You are here: Home Books s Strategic Planning Kit For Dummies
« December 2019 »
Su Mo Tu We Th Fr Sa
Log in

Forgot your password?
Document Actions

Strategic Planning Kit For Dummies, 2nd Ed.

Making Everything Easier!

Erica Olsen

Publisher: Wiley, 2012 , 358 pages

ISBN: 978-1-118-07777-1

Keywords: Strategy


Toggle Synopsis

The fast and easy way to think and act strategically.

Are you a business owner or management professional looking to weather current economic storms while planning for future growth? Providing practical, field-tested techniques and a complete 6-phase plan, Strategic Planning Kit For Dummies shows you how to make strategy a habit for all organizations, no matter the size, type, or resource constraints.

  • Strategic Planning 101 — get plain-English explanations of the who, how, why, and when of strategic planning
  • The nuts and bolts — discover your core DNA, identify your strategic issues, find your competitive advantage, and develop your mission, vision, and values
  • Collect your data — gather information that's critical for your strategic decision making, assess your business and its capabilities, and see your company through your customers' eyes
  • Pave a clear path — plan for the future, determine how to grow and be sustainable, and identify and evaluate opportunities

Table of Contents:

Toggle Table of Contents

  • Introduction
    • About This Book
    • Conventions Used in This Book
    • What You're Not to Read
    • Foolish Assumptions
    • How This Book Is Organized
      • Part I Kicking Off Your Strategic Planning Process
      • Part II Determining Your Core DNA and Envisioned Future
      • Part III Sizing Up Your Current Situation
      • Part IV Mapping Your Organization's Path to the Future
      • Part V Living and Breathing Your Plan
      • Part VI The Part of Tens
    • Icons Used in This Book
    • Where to Go from Here
  • Part I: Kicking Off Your Strategic Planning Process
    1. What Is Strategic Planning Really?
      • Clearing Up the Confusion about Strategic Planning
        • Defining strategy
        • Understanding the importance of a strategic plan
        • Implementing the strategic management process
        • Identifying the components of a solid strategic plan
        • Answering the most frequently asked strategic planning questions
      • Identifying the Levels of Strategic Management
      • Getting Acquainted with the Strategic Plan's Key Elements
        • Vision: Bringing things into focus
        • Strategy: Explaining the value you deliver
        • Goals and objectives: Empowering employees
        • Execution and evaluation: Ensuring success
      • Seeing the Signs: Why You Need This Book
    2. Why Strategic Planning Works
      • Strategic Planning Is Most Used Tool by Executives
      • Not Having a Plan Is Too Risky
      • A Plan Is Required to be a High Performer
        • What makes great companies great
        • What successful CEOs are spending their time on
      • Everyday Decisions Drive Long-Term Results
        • The day-to-day impact
        • The bottom-line impact
      • Agility Is a New Competitive Advantage
      • Everyone Is Part of Something Bigger
      • Tribal Knowledge Is Passed on to the Next Generation
      • You Can Clearly Explain (and Remember) Your Strategy
      • A Strategic Plan Eliminates Wasted Time and Money
    3. Getting Set Up for Successful Planning
      • Previewing the Elements of a Strategic Plan
        • Where are we now?
        • Where are we going?
        • How will we get there?
        • How will we measure our progress?
      • Before You Begin: Assessing Your Planning Readiness
        • Are we ready?
        • Is the climate right?
      • Taking a Look at the Strategic Planning Process and Time Frame
        • Phase 1 Determining your core purpose and envisioned future
        • Phase 2 Assessing your strategic position
        • Phase 3 Developing your strategies and priorities
        • Phase 4 Cascading your strategies to operations
        • Phase 5 Aligning your people and financial resources
        • Phase 6 Executing your plan
      • Selecting Your Planning Team
        • Getting everyone involved
        • Determining who's involved when
      • Going It Alone or Hiring a Facilitator
        • Running the planning sessions yourself
        • Using a facilitator
      • Smoothing Out Your Process
  • Part II: Determining Your Core DNA and Envisioned Future
    1. Identifying Your Strategic Issues
      • Reviewing What Happened Last Year
        • Recognizing what you achieved
        • Understanding why you failed
      • Evaluating Your Products and Services
        • Picking the winners
        • Dumping the losers
      • Putting Your Portfolio Together (In the Market Attractiveness Framework)
        • Evaluating market attractiveness and business strength
        • Creating your own matrix
      • Looking at Your Financial Performance
        • Understanding the financial dynamics of your business
        • Sorting out three-year trends
        • Trailing your numbers over 12 months
        • Evaluating your numbers
      • Seeing the Underlying Forces of Your Industry
      • Creating Your Short List of Strategic Issues
    2. Focusing on What You Do Best
      • Appreciating Your Competitive Advantage
        • Taking the 30-second competitive advantage challenge
        • Knowing what competitive advantage isn't
        • Realizing what competitive advantage is
        • Discovering why having a competitive advantage is so important
      • Uncovering Your Advantages
        • What's your distinct purpose?
        • How do you make money?
        • Why do customers buy from you?
      • Pinpointing Your Competitive Advantage
        • Perusing a few examples
        • Stating your competitive advantage succinctly
        • Putting your advantage to the test
        • Breaking away from the pack
