Strategic planning - Wikipedia, the free encyclopedia - The Diigo Meta page

• 31 Dec 17
  

  Theo

  'chk' 'mission objectives strategies' 'gtd' 'live' 'Bookmarks bar'

• 05 Nov 14
  

  Mac McBurney

  Strategic planning vs. strategic thinking[edit]<br />Strategic planning has been criticized for attempting to systematize strategic thinking and strategy formation, which Henry Mintzberg argues are inherently creative activities involving synthesis or "connecting the dots" which cannot be systematized. Mintzberg argues that strategic planning can help coordinate planning efforts and measure progress on strategic goals, but that it occurs "around" the strategy formation process rather than within it. Further, strategic planning functions remote from the "front lines" or contact with the competitive environment (i.e., in business, facing the customer where the effect of competition is most clearly evident) may not be effective at supporting strategy efforts.[1]

  strategy management

• 30 Sep 14
  

  johnstucki-nyu

  strategy

• 23 Jun 14
  

  garcj563
• 04 Jun 14
  

  Dustin Huang
  • Strategy has many definitions, but generally involves setting goals, determining actions to achieve the goals, and mobilizing resources to execute the actions.
  • A strategy describes how the ends (goals) will be achieved by the means (resources).
• 10 Apr 14
  

  markhuyong

  planning strategic management

• 22 Mar 14
  

  misba dar

  vision and planning

• 18 Jan 14
  

  LB Rizoma
• 

  luisbarbeiro

  • Strategic planning is an organization's process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy.

     
  • 1. "What do we do?"
     
    2. "For whom do we do it?"
     
    3. "How do we excel?"
     
     
  • hope for the best, plan for the worst
  • The key components of 'strategic planning' include an understanding of an entity's vision, mission, values and strategies
  • Tools and approaches
  • Among the most widely used tools for strategic planning is SWOT analysis
  • internal strategic factors
  • external factors beyond control of the organization such as opportunities and threats.
  • Other tools include:

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• 16 Jan 14
  

  yaronshemesh
• 21 Dec 13
  

  soicastal
  • where an organization is going over the next year or—more typically—3 to 5 years (long term), although some extend their vision to 20 years.
• 27 Nov 13
  

  sanasb
  • utlines what the organization wants to be, or how it wants the world in which it operates to be (an "idealised" view of the world). It is a long-term view and concentrates on the future. It can be emotive^{[citation needed]} and is a source of inspiration. For example, a charity working with the poor might have a vision statement which reads "A World without Poverty."
  • Defines the fundamental purpose of an organization or an enterprise, succinctly describing why it exists and what it does to achieve its vision.
  • Beliefs that are shared among the stakeholders of an organization. Values drive an organization's culture^{[citation needed]} and priorities and provide a framework in which decisions are made.
  • For example, "Knowledge and skills are the keys to success" or "give a man bread and feed him for a day, but teach him to farm and feed him for life". These example maxims may set the priorities of self-sufficiency over shelter.
  • A strategy is sometimes called a roadmap - which is the path chosen to plow towards the end vision. The most important part of implementing the strategy^{[citation needed]} is ensuring the company is going in the right direction - defined as towards the end vision.

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• 10 Nov 13
  

  Jocelyn Wallace

  strategic planning

• 

  Sarah Abdelrahman

  strategic planning marketing plan

• 18 Aug 13
  

  Ava Chen
  • an organization's process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy
  • organizations view strategic planning as a process for determining where an organization is going over the next year or—more typically—3 to 5 years (long term), although some extend their vision to 20 years, or even (in the case of Mitsubishi) 500 years.
  • key components of 'strategic planning' include an understanding of an entity's vision, mission, values and strategies.
  • A strategy is sometimes called a roadmap - which is the path chosen to plow towards the end vision. The most important part of implementing the strategy^{[citation needed]} is ensuring the company is going in the right direction - defined as towards the end vision.
  • visual strategic plan
  • within planning approaches based on outcomes theory.
  • Among the most widely used tools for strategic planning is SWOT analysis
  • • Markets (customers)
     
    • Competition
     
    • Technology
     
    • Supplier markets
     
    • Labor markets
     
    • The economy
     
    • The regulatory environment
  • It is also important in the public sector areas such as education.
  • The goal of strategic planning mechanisms like formal planning is to increase specificity in business operation, especially when long-term and high-stake activities are involved.
  • core goals when drafting a strategic plan is to develop it in a way that is easily translatable into action plans.
  • strategic planning: desired end states, plans, policies, goals, objectives, strategies, tactics and actions.

