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The nature of a business is often e pressed in terms of its
c which indicates the purpose and activities of the
business, for e ample, "to design, develop, manufacture
and market specific product lines for sale on the basis of
certain features to meet the identified needs of specified
customer groups via certain distribution channels in
particular geographic areas". A statement along these lines
indicates what the business is about and is infinitely clearer
than saying, for instance, "we're in electronics" or worse still,
"we are in business to make money" (assuming that the
business is not a mint !). