is essential that it be completed prior to the fiscal or calendar year that the plan will represent. It is also important that ALL management staff contribute to the final process with the accurate bottom-up feedback of information that represents REALITY within the organization or market pAn effective, realistic and accountable strategic, business and sales plan can mean the difference between success and failure in an organization – whether it operates profitably or at a loss. It is unfortunate today that many organizations are not committed to the development and successful implementation of the strategic planning process. In a rapidly changing world, these organizations are in jeopardy of becoming obsolete and a statistic. A well thought-out and designed strategic plan can ensure a productive, effective, profitable organization. It can also go a long way to guarantee that the products, services and policies remain relevant and the customers and markets satisfied. There is no substitute for effective planning. Companies that insist on running by ‘the seat of their pants’ will soon discover that they are increasingly vulnerable to competitive initiatives, shifts in markets, the economy and customer needs, wants and perceptions. Don’t become a casualty. Take the time, commit the resources and people, and set a precise, yet flexible, course for the future.

In order to guarantee that the strategic planning process is effective, it is essential that it be completed prior to the fiscal or calendar year that the plan will represent. It is also important that ALL management staff contribute to the final process with the accurate bottom-up feedback of information that represents REALITY within the organization or market pl

implementation of the strategic planning process. In a rapidly changing world, these organizations are in jeopardy of becoming obsolete and a statistic. A well thought-out and designed strategic plan can ensure a productive, effective, profitable organization. It can also go a long way to guarantee that the products, services and policies remain relevant and the customers and markets satisfied. There is no substitute for effective planning. Companies that insist on running by ‘the seat of their pants’ will soon discover that they are increasingly vulnerable to competitive initiatives, shifts in markets, the economy and customer needs, wants and perceptions. Don’t become a casualty. Take the time, commit the resources and people, and set a precise, yet flexible, course for the future.

In order to guarantee that the strategic planning process is effective, it is essential that it be completed prior to the fiscal or calendar year that the plan will represent. It is also important that ALL management staff contribute to the final process with the accurate bottom-up feedback of information that represents REALITY within the organization or market p

uarantee that the products, services and policies remain relevant and the customers and markets satisfied. There is no substitute for effective planning. Companies that insist on running by ‘the seat of their pants’ will soon discover that they are increasingly vulnerable to competitive initiatives, shifts in markets, the economy and customer needs, wants and perceptions. Don’t become a casualty. Take the time, commit the resources and people, and set a precise, yet flexible, course for the future.

In order to guarantee that the strategic planning process is effective, it is essential that it be completed prior to the fiscal or calendar year that the plan will represent. It is also important that ALL management staff contribute to the final process with the accurate bottom-up feedback of information that represents REALITY within the organization or market p

iatives, shifts in markets, the economy and customer needs, wants and perceptions. Don’t become a casualty. Take the time, commit the resources and people, and set a precise, yet flexible, course for the future.

In order to guarantee that the strategic planning process is effective, it is essential that it be completed prior to the fiscal or calendar year that the plan will represent. It is also important that ALL management staff contribute to the final process with the accurate bottom-up feedback of information that represents REALITY within the organization or market p

is essential that it be completed prior to the fiscal or calendar year that the plan will represent. It is also important that ALL management staff contribute to the final process with the accurate bottom-up feedback of information that represents REALITY within the organization or market place that can be discussed by senior management at a retreat or planning meeting. The amount of time spent in the actual strategic planning discussions by management can vary from a single day to several days - depending on the current needs, circumstances and objectives. The purpose of the process is to guarantee closure on the various topics, agendas and objectives, and to commit to action. Leaving issues to be resolved ‘in the future’ or ‘tabled’ is a recipe for continued stress, wasted corporate resources of time, people and money and possible failure. Whatever time required resolving issues, challenges and action plans should not be short-changed.

The strategic planning process can include, but is not limited to the following:
The development of an internal and external mission statement.
The development of an internal vision statement.
The resolution and/or development of core corporate values.
The development and/or refinement of a corporate philosophy.
The development of a precise sales and/or marketing plan with programmed action steps.
The development of an overall business plan which includes a formula fo