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• 03 Aug 13
  

  daveacameron
• 20 Feb 13
  

  Alina Silva

  planning strategic

• 12 Dec 12
  

  Christ McDaniel

  strategic-planning strategic strategy management

• 24 Nov 12
  

  askiah hassan

  "Strategic planning is an organization's process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy. In order to determine the direction of the organization, it is necessary to understand its current position and the possible avenues through which it can pursue a particular course of action. Generally, strategic planning deals with at least one of three key questions:[1]
  
  1. "What do we do?"
  2. "For whom do we do it?"
  3. "How do we excel?"
  
  In many organizations, this is viewed as a process for determining where an organization is going over the next year or—more typically—3 to 5 years (long term), although some extend their vision to 20 years.
  Contents"

  • Strategic planning is an organization's process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy. In order to determine the direction of the organization, it is necessary to understand its current position and the possible avenues through which it can pursue a particular course of action. Generally, strategic planning deals with at least one of three key questions:^[1]
• 24 Oct 12
  

  Dante-Gabryell Monson

  "Strategic planning is an organization's process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy. In order to determine the direction of the organization, it is necessary to understand its current position and the possible avenues through which it can pursue a particular course of action. Generally, strategic planning deals with at least one of three key questions:[1]
  "What do we do?"
  "For whom do we do it?"
  "How do we excel?""

  management prospective netention automenta development jobs jobtitle

• 15 Sep 12
  

  Marc Saunders

  Vision

  • utlines what the organization wants to be, or how it wants the world in which it operates to be (an "idealised" view of the world). It is a long-term view and concentrates on the future. It can be emotive and is a source of inspiration. For example, a charity working with the poor might have a vision statement which reads "A World without Poverty."
• 06 Sep 12
  

  Troy G
• 12 Jul 12
  

  Henning von Vogelsang

  strategy strategic-planning definition wikipedia wikimedia education planning management reference research

• 07 Jun 12
  

  charryan2005
• 11 Feb 12
  

  Abstract Labs

  Balanced Scorecards

  planning strategic management

• 17 Jan 12
  

  chris matthews
• 21 Nov 11
  

  Stephen Miller

  • Strategic planning is an organization's process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy, including its capital and people.

     

    In order to determine where it is going, the organization needs to know exactly where it stands, then determine where it wants to go and how it will get there. The resulting document is called the "strategic plan."

  • Strategic planning is the formal consideration of an organization's future course. All strategic planning deals with at least one of three key questions:

     
     
    1. "What do we do?"
     
    2. "For whom do we do it?"
     
    3. "How do we excel?"
     
     
  • Vision:
  • Vision is a long-term view, sometimes describing how the organization would like the world to be in which it operates.
  • Mission: Defines the fundamental purpose of an organization or an enterprise, succinctly describing why it exists and what it does to achieve its Vision
  • It is sometimes used to set out a "picture" of the organization in the future. A mission statement provides details of what is done and answers the question: "What do we do?"
  • Values: Beliefs that are shared among the stakeholders of an organization. Values drive an organization's culture and priorities and provide a framework in which decisions are made.
  • Strategy:

  • Strategy, narrowly defined, means "the art of the general" (from Greek stratigos). A combination of the ends (goals) for which the firm is striving and the means (policies) by which it is seeking to get there. A strategy is sometimes called a roadmap which is the path chosen to plow towards the end vision. The most important part of implementing the strategy is ensuring the company is going in the right direction which is towards the end vision.

     

    Organizations sometimes summarize goals and objectives into a mission statement and/or a vision statement. Others begin with a vision and mission and use them to formulate goals and objectives.
  • • A Mission statement tells you the fundamental purpose of the organization. It defines the customer and the critical processes. It informs you of the desired level of performance.
     
