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Copyright Strategic Outlooks 2007-2013 Surprise Chamber of Commerce On Business Planning.

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Presentation on theme: "Copyright Strategic Outlooks 2007-2013 Surprise Chamber of Commerce On Business Planning."— Presentation transcript:

1 Copyright Strategic Outlooks Surprise Chamber of Commerce On Business Planning

2 Copyright Strategic Outlooks 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

3 Copyright Strategic Outlooks 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

4 Copyright Strategic Outlooks Concepts for Improving Results Communications External Marketing & Advertising Internet Presence Social Media Presence Customer Relations Internal Company Meetings & Gatherings Staff & Department Meetings Internal Web/Message Board - SharePoint™ Efficiency Quality Efficiency Meetings

5 Copyright Strategic Outlooks 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)

6 Copyright Strategic Outlooks 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.

7 Copyright Strategic Outlooks Communications Marketing & 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 Media Website Investment Message & Content SEO – (Search Engine Optimization) Inbound & Outbound Concepts

8 Copyright Strategic Outlooks Communications Marketing & Advertising Social Media FaceBook, LinkedIn, Twitter, Google, Pinterest, …… Presence Advertising

9 Copyright Strategic Outlooks Communications Customer 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

10 Copyright Strategic Outlooks Communications Internal 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™)

11 Copyright Strategic Outlooks Efficiency - Staff Meetings Guidelines 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.

12 Copyright Strategic Outlooks Reports One 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

13 Copyright Strategic Outlooks Efficiency Quality 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 IdentificationMonitoringAnalysis Corrective Action

14 Copyright Strategic Outlooks Creating a Customer-Supplier Model Internal – Every Employee is a Customer & a Supplier External – Every Customer is also a Supplier of Requirements

15 Copyright Strategic Outlooks Logging & Charting

16 Copyright Strategic Outlooks IdentificationMonitoringAnalysis Corrective Action Quality Managing Elements Commitment Awareness Results Organization Planning Accountability Recognition Renewal Core Concepts

17 Copyright Strategic Outlooks Select One Problem at a Time Clearly Identify the Problem State the Problem Clearly Identify Probable Causes Identify a solution to a single cause. Measure the result. Repeat as Necessary

18 Copyright Strategic Outlooks Operation Plan Communication Quality Processes Organization Rewards

19 Copyright Strategic Outlooks Thank You If I can be any further help, please contact me! Questions? Dick Jensen


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