1. Philanthropy Day 2016 Keys to Non Profit Strategic Planning

4. Being Strategic
Leading
Analyzing
Visualizing
collaborating

5. Steps to become more strategic
See the big picture
Articulate strategic objectives
Identify relationships, patterns or trends
Getting creative
Analyzing information
Prioritizing actions
Making trade-offs

6. Mission Statement Explains the reason for the organization’s existence
What it does
Who it does it for
How it does what it does
Its overall intention
Supports the vision (longer term)
Serves to communicate purpose to stakeholders, employers, partners, supporters

7. Vision
Describes the organization as it would appear in a future successful state
It is inspiration and aspirational – acts as a guide
Creates a mental image of the future that the organizations wants achieve
It answers the following questions:
If the organization were to achieve all of its strategic goals, what would it look like 5, 10, 15 years from now?

8. Three Strategic Questions
Why does your organization exist?
What is your unique niche in your community?
What is your elevator pitch?

9. Why Does Your organization exist?
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10. What is your unique niche
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11. What is your elevator pitch?
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12. Key Words ______________________________________

13. Mission Statement
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14. Mission Statement OUR MISSION
The mission of the Chatham Chamber of Commerce is to be an advocate for our local businesses, to support our membership with value added services, and to contribute to the success of our community.

15. Vision Statement
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16. SWOT Analysis

17. Strengths What do you need to do to keep them strengths?
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18. Weaknesses Vulnerabilities that need to be addressed Prioritized (top 3)
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19. Opportunities With no constraints what could you do?
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20. Threats Those vulnerabilities that left unaddressed will take you down
Threats Those vulnerabilities that left unaddressed will take you down? Prioritized (Top 3)
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21. Threats + Weaknesses = Issues Prioritized (Top 3)
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22. Actions Issues Actions
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23. Strategic Model Canvas

24. Key Partners
Defines the key network of partners and suppliers that make the model work. Strategic alliances between non-competitors, strategic partnerships between competitors, joint ventures to develop new business, buyer/supplier relationships
Who are our key partners?
Who are our key suppliers?
What key resources are we acquiring from our partners?
What key activities do our partners perform?
Key Activities
Describes the most important things a company must do to make the model work. What must they do to make the organization operate successfully
What key activities do our Value Propositions require?
Our distribution channels?
Customer relationships?
Revenue Streams?
Key Resources
Describes the most important assets required to make the model work. Physical, financial, intellectual or human
What key resources do our Value Propositions require?
Value Propositions
Describes the bundle of products and services that create value for specific Customer Segment
It is the reason why Customers buy from you – you solve a problem or satisfy a need.
What value do we deliver to our customers?
Which one of our customers’ problems are we helping to solve?
Which customer needs are we satisfying?
Customer Relationship
Describes the relationship an organization establishes with specific Customer Segments – customer acquisition, retention and upselling
What kind of relationship does our Customer Segments expect us to establish and maintain with them?
Which ones do we have established?
How are they integrated with the rest of our business model?
How costly are they?
Customer Segments
Defines different groups of people or organizations an enterprise intends to reach and serve
For whom are we creating value?
Channels
Describes how a company or organization communicates with and reaches its Customer Segments to deliver the Value Proposition.
Channels: raise awareness among customers, helps customers evaluate the Value Proposition, alllows customers to purchase specific products or services, delivers a Value Proposition, provide post purchase customer support
Through which channel do our customer segments want to be reached?
How are they reaching them now?
How are our channels integrated?
Which channels work best?
Which ones are most effective?
Cost Structure
Defines all the costs incurred to operate the model successfully – Key Resources, Key Partnerships and Key Resources
What the most important costs inherent in our business?
What Key Resources are most expensive?
Which Key Activities are most expensive?
Revenue Streams
Represents the cash an organization generates from each Customer Segment (costs must be subtracted from revenue to create earnings) It is defined by transaction revenues, i.e., one time sales or recurring revenues
For what value are our customers really willing to pay?
For what do they currently pay?
How are they currently paying?
How would they prefer to pay?
How much does each Revenue Stream contribute to the overall Revenue Stream?