surprise chamber of commerce on business planning
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Surprise Chamber of Commerce On Business Planning. Planning – A Three Phase Approach. Planning – A Three Phase Approach. Processes and Procedures. Concepts for Improving Results. Communications External Marketing & Advertising Internet Presence Social Media Presence Customer Relations - PowerPoint PPT PresentationTRANSCRIPT
Copyright Strategic Outlooks 2007-2013
Surprise Chamber of CommerceOn Business Planning
Copyright Strategic Outlooks 2007-2013
Planning – A Three Phase Approach
Strategy •Understanding the Landscape•Developing Scenarios' to Leverage the Business Environment•Creating a path to execute
Operations •Objectives•Critical Success Factors•SMART – (Specific, Measurable, Attainable, Relevant, Timely)
Organization
•Responsible•Reliable•Learning & Enthusiastic
Copyright Strategic Outlooks 2007-2013
Planning – A Three Phase Approach
Strategy •Understanding the Landscape•Developing Scenarios' to Leverage the Business Environment•Creating a path to execute
Operations•Objectives•Critical Success Factors•SMART – (Specific, Measurable, Attainable, Relevant, Timely)
Organization •Responsible
•Reliable•Learning & Enthusiastic
Processes and Procedures
Copyright Strategic Outlooks 2007-2013
Concepts for Improving ResultsCommunications
External Marketing & Advertising Internet Presence Social Media Presence Customer Relations
Internal Company Meetings & Gatherings Staff & Department Meetings Internal Web/Message Board -
SharePoint™EfficiencyQuality
• Efficiency• Meetings
Copyright Strategic Outlooks 2007-2013
Components for Improving Results Communications
External Marketing & Advertising Internet Presence Social Media Presence Customer Relations
Internal Leadership Company Meetings &
Gatherings Staff & Department Meetings Internal Web/Message Board –
SharePoint™
Efficiency Conduct of Meetings Processes vs Controls Processes vs Meeting Needs
Quality The Quality Process Problem – Solution Concept Instilling TQC – (Total Quality
Concept)
Copyright Strategic Outlooks 2007-2013
Internal Communications Leadership
The HERO resources: Hope. A belief in the ability to
persevere toward goals and find paths to reach them.
Efficacy. The confidence that one can put forth the effort to affect outcomes.
Resilience. The ability to bounce back in the face of adversity or failure.
Optimism. A generally positive view of work and the potential of success.
Leadership - Looking For Capabilities Leader selection & development
Attitude – Optimistic – Belief - Training.
Goal & Objective setting. Understanding the how, why & when.
Problem management Find pathways to solutions when A
doesn’t work Performance Feedback
Easily note accomplishments – Provide improvement suggestions.
Creating Psychological capital has universal benefits.
Copyright Strategic Outlooks 2007-2013
CommunicationsMarketing & Advertising - Traditional
Watch Your Brand Be consistent with your branding approach.
Measure Results Know your cost of opportunity Know your closing ratios
Internet Presence- New MediaWebsite Investment
Message & Content SEO – (Search Engine Optimization) Inbound & Outbound Concepts
Copyright Strategic Outlooks 2007-2013
CommunicationsMarketing & Advertising
Social Media FaceBook, LinkedIn, Twitter, Google,
Pinterest, …… Presence Advertising
Copyright Strategic Outlooks 2007-2013
CommunicationsCustomer Relations
First Contact Phone Personal
Serving their Needs Fitting the product to the need Return/Warranty Policies Service & Maintenance
CRM – Customer Relations Mgmt History of Customer Follow-up
Copyright Strategic Outlooks 2007-2013
CommunicationsInternal
Very Important Aspect of Learning Company. Employees need the current and proper
information in which to make decisions you expect of them!
Communications Vehicles Meetings and Gatherings
Company, Department & Individual Newsletter Internal Website (SharePoint™)
Copyright Strategic Outlooks 2007-2013
Efficiency - Staff MeetingsGuidelines
Keep meetings short – (less than 1 hour)Be Prepared
Agenda – 10 minutes on reports 5 Minutes on Current/Possible Problems 40 minutes on group solution participation 5 minutes on wrapup.
Copyright Strategic Outlooks 2007-2013
ReportsOne Page Style
3 to 5 CRITICAL SUCCESS FACTORS Measurement Current result compared to last reports result.
Current Data – Last Report Data = Change in Data Note: If data is volatile in short periods
(∫ over longer period ) Record the Change as
Positive No Change Negative
Written Portion Positive – Non Required No Change – Single Paragraph on Why. Negative – Multi Paragraph; Why and What is the
plan for recovery
Copyright Strategic Outlooks 2007-2013
EfficiencyQuality Initiatives
Quality is Free But only if you invest in it.
What is Quality? “Meets Requirements”
Quality Cycle
Bringing Quality Management to the head of the table was not exactly the same as introducing black baseball players to the major leagues; but there were enough similiarities to make me feel towards Harold Geneen what Jackie Robinson felt towards Branch Rickey.In Both Cases, the motives were the same: To increase the probability of having a winning team!To quote Harold S. Geneen: “Quality is not only right, it is free. And it is not only FREE, it is the most profitable product line we have.”
From 1959–1977 Harold Geneen was the president and CEO of International Telephone and Telegraph Corp. (ITT). He grew the company from a medium-sized business with $765 million sales in 1961 into multinational conglomerate with $17 billion sales in 1970
Identification
Monitoring
Analysis
Corrective Action
Copyright Strategic Outlooks 2007-2013
Creating a Customer-Supplier Model
Internal – Every Employee is a Customer & a SupplierExternal – Every Customer is also a Supplier of Requirements
Copyright Strategic Outlooks 2007-2013
Logging & Charting
Copyright Strategic Outlooks 2007-2013
Identification
Monitoring
Analysis
Corrective Action
QualityManaging
ElementsCommitmentAwarenessResultsOrganizationPlanningAccountabilityRecognitionRenewal
Core Concepts
Copyright Strategic Outlooks 2007-2013
Select One Problem at a TimeClearly Identify the Problem
State the Problem ClearlyIdentify Probable CausesIdentify a solution to a single
cause. Measure the result.
Repeat as Necessary
Copyright Strategic Outlooks 2007-2013
Process to be used in Daily Operations
Strategic Plan
Operation Plan
Communication Quality Processes
Organization
Rewards
Copyright Strategic Outlooks 2007-2013
Thank YouIf I can be any further help, please contact me!
Questions?
Dick Jensen