fueling the future strategic plan for2013 your company name date
TRANSCRIPT
Fueling the Future
Strategic Plan for 2013
Your Company Name
DATE
Mid Term (10 Year)Business Vision:
By 2023 ….
Our Core Values (5-10)1
2
3
4
5
6
7
8
9
10
What is your Niche Market?
2012 Financial Performance Recap
Goal Actual + /-
Revenue$_____ $_____ $_____
Expenses $_____ $_____ $_____
Profit $_____ $_____ $_____
2012 Business Performance Recap Factors That Impacted Your Performance
#1
#2
#3
#4
Etc
Lessons Learned in 2012
Summary of what you learned from your performance in 2012
What do you want to continue?
What do you want to change?
Fueling the Future
Strategic Plan for2013
Your Company Name
01/xx/2013
Short Term (1 Year) Business Vision
By December 31. 2013 ….
What is the Driving Critical Factor That You Must Address to
succeed in achieving it?
1
START SMARTY GOAL SETTING
S - specific M - measurable (impact to goal) A - attainable R - responsible party T - timeline
“Y” – Why is this goal important???
(Please copy these goals to the Action Slide at the end)
Goals Statements*Goals That Will Address The Driving Critical Success Factor
Goal 1*
Goal 2*
Goal 3*
Goal 4
Goal 5
2012 Roadmap Milestones
Q22012
1. EEEEEE2. FFFFFFF3. GGGGGG4. HHHHHH
Q32012
1. IIIIIIIIIIII2. JJJJJJ3. KKKKKK4. LLLLLL
1.MMMMMMM2.NNNNNNNNN3.OOOOOOOO4.XXX000
Q12012
1. AAAAAAA2. BBBBBBB3. CCCCCCC4. DDDDDDD
Q42012
Channel/Tactic NotesJan Feb March April May June July August Sept Oct Nov Dec
CampaignsDirect Mail (geographical, industry, et al) Follow Up with telemarketing to arrange appointmentsTrade Shows Aimed at particular part of prospect populationC-Level Connections Telemarketing Have experienced telemarketer open doors for you - making it a warm call.
Public RelationsPitches/Editor Calls Have a script or interesting angle; look for "slow news times"Local Events Calendars Networking events calendars (if you have an offering to invite others to attend)Press Announcements New offerings, changes of location, expansion, new employees, etc.
AdvertisingChamber Directory Check on timing of postings for theseNewspapers Buiness MagazinesWeb Site Get it right and make it a strong representation of your offeringSearch Engine Optimization Bringing you up higher in the Google searches
EmailElectronic Newsletter Regular (use Contstant Contact to track where folks go in your e-mailImpromptu 'of interest' touches Periodic blasts to all or specific parts of your suspects/prospectsCase study touches Similar to white papers; but gives a problem you successfully solved for a clientWhite Papers White papers with a focus on solving your customers' problems
SeminarsSpeaker Be a speaker at conferences, et alInformational Offerings (singly or with others)
Social EventsHoliday Party Arrrange for your best clientsGolf Outing Arrrange for your best clientsReferral Dinners/Lunches Invite clients and ask them to bring one possible prospect for you
NetworkingChamber of CommerceBNI Other orgs as well, based on your interests/needsClient Member Organizations Your clients are members of groups; find these out and attend meetingsRotaryOwner/top management trade association Breakfasts/Luncheons/DinnersThanks You's Send a note to anyone who seems a good candidate
Community ActivityVolunteer Work Select projects where you can meet targeted prospectsSpecial Events- small business Any small business event offered via CofC, et al