     
     
    • A Vision statement outlines what the organization wants to be, or how it wants the world in which it operates to be. It concentrates on the future. It is a source of inspiration. It provides clear decision-making criteria.
  • An advantage of having a statement is that it creates value for those who get exposed to the statement, and those prospects are managers, employees and sometimes even customers. Statements create a sense of direction and opportunity. They both are an essential part of the strategy-making process.
  • The Vision should describe why it is important to achieve the Mission. A Vision statement defines the purpose or broader goal for being in existence or in the business and can remain the same for decades if crafted well. A Mission statement is more specific to what the enterprise can achieve itself. Vision should describe what will be achieved in the wider sphere if the organization and others are successful in achieving their individual missions.
  • he mission statement can galvanize the people to achieve defined objectives, even if they are stretch objectives, provided it can be elucidated in SMART (Specific, Measurable, Achievable, Relevant and Time-bound) terms. A mission statement provides a path to realize the vision in line with its values
  • the vision will guide the mission statement and the rest of the strategic plan. If you have an established business where the mission is established, then many times, the mission guides the vision statement and the rest of the strategic plan
  • Features

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• 17 Oct 11
  

  strategy planning

• 13 Oct 11
  

  tlarevo

  Imported From Firefox

• 03 Oct 11
  

  shineon001

  CeC

• 28 Sep 11
  

  rdanderson1987
  • organization's process
  • Strategic planning
  • defining its strategy, or direction
  • its capital and people.
  • pursue this strategy,
  • allocating its resources
  • making decisions
  • how it will get there
  • to determine where it is going
  • organization needs to know exactly where it stands
  • determine where it wants to go
  • or direction
  • making decisions on allocating its resources to pursue this strategy,
  • organization's process of defining its strategy
  • cannot use it to reliably forecast
  • issues will surface
  • longer-term direction
  • strategic planning
  • plot a
  • survive the turbulent business climate
  • strategic innovation
  • then determine where it wants to go
  • to determine where it is going
  • the organization needs to know exactly where it stands,
  • All strategic planning deals with
  • how it will get there.
  • strategic plan
  • resulting document
  • "What do we do?"
  • "For whom do we do it?"
  • strategic innovation and tinkering with the "strategic plan" have to be a cornerstone strategy
  • "How do we excel?"
  • How can we beat or avoid competition
  • deals with at least one of three key questions:
  • or—more typically—3 to 5 years
  • where an organization is going over the next yea
  • "What do we do?"
  • "For whom do we do it?"
  • "How do we excel?"
  • or—more typically—3 to 5 years (long term)
  • process for determining where an organization is going over the next year
  • Vision statements, Mission statements and values
  • Vision
  • how the organization would like the world to be
  • long-term view
  • the way an organization or enterprise will look in the future
  • of or for a general
  • strategikos
  • strategic is of military origin
  • succinctly describing
  • what it does to achieve its Vision.
  • why it exists
  • Mission
  • fundamental purpose
  • What do we do
  • provide a framework in which decisions are made
  • Values
  • Beliefs that are shared among the stakeholders
  • Values drive an organization's culture
  • priorities
  • Vision:
  • Defines the way an organization or enterprise will look in the future
  • "give a man bread and feed him for a day, but teach him to farm and feed him for life"
  • "Knowledge and skills are the keys to success"
  • These example values may set the priorities of self sufficiency over shelter.
  • would like the world to be in which it operates
  • "A World without Poverty."
  • means (policies)
  • A combination of the ends (goals
  • Strategy
  • succinctly describing why it exists and what it does to achieve its Vision.
  • Mission
  • fundamental purpose of an organization or an enterprise
  • to get there
  • implementing the strategy is ensuring the company is going in the right direction which is towards the end vision.
  • the path chosen to plow towards the end vision
  • sometimes called a roadmap
  • picture
  • organization in the future.
  • job training for the homeless and unemployed.
  • What do we do
  • Values
  • drive an organization's culture
  • Beliefs that are shared among the stakeholders
  • Knowledge and skills are the keys to success
  • priorities
  • provide a framework in which decisions are made.
  • A Mission statement tells you the fundamental purpose of the organization. It defines the customer and the critical processes. It informs you of the desired level of performance.
  • give a man bread and feed him for a day, but teach him to farm and feed him for life"
  • A Vision statement outlines what the organization wants to be, or how it wants the world in which it operates to be. It concentrates on the future. It is a source of inspiration. It provides clear decision-making criteria.
  • A combination of the ends (goals) for which the firm is striving
  • Strategy
  • and the means (policies) by which it is seeking to get there
  • most important part of implementing the strategy is ensuring the company is going in the right direction
  • called a roadmap
  • towards the end vision.
  • Vision should describe why it is important to achieve the Mission
  • It defines the customer
  • critical processes.
  • A Mission statement tells you the fundamental purpose of the organization
  • It informs you of the desired level of performance.
  • Vision statement outlines what the organization wants to b
  • It concentrates on the future
  • source of inspiration.
  • provides clear decision-making criteria.
  • those
  • statement
  • advantage of having a statement
  • exposed
  • creates value
  • prospects
  • create a sense of direction
  • managers, employees and sometimes even customers
  • opportunity
  • essential part of the strategy-making process.
  • • Clarity and lack of ambiguity
     
