1. 2014 James Feldman

2. What isStrategic Planning?2014 James Feldman 3. Organizeyour thoughtsandDetermineyour strategic direction.2014 James Feldman 4. Business As Usualvs.TacticsDont mix them up.2014 James Feldman 5. A written document that actsas a guidebook2014 James Feldman 6. According to JimRun on Insight,Not Hindsight.2014 James Feldman 7. What is Strategic Planning?Pull the entire organization together around asingle plan for execution.Broad outline on where resources get allocated.Forces you to make choices on what you will doand what you wont do.2014 James Feldman 8. What is Strategic Planning?The Values Whats in it for them?The Objectives Whats in it for us?The Strategies How do we deliver?The Goals How will we evaluate?2014 James Feldman 9. Companies should have the capabilities to:2014 James FeldmanUnderstandCreateDeliverCaptureSustain 10. Strategic Planning Tips:Whats your business?Whats your purpose?What are your values?Use WeBe UnderstandableFoster CommitmentCreate MotivationGenerate Inspiration2014 James Feldman 11. Strategic Planning Process1. Determine Situation2. Evaluate Goals3. Think inside the box4. Assess Risk5. Create S.W.O.T.6. Create Marketing plan7. Implement plan8. Review and revise plan2014 James Feldman 12. Strategic Planning VisionCleara defined statementVisionabout the futureAspirationalto motivateStrategically aligned toyour S.W.O.T. analysis2014 James Feldman 13. Strategic Planning Vision1. Define Your Values2. Define Your Goals3. Take Control4. Define Your Strengths5. Find Clarity6. Be A Leader7. Deliver Value8. Evaluate everything2014 James Feldman 14. What is aMission Statement?2014 James Feldman 15. A statement ofyour organizationspurposewhat it wantsto accomplish.2014 James Feldman 16. Mission Statement=Business VisionWhat did you accomplishin 2013that you are most proud of? Simplicity Diligence Focus on what is vital Eliminate extraneous distractions Try Evernote to bring everyone togetherhttps://evernote.com/business/2014 James Feldman 17. Mission Statement=Business VisionWhy does your business exist?Describe what your business does?How your business does it?Define and articulate yourcore competences?2014 James Feldman 18. VisionStrategic Planning 3 Steps1. Corporate2. Division3. Business/Product Levels2014 James Feldman 19. According to JimYou dont want to be consideredthe best at what you do.You want to be known asThe only one who doeswhat you do.2014 James Feldman 20. What is aMarketing Plan?2014 James Feldman 21. What is a Marketing PlanA road map, a targetor course of actionto achieve desiredresults.2014 James Feldman 22. What? Strategic PlanningWhy? Long-term profitabilityHow? Write a marketing plan2014 James Feldman 23. According to JimDrive for Change.Innovate for Growth.Lead Smarter.2014 James Feldman 24. What is a Marketing PlanThe task of your businessshould be todeliver bothCustomer valueand a profit.2014 James Feldman 25. ImpactROIDefineMarketingStrategiesDefineMarketingMixSetMarketingGoalsValuePropositionDefinitionMarketingPlanning ProcessMarketAnalysisCompetitiveAnalysisCustomerAnalysisWOWExperienceReassess Review Documentthe Plan2014 James Feldman 26. What is a Marketing ProcessAnalyze market opportunities.Develop marketing strategies.Plan market programs.Manage the marketing effort.2014 James Feldman 27. What is a Marketing ProcessDiagnostic skills.Identification of company level.Implementation skills.Evaluation skills.2014 James Feldman 28. What is a Marketing ProcessSales analysis.Market share analysis.Marketing expense/sales analysis.Financial analysis.Market-based scorecard analysis.2014 James Feldman 29. Marketing Plan Basis for comparison. Clearly stated activities. Reference for thesuccess. Marketing environment. Entry into themarketplace.2014 James Feldman 30. According to JimYouCreate VALUENotProvide services.2014 James Feldman 31. What is S.W.O.T.?2014 James Feldman 32. InternalThings thecompany doesExternalwellThings thecompany doesnot do wellConditions in theexternalenvironment thatfavor strengthsDoesnt relate toexistingstrengthsor weakness2014 James Feldman 33. InternalExternal2014 James FeldmanStemming fromThe ExternalenvironmentInternalenvironment 34. InternalCustomer LoyaltyProduct BenefitsExternal2014 James FeldmanDistributionPricingBrand AwarenessImageReputationFinanceR&DManufacturing 35. Cash CowsMarket ShareHighStarsLowDogsLow High2014 James Feldman 36. High LowLow HighHigh Growth-High ShareBusiness is likely to generateenough cash to be self-sustaining.PROMOTE AGGRESSIVELYStarsHigh Growth-Low ShareBusiness requires a lotof cash to maintainmarket share.INVEST MORE CASH-DIVESTLow Growth-High ShareBusiness can be used to supportother business units.DEFEND AND MAINTAINLow Growth-Low ShareBusiness is a cash trap.Focus on short term.AVOID RISKY PROJECTSDogsCash Cows 2014 James Feldman 37. Strategic Planningshould focus on theview of your clients Define Your Values. Define Your Goals. Take Control. Define Your Strengths. Find Clarity. Be A Leader. 38. 2014 James Feldman All Rights ReservedFAILURE AND SUCCESSARE RELATED 39. Hierarchy Of Strategic Planning WorkshopEXPERIENCEMOTIVATIONCONFIDENCEBELIEFPositive Experiencefuels the desire to do more.The reward is worththe risk and effort.I have the ability to makeShift Happen.If I do this, I would bemore successful.This different thanwhat I do today.UNDERSTANDING2014 James Feldman 40. According to JimYour Customers arenot concerned with what you accomplishedYesterday , or what you did Today,its all about Tomorrowthat really matters.2014 James Feldman 41. Talk To Me/in/jamesfeldman@ShiftHappensNow #shifthappens/shifthappensnowjamesfeldman.coachesconsole.comVisit ShiftHappens.com or call 312-527-9111