strategic planning and chamber development gerard doyle chambers of commerce of ireland
Post on 19-Dec-2015
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Ingredients for a Good Plan….
Relate to the medium term i.e. 2/4 years
Be undertaken by key personnel/stakeholders
Include consultation with the membership
Focus on matters of strategic importance
Be separated from day-to-day work
Be realistic, detached and critical
Be reviewed periodically
Plan Components
SWOT (Strengths, Weaknesses, Opportunities, Threats) Analysis
Vision
Mission
Values
Strategies
Goals - Objectives
Programmes
Look Back…Diagnostic
How has the Chamber been managed?
How has the Chamber been funded?
How has the Chamber sought to increase membership or broaden the scope of services?
How have productivity/costs moved?
Find out the Cause
"What stopped the Chamber from?" "What caused such a result?" "Why didn't the Chamber achieve a 25% growth rate?" Go underneath obvious causes…
Strengths/Weaknesses
Membership – marketing, promotion; Management – systems, expertise; Operations – staff, efficiency, capacity; Services – quality, pricing, range, competitiveness;Representation – quality, effectiveness; Finances – resources, cost performance; Research – effort, direction, resources; Systems – organization, structures.
Opportunities/Trends
The state of the global and national economy and how local business is competing in the economy.Changes in the marketplace due to economic or social factors.Local economy or social and environmental issuesGovernment laws and regulations.Impact of new technologies.
Trends Affecting Chambers
Competition from other business organisations, state agencies
Changing Business Structure - ……small business growing - large business declining …..Corporate downsizing.. leading to more home based-electronically based business.
Trends Affecting Chambers
Business Pressure - Changes in society “people are too busy to go to events any more” “entrepreneurs are under huge pressures”
Members More Demanding – want better quality services, at the same price or cheaper
Service Needs Changing – less information needed, more how to make sense of information
Trends Affecting Chambers
Direct Commercial benefits – business development services for members are more importantChambers Role no longer clear, financial pressure forcing chambers to adopt new roles and strategiesNeed to innovate or disintegrate [specialization – using new technology]
Trends Affecting Chambers
We must get closer to the customer - establish branches, contact mechanismsEconomies of scale are important - mergers and greater regionalisation of ChambersEngage with newly diversified partnership and leadership models in the community
Vision
The San Diego Chamber of Commerce will be acclaimed as a leader and catalyst in creating value for its members by optimizing their competitive viability in the regional, national and global marketplace.
Vision
Picture of the organization in 5 years time re its influence, role, size, activities, services, stakeholders, products, structure, staffing etc.
Picture-Vision for the Country can help create Vision of the Chamber
Vision of Costa Rica
Costa Rica is a country with a competitive, sustainable economy, based on equality and prosperity for all.
Mission
The role of the Metropolitan Chamber ofCommerce in achieving its vision is to: Build and strengthen the business culture
through:Advocacy - The Voice of BusinessNetworking - Bringing Business TogetherLeadership - Shaping the Business Environment
- Metropolitan Halifax Chamber of Commerce, Nova Scotia, Canada
Mission of the Costa Rica Chamber
The Costa Rica Chamber of Industry represents and supports the industrial sector to achieve and sustain competitiveness.
Values (CICR)
This organisation, in representing the legitimate interests of the industrial sector will operate at all times with:
- Efficiency- Objectivity- Transparency- SeriousnessAnd will itself develop and maintain the
highest standards of its excellence in all its work.
Strategies
Are broad plans for implementing the missionThey are not specific or detailedThe usually relate to stakeholders“Strong representation of the industrial sector through building strategic alliances.”
Goals - Objectives
Time and Measurement (Result)
The Chamber will achieve a 20% increase in membership by the end of 2004.
The Chamber will increase its income from member events by 30% by the end of 2003.
The Chamber will reduce its operating costs by 10% in 2003.
Programmes – Action Plans
Implementation plans for the key strategies. These should cover resources, objectives, time-scales, deadlines, budgets and performance targets.
9 Benchmarks of a Successful Chamber
1. Broad Based - Concerned with membership and business development and actively engaged in representation activities, but also involved with local economic development, provides education and training, and extensive information management services.
2. Strong financial position -mix of income from members, products, projects and services and access to funds for investment in new projects, and a contingency fund.
9 Benchmarks of a Successful Chamber
3. Has all the key businesses in the area in membership.
4. Membership expanding annually.5. Has a strong local brand image
and exercises real influence. 6. Devotes substantial resources to
innovation (new services, new ideas for local development).
9 Benchmarks of a Successful Chamber
7. Very close to its members and responsive to their needs.
8. Seeks a leadership role in the local community.
9. Well managed with high-grade staff and good people-management.
Planning to Plan
Planning Team
Chairman/President/CEO/Board
Member Surveys/Gather data
Consultation/Discussion/Feedback
One Person responsible
Planning to Plan
4 Meetings Planning SystemHalf-Day Board Retreat – Vision. Mission, Values – Appoint Planning TeamDraft Plan/Objectives/Goals/Program PresentedFeedback meetingFinal Board decision Meeting
Format of Plan
1) Executive Summary2) Authorization 3) Chamber Description - Diagnostic4) Mission, Vision and Values Statements 5) Strategies6) Goals-Objectives7) Action Plans-Programmes
Format of Plan
8) Budget9) Description of Process Used 10) Monitoring and Evaluation of Plan 11) Communication of Plan
Critical Success Factors
• Adequate resources (staff, office, program budget, etc), Partnerships with companies, other organizations, agencies, government, Support from member companies, Commitment of chamber officers/ committee members - (this may imply innovative ways of getting people involved) Realistic targets and review mechanisms
Implementation
Involve those responsible for implementation – Senior Commitment is vital
Be realistic – divide into smaller plans
Decide who does what, when
Regular reviews
Appoint one person for implementation
Monitoring, Evaluation, Changes
Are goals being achieved or not? If they are, then acknowledge, reward and communicate the progress. If not, why? Deviating from PlanIt’s OK to deviate from the plan. The plan is only a guideline, not a strict roadmap which must be followed.
Changes – Celebration !
Changing the PlanBe sure some mechanism is identified for changing the plan, if necessary. CelebrationCelebration is as important as accomplishing objectives -- maybe more. Without a sense of closure, acknowledgement and fulfillment from a job well done, the next planning cycle becomes a boring grind.