    • Vivid and clear picture
     
    • Description of a bright future
     
    • Memorable and engaging wording
     
    • Realistic aspirations
     
    • Alignment with organizational values and culture
  • Vision statement defines the purpose
  • broader goal for being in existence
  • can remain the same for decades if crafted well.
  • Vision should describe what will be achieved in the wider sphere
  • Mission statement is more specific to what the enterprise can achieve itself
  • if the organization and others are successful in achieving their individual missions
  • galvanize the people
  • achieve defined objectives
  • mission statement
  • To become really effective
  • become assimilated into the organization's culture
  • Leaders have the responsibility of communicating the vision regularly
  • organizational vision statement
  • provided it can be elucidated
  • mission statement
  • Specific, Measurable, Achievable, Relevant and Time-bound
  • creating narratives that illustrate the vision
  • encouraging others to craft their own personal vision compatible with the organization's overall vision
  • acting as role-models by embodying the vision
  • creating short-term objectives
  • bottom line and success of the organization.
  • values
  • vision in line
  • a path to realize
  • provides
  • These statements
  • direct bearing
  • mission statements need to be subjected to an internal assessment
  • interpret their mission statemen
  • focus on how members inside
  • internal assessment
  • new start up business,
  • new program or plan to reengineer your current services,
  • Which comes first?
  • vision will guide the mission statement
  • rest of the strategic plan
  • mission is established,
  • many times, the mission guides the vision statement
  • established business
  • the rest of the strategic plan
  • the mission
  • need to know your fundamental purpose
  • current situation in terms of internal resources and capabilities
  • (strengths and/or weaknesses
  • external conditions (opportunities and/or threats)
  • where you want to go
  • vision for the future.
  • important
  • keep the end
  • desired result
  • in sight from the start.
  • effective vision statement include:
  • Clarity and lack of ambiguity
  • business plan include
  • Analysis of the Current Situation
  • Objectives
  • Marketing Plan Strateg
  • Vivid and clear picture
  • Analysis of the current situation - past year
  • Description of a bright future
  • Business trends analysis
  • Memorable and engaging wording
  • Market analysis
  • Realistic aspirations
  • Competitive analysis
  • Alignment with organizational values and culture
  • Market segmentation
  • Marketing-mix
  • • SWOT analysis
  • • Positioning - analyzing perceptions
  • Sources of information
  • Marketing plan strategy & objectives - next year
  • • Marketing strategy
     
    • Desired market segmentation
     
    • Desired marketing-mix
     
    • TOWS-based objectives as a result of the SWOT
     
    • Position & perceptual gaps
     
    • Yearly sales forecast
  • There are many approaches to strategic planning but typically a three-step process may be used:
  • Situation - evaluate the current situation and how it came about.
  • Target - define goals and/or objectives (sometimes called ideal state)
  • Path / Proposal - map a possible route to the goals/objectives
  • One alternative approach is called Draw-See-Think
  • Draw - what is the ideal image or the desired end state?
  • See - what is today's situation? What is the gap from ideal and why?
  • • Think - what specific actions must be taken to close the gap between today's situation and the ideal state?
  • Plan - what resources are required to execute the activities?
  • An alternative to the Draw-See-Think approach is called See-Think-Draw
  • See - what is today's situation?
  • Think - define goals/objectives
  • • Draw - map a route to achieving the goals/objectives
  • , analysis of the organization and its environmen
  • When developing strategies
  • at the momen
  • analysis
  • executed
  • in the future,
  • external level
  • identify all opportunities and threats
  • internal leve
  • several factors to assess
  • external situation analysis:
  • Markets (customers
  • Competition
  • Technology
  • Supplier markets
  • Labor markets
  • The economy
  • The regulatory environment
  • of critical importance.
  • Analysis of the external environment normally focuses on the customer
  • Management should be visionary in formulating customer strategy
  • should do so by thinking about market environment shifts
  • whether those customer sets are the ones the company wishes to serve
  • how these could impact customer sets
  • Strategic planning and decision processes should end with objectives and a roadmap of ways to achieve them
  • address high level initiatives
  • core goals when drafting a strategic plan
  • develop it in a way that is easily translatable into action plans
  • over-arching goals
  • get articulated (translated
  • the level a plan is written
  • day-to-day projects
  • tasks that will be required to achieve the plan
  • Terminology or word choice
  • makes sense and is executable to others
  • examples of easy ways
  • translating your strategic plan
  • most common of these concepts
  • specific, time bound statements of intended future results
  • goals or objectives
  • One model of organizing objectives uses hierarchies
  • Top Rank Objective (TRO),
  • Second Rank Objective,
  • objective in a higher rank answers to the question "Why?"
  • Third Rank Objective
  • From any rank,
  • objective in a lower rank answers to the question "How?
  • exception is the Top Rank Objective (TRO)
  • there is no answer to the "Why?" question. That is how the TRO is defined.
  • Does goal A appear compatible with goal B
  • "Goal congruency
  • how well the goals combine with each other.
  • have several goals at the same time
  • "Goal hierarchy" consists of the nesting of one or more goals within other goal(s)
  • form a unified strategy
  • long-term goals
  • medium-term goals
  • One approach
  • short-term goals,