Low CostCold Calling- Industrial ParksCo-Mktg with key complimentary services providers Find others who need your services to complete their own offeringCustomer Referrals Ask for this immediately after you get them as a clientPipeline Calls Once you have a pipeline, touch everyone in it regularly via phone and e-mailPersonalized mailings- focus on 100-150** Possibly part of direct mail campaign
Fourth QuarterFirst Quarter Second Quarter Third Quarter
Your Company NameMarketing Plan Calendar for 20XX
2012 Marketing Game PlanPlease use Marketing Budget to present
2013 Four Line BudgetREVIED SEE ACCOMPANYING SPREAD SHEET
Quarter 1 Jan Jan Jan Feb Feb Feb Mar Mar
Plan Actual Delta Plan Actual Delta Plan ActualGross Revenue 0 0Total Expenses 0 0Gross Profit 0 0 0 0 0 0 0 0
Quarter 2 Apr Apr Apr May May May Jun Jun
Plan Actual Delta Plan Actual Delta Plan ActualGross Revenue 0 0Total Expenses 0 0Gross Profit 0 0 0 0 0 0 0 0
Quarter 3 Jul Jul Jul Aug Aug Aug Sep Sep
Plan Actual Delta Plan Actual Delta Plan ActualGross Revenue 0 0Total Expenses 0 0Gross Profit 0 0 0 0 0 0 0 0
Quarter 4 Oct Oct Oct Nov Nov Nov Dec Dec
Plan Actual Delta Plan Actual Delta Plan ActualGross Revenue 0 0Total Expenses 0 0Gross Profit 0 0 0 0 0 0 0 0
2009 Totals Total Total TotalPlan Actual Delta
Gross Revenue 0 0 0Total Expenses 0 0 0
Gross Profit 0 0 0
Current Responsibilty Chart
President &CEO
Operations Admin I.T. Finance HRSales &
MarketingPlanning
2016 SMART Goals
Brief sentence of how your company will look different.
WHAT IS YOUR SMART GOALRevenue:
Employees:
Overhead Increases
Responsibility Chart (By 2015)
President &CEO
Operations Admin I.T. Finance HRSales &
MarketingPlanning
COMPANY BHAGBig Hairy Audacious Goal
How Do You Envision Your Company in 15 to 30 years from now? Yes 30. If you build it correctly it will outlive you!
Write Your Brief BHAG:
A true BHAG is clear and compelling, serves as unifying focal point of effort, and acts as a clear catalyst for team spirit. It has a clear finish line, so the organization can know when it has achieved the goal; people like to shoot for finish lines.—Collins and Porras, 1996
Your Business SWOT AnalysisStrengths Weakness
1
2
3
4
1
2
3
4
Opportunity Threats
1
2
3
4
1
2
3
4
TWENTY FOUR HOURS A DAY, 365 DAYS A YEAR, YOU SHOULD BE ABLE
TO ANSWER THESE QUESTIONSWhat are the key seats in your organization?
What percentage of those seats can you say with confidence are filled with the right people?
What are your plans for increasing that percentage?
What are your backup plans in the event the right person leaves a key seat?
ORGANIZATIONAL SCORECARDDepartment People Process Technology COMMENT
Customer Svc Need new CS person and new CRM
Marketing
Sales
Field Operations
Admin/Acctg
IT
HR
Planning
Employee Dev.
Internal Comm.
Developing a culture of continuous improvement
People, Process and Technology
Acceptable Performance
Needs Improvement
Critical Chg Req’d
Not Applicable
Competitive Analysis
1
FACTOR My Business Competitor A Competitor B Competitor CImportance to Customer
Summary Action
Products
Price
Quality
Selection
Service
Reliability
Stability
Expertise
Reputation
Location
Appearance
Sales Method
Credit Policies
Advertising
Image
PLANNING
Action Plan
Goal 1: __________________________
Action Responsible Due Date
Action 20
Action Plan
Goal 2: __________________________
Action Responsible Due Date
Action 20
Action Plan
Goal 3: __________________________
Action Responsible Due Date
Action 20
Action Plan
Goal 4: __________________________
Action Responsible Due Date
Action 20
Action Plan
Goal 5: __________________________
Action Responsible Due Date
Action 20
CEO Personal BHAG Vision
My Personal BHAG Vision is: