area of the strategic plan. Here’s what an action
plan with a scorecard could look like:

ACCOUNTABILITY: This is such a small detail, but it is also one of the key
elements of a strategic plan that so many organizations fail to implement. This is
such a small detail, but it is also one of the key elements of a strategic plan that so
many organizations fail to implement. A lack of accountability will absolutely
destroy your strategy execution.

VALUE PROPOSITIONS: These explain the value you provide to your

organization’s different stakeholder groups, both internal and external. A key
enabler of your business strategy is your value proposition. But although the term
may be commonly bandied around organisations – especially in marketing
departments – not everyone understands what it is. In fact, Intrafocus, through its
Strategy Readiness Quiz, has seen that 37.5% of responders do not know how to
write a value proposition.

Simply put, a Value Proposition is what defines whether or not a prospect will
bother learning more about your business and offer. Get it right, and your audience
will be intrigued enough to find out more. Get it wrong, and their attention will
immediately go elsewhere.

ACTION PLANS: Each objective should have a plan that details how it will be
achieved. Action plans help keep you and your employees accountable to achieving
the goals and objectives you’ve set out in your strategic plan. Your action plans can
be broad or can contain specific details; it depends on the goal or objective the
action plan supports.

In the example goal above of expanding the customer base by reaching a new
demographic, your action plan may include specific details on a marketing plan to
reach these new customers. The marketing plan could explain the type of
advertising you’d pursue (print, digital, etc.) and how large your budget is. You also
can create an action plan for specific areas of your small business that demonstrate
how the actions will contribute to the overall success of your company

ADVANTAGE: To define what you do best

OPERATIONAL TACTICS: The tactics are the final, and smallest pieces of a good
strategic plan, but by no means the least necessary. is the process of linking
strategic goals and objectives to tactical goals and objectives. It describes
milestones, conditions for success and explains how, or what portion of, a strategic
plan will be put into operation during a given operational period.

GUIDING PRINCIPLES: Also called organizational attributes, these describe how

you expect people to behave with each other and with other stakeholder groups.

SWOT ANALYSIS: Of strengths, weaknesses, opportunities, and threats is a

rundown of your company’s current situation, from these four key perspectives. A
SWOT analysis of strengths, weaknesses, opportunities, and threats is a rundown of
your company’s current situation, from these four key perspectives. It represents a
snapshot of the pathways open to you and the pitfalls you may encounter, as well
as the assets you can draw on to help you along the way.

ORGANIZATION WIDE ESTRATEGY: How will you get to your vision. This level
focuses on how you’re going to compete. Will it be through customer intimacy,
product or service leadership, or lowest total cost? What’s the differentiation based
on? This is the level addressed in this step of the planning process.