  259 more annotations...

• 24 Sep 11
  

  Liane St. Laurent

  mission vision

• 26 Jul 11
  

  Julian Davis

  strategic strategy management planning

• 22 Jul 11
  

  Conor usa
• 14 Jul 11
  

  Lisa Spiro

  ""What do we do?"
  "For whom do we do it?"
  "How do we excel?""

  strategic_planning

• 24 Nov 10
  

  Adalyn Yeap
  • organization's process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy
• 15 Nov 10
  

  Brian Kling

  strategy planning

• 05 Nov 10
  

  anita z boudreau

  strategic_planning imported

• 28 Oct 10
  

  JIm Floyd

  strategic planning

• 13 Sep 10
  

  Chris Weiland

  strategy business management planning delicious

• 10 Sep 10
  

  d n

  planning.techniques.p1

• 10 Aug 10
  

  Dennis Tademy
  • One of the core goals when drafting a strategic plan is to develop it in a way that is easily translatable into action plans. Most strategic plans address high level initiatives and over-arching goals, but don’t get articulated (translated) into day-to-day projects and tasks that will be required to achieve the plan.
• 27 Jul 10
  

  Jesus Carmona-Montalvo

  Strategic Planning

• 13 Jul 10
  

  ramesh Krishnamoorthy

  • Strategic planning is an organization's process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy, including its capital and people. Various business analysis techniques can be used in strategic planning, including SWOT analysis (Strengths, Weaknesses, Opportunities, and Threats ), PEST analysis (Political, Economic, Social, and Technological), STEER analysis (Socio-cultural, Technological, Economic, Ecological, and Regulatory factors), and EPISTEL (Environment, Political, Informatic, Social, Technological, Economic and Legal).

     

    Strategic planning is the formal consideration of an organization's future course. All strategic planning deals with at least one of three key questions:

     
     
    1. "What do we do?"
     
    2. "For whom do we do it?"
     
    3. "How do we excel?"

  • In order to determine where it is going, the organization needs to know exactly where it stands, then determine where it wants to go and how it will get there. The resulting document is called the "strategic plan."

     

  • Vision: Defines the desired or intended future state of an organization or enterprise in terms of its fundamental objective and/or strategic direction. Vision is a long term view, sometimes describing how the organization would like the world in which it operates to be. For example a charity working with the poor might have a vision statement which read "A world without poverty"

     

    Mission: Defines the fundamental purpose of an organization or an enterprise, succinctly describing why it exists and what it does to achieve its Vision.

  • Values: Beliefs that are shared among the stakeholders of an organization. Values drive an organization's culture and priorities.

     

    Strategy: Strategy narrowly defined, means "the art of the general" (from Greek stratigos). A combination of the ends (goals) for which the firm is striving and the means (policies)by which it is seeking to get there.

     
  • • A Mission statement tells you the fundamental purpose of the organization. It defines the customer and the critical processes. It informs you of the desired level of performance.
     
     
     
    • A Vision statement outlines what the organization wants to be, or how it wants the world in which it operates to be. It concentrates on the future. It is a source of inspiration. It provides clear decision-making criteria.
     
     
  • Which comes first? The mission statement or the vision statement? That depends

  • Features of an effective vision statement include:

     
     
    • Clarity and lack of ambiguity
     
    • Vivid and clear picture
     
    • Description of a bright future
     
    • Memorable and engaging wording
     
    • Realistic aspirations
     
    • Alignment with organizational values and culture

  • The preparatory phase of a business plan relies on planning. The first chapters of a business plan include Analysis of the Current Situation and Marketing Plan Strategy and Objectives.
    