      • Using Your Advantages Now
        • Implementing your advantages
        • Measuring your advantages
        • Putting your advantages in your plan
    3. Developing Your Mission, Values, and Vision
      • Building Your Strategic Foundation
      • Assessing Your Mission
        • Elements of an effective mission statement
        • Evaluating your current mission statement
        • Writing a new mission statement
      • Fine-tuning Your Organizational Values
        • Elements of effective organizational values
        • Creating or updating your organizational values
        • Acting on your organizational values
      • Visioning: Focusing in on Your North Star
        • Elements of an effective vision statement
        • Imagining your future mdash; vividly
        • Creating or updating your vision statement and vivid description
      • Futurecasting: Looking to the Future
        • Getting into the right frame of mind for futurecasting
        • Leaving your assumptions at the door
        • Working a strategic thinking exercise
      • Finalizing Your Strategic Foundation
  • Part III: Sizing Up Your Current Situation
    1. Assessing Your Business and Its Capabilities
      • Establishing a Starting Point: Identifying Your Business's Strategic Position
      • Evaluating Your Company's Capabilities
        • Human capital: Having the right people in the right positions
        • Organizational capital: Getting a feeling for your corporate culture
        • Knowledge capital: Knowing what you already know
      • Examining Your Resources
      • Processes: Connecting Your Capabilities and Resources
        • Operational processes
        • Customer management processes
        • Relationship management processes
        • Innovation processes
        • Other important process areas
      • Checking Your Profit Margins
        • Identifying cash creators
        • Detecting cash drains
    2. Seeing Your Business through Your Customers' Eyes
      • Getting to Know Your Most Valuable Customers
        • Identifying the 80/20 customer
        • Figuring out the lifetime value of your customers
      • Determining Why Your Customers Are Your Customers
        • Measuring satisfaction by the numbers
        • Obtaining feedback without using a survey
        • Spending time talking to your customers
      • Focusing on How You Deliver Value to Your Customers
        • Considering different business models
        • Using a business model to create value
        • Framing out your business model
    3. Researching the Market to Find New Customers
      • Gathering Information about New Markets
        • Identifying your information needs
        • Locating information sources
      • Creating Your Target Markets
        • Dividing your market into groups
        • Visualizing your target customer
      • Focusing on the Most Attractive Markets
        • Defining an attractive segment
        • Evaluating your target customer groups
      • Standing Out from the Crowd: Your Positioning Statement
        • Writing your positioning statements
        • Perusing examples of positioning statements
      • Reaching Your New Target Markets
        • The Four Ps: Neither a soul band nor a legume
        • The cycle of (product) life
      • Staying Market-Focused
        • Gathering relevant information
        • Sharing what you know
        • Responding to what you've discovered
      • Putting It All Together: Organizing Customer Information
    4. Identifying Your Opportunities and Threats
      • Starting Your SWOT Analysis
      • Seeing the Future
      • Finding Opportunities in Your Operating Environment
        • Identifying your economic indicators
        • Watching important social shifts
        • Staying on top of technology trends
        • Monitoring political winds
        • Flexing with demographic movements
      • Tracking Your Industry
        • Looming new competitors
        • Threatening substitute products
        • Bargaining power of suppliers
        • Bargaining power of buyers
        • Duking it out with your competitors
      • Analyzing Your Competition
        • Identifying your competitors
        • Gathering competitive intelligence
        • Isolating what you really need to know
        • Seeing the competitive field
      • Evaluating Your Market
      • Summarizing Your Opportunities and Threats
      • Finishing Your SWOT Analysis
  • Part IV: Mapping Your Organization's Path to the Future
    1. Strategizing for Growth and Sustainability
      • Understanding the Difference between Strategy and Tactics
        • Strategy versus tactics
        • The levels of strategies
      • Business Unit Level Strategies: Choosing Your Leading Strategic Focus
        • Applying your strengths to a business unit level strategy
        • Discovering why you don't want to be stuck in the middle
        • Choosing the right business unit level strategy for you
      • Market Level Strategies: Strategizing How to Grow
        • Concentrating on market penetration
        • Delivering with product development
        • Extending scope with market development
        • Stepping out with diversification
        • Deciding how to execute your growth strategy
      • Summarizing Your Selected Strategies
    2. Establishing Your Strategic Objectives, Goals, and Actions
      • Firming Up Your List of Strategic Alternatives
        • Paring down your SWOT
        • Identifying strategic alternatives
        • Sorting through your other alternatives
      • Evolving Alternatives into Priorities
        • Sorting out internal and external alternatives
        • Creating a short list of external priorities
        • Compiling a short list of internal priorities
        • Gut checking your priorities
      • Balancing Your Strategic Priorities
        • Financial priorities: If we succeed, how will we look to our shareholders?