     

    Analysis of the current situation - past year
    

     
     
    • Business trends analysis
     
    • Market analysis
     
    • Competitive analysis
     
    • Market segmentation
     
    • Marketing-mix
     
    • SWOT analysis
     
    • Positioning - analyzing perceptions
     
    • Sources of information
     
     

    
    

     

    Marketing plan strategy & objectives - next year
    

     
     
    • Marketing strategy
     
    • Desired market segmentation
     
    • Desired marketing-mix
     
    • TOWS-based objectives as a result of the SWOT
     
    • Position & perceptual gaps
     
    • Yearly sales forecast
     
     

    [edit] Methodologies

     

  • There are several factors to assess in the external situation analysis:

     
     
    1. Markets (customers)
     
    2. Competition
     
    3. Technology
     
    4. Supplier markets
     
    5. Labor markets
     
    6. The economy
     
    7. The regulatory environment

  7 more annotations...

• 31 May 10
  

  Tim Aldiss

  strategy

• 07 May 10
  

  Andreas England

  amego

• 18 Mar 10
  

  Charles Everett

  imported strategy planning business management reference wikipedia marketing research strategicplanning strategic plan

• 06 Jan 10
  

  trod13

  three key questions:
  
  1. "What do we do?"
  2. "For whom do we do it?"
  3. "How do we excel?"

  planning business management plan reference marketing research development strategic strategy vision mission values

• 02 Dec 09
  

  arc_room

  strategic objective

• 30 Sep 09
  

  Eddy Badrina

  strategic planning business management

• 21 Aug 09
  

  Stefan Kummas

  strategy business management reference marketing research leadership wiki

• 12 Jul 09
  
  • A Mission statement tells you the fundamental purpose of the organization. It concentrates on the present. It defines the customer and the critical processes. It informs you of the desired level of performance.
  • A Vision statement outlines what the organization wants to be. It concentrates on the future. It is a source of inspiration. It provides clear decision-making criteria.
• 27 May 09
  

  Kim Aagaard Holm

  cafeen

• 10 May 09
  

  sara kozlowski

  Strategic planning is an organization's process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy, including its capital and people

  BMS

• 14 Jan 09
  

  Harold Greenstein

  Strategic Planning

• 15 Dec 08
  

  linda lopeke

  bizplans

• 02 Sep 08
  

  nvh nvh

  •  

    Vision: Defines where the organization wants to be in the future. It reflects the optimistic view of the organization's future.

     

    Mission: Defines where the organization is going now, describing why this organization exists.

     

    Values: Beliefs that are shared among the stakeholders of an organization. Values drive an organization's culture and priorities.
• 25 Aug 08
  

  A Peter

  management strategic-planning

• 14 May 08
  

  Online Marketing

  business marketing planning reference strategic strategicplanning strategy vision strategicvision

• 29 Jan 08
  
  • Strategies are different from tactics in that:
  • they are proactive and not re-active as tactics are.
  • they are internal in source and the business venture has absolute control over its application.
  • strategic planning may be a tool for effectively plotting the direction of a company; however, strategic planning itself cannot foretell exactly how the market will evolve and what issues will surface in the coming days in order to plan your organizational strategy
  • Strategic planning and decision processes should end with objectives and a roadmap of ways to achieve those objectives.

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• 28 Jan 08
  

  Tiago Fischer

  projeto

• 05 Dec 07
  

  matthewradich

  Bookmarks_Menu Business business_and_entrepreneurship planning strategy strategic management strategicplanning

• 24 Sep 07
  

  paulosilveira

  planning Strategy Business strategic management administracao

• 16 May 07
  

  Jim McClintock

  business corporate development management planning process strategic strategy

• 10 May 07
  

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  strategic-planning

• 12 Apr 07
  

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  strategy planning

• 25 Mar 07
  

  Les Nolan

  strategic

  • Strategic planning is an organization's process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy, including its capital and people.

     

    The outcome is normally a strategic plan which is used as guidance to define functional and divisional plans, including Technology, Marketing, etc.
• 06 Mar 07
  

  galetrail

  strategy dpra business plan research models

• 11 Sep 06
  

  Gordon Ross

  Strategic planning consists of the process of defining objectives and developing strategies to reach those objectives

  business management reference wiki strategy planning

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