        • Customer priorities: How do we provide value to our customers?
        • Internal priorities: What processes must we excel in to satisfy our customers?
        • Employee priorities: How must our organization grow and improve?
      • Turning Strategic Priorities into a Road Map for Your Vision
        • Finalizing your strategies
        • Writing your long-term strategic objectives
        • Making your short-term goals SMART
        • Mapping your strategy
        • Building your road map
      • Assembling Your Strategic Plan
      • Evaluating Your Strategic Plan
    3. Putting Your Plan into Action
      • Managing Performance with a Scorecard
        • Pegging your measures
        • Aiming at your targets
        • Building your scorecard
      • Cascading Goals to Annual Action Plans
        • Tips for cascading one level
        • Tips for cascading multiple levels
        • Getting down to cascading business
        • Avoiding land mines in cascading
      • Ensuring Your Plan Makes Cents
        • Estimating revenue and expenses
        • Contributing to the bottom line
        • Projecting your financial future
        • Forecasting with indicators
      • Making Your Plan a Living Document
        • Piecing out your plan by audience
        • Using a performance management system
  • Part V: Living and Breathing Your Plan
    1. Execute, Execute, Execute: Putting Your Plan to Work
      • So You Have a Plan — Now What?
        • Avoiding the pitfalls
        • Covering all your bases
        • Making sure you have the support
        • Determining your plan of attack
      • Holding People (Including Yourself) Accountable to the Process
        • Appointing a strategic plan manager
        • Syncing individual action plans with compensation
        • Coaching for achievement
      • Heartbeat of Your Management Process: Strategy Reviews
        • Understanding the difference between strategy and operational reviews
        • Holding effective strategy review meetings
        • Using a scorecard to measure progress
      • Mastering the Art of Communicating Strategy
        • Making sure everyone buys in
        • Rolling out the plan
        • Continuing communication
      • Keeping Your Plan Working for You
        • Accepting change — the only constant
        • Adapting your plan as necessary
    2. Scenario Planning: Answering the What Ifs
      • Grasping the Concept: What Is Scenario Planning?
      • Tackling Your Short-Term Uncertainties
        • Identifying immediate risks
        • Constructing possible alternative outcomes
      • Confronting Your Longer-Term Futures
        • Thinking about the big what ifs
        • Building alternative futures
        • Connecting scenarios to strategy
      • Considering Example Scenarios
        • Shell energy scenarios to 2050
        • Cisco's Internet scenarios to 2025
        • Chatham House's food futures scenarios
    3. Value-Creating Strategies for Entrepreneurial Organizations
      • Establishing an Owner's Vision
        • Knowing your true endgame
        • Deciding whether to publish your endgame
      • Creating a Sellable Business
        • Understanding what creates value
        • Valuing your business
      • Ensuring Your Business Continues after You Leave
        • Planning for transition
        • Considering how you want to exit your business
        • Preparing for a smooth exit
        • Gathering additional resources
    4. Sustainability for the Social Sectors
      • Moving from Profit to Sustainability
      • Getting Your Board on Board the Planning Effort
        • Defining the role of the policy board
        • Being tight on the ends and loose on the means
      • Planning for Government Entities
        • Recognizing how government planning works
        • Getting set up for government planning
        • Determining what sustainability means for government entities
      • Planning for Nonprofit Organizations
        • Redefining competition with the MacMillan Matrix
        • Mapping out nonprofit strategies
  • Part VI: The Part of Tens
    1. Chapter 18 Ten Tips to Keep Your Strategic Plan from Hitting the Shelf
      • Getting Everyone Involved from the Start
      • Deleting the Fluff
      • Appointing a Strategy Manager
      • Creating a Strategic Plan Poster (Real and Virtual)
      • Hooking Achievement into Incentives
      • Using a KISS
      • Holding a Monthly Strategy Meeting
      • Using a Scorecard
      • Leading by Example
      • Celebrating Your Success — Whenever You Feel Like It
    2. Ten Ways to Ruin Your Strategy Meetings and How to Avoid Them
      • Refusing to Use a Facilitator
      • Neglecting to Conduct Any Research Before the Meeting
      • Inviting Everyone
      • Holding an Annual Retreat
      • Getting through the Agenda No Matter What
      • Forgetting to Explain the Process
      • Assuming Everyone Thinks Like You
      • Ignoring the Elephant in the Room
      • Ending on a Low Note
      • Overlooking Life after the Meeting
    3. Ten Ways to Maintain Momentum in Your Planning Process (And Life)
      • Create Your Picture of Success and Make It a Reality
      • Pick a BHAG
      • Eliminate Your Energy Drains and Recharge Yourself
      • Conquer Your Fears — Concentrate and Be Brave
      • Take Control of Your Finances
      • Create a Brain Trust
      • Find the Time
      • Highlight Small Wins
      • Let the Process Evolve
      • Be Committed


Strategic Planning Kit For Dummies

by Roland Buresund last modified 2013-09-18 00:34

Rating: **** (Mediocre)

Too low-level to be of any use to an experienced practitioner, too lacking of references for an MBA-student, and too high-level to be useful for an inexperienced beginner.

In short, not totally bad, but nothing to write home about.

Powered by Plone, the Open Source Content Management System

This site conforms to the following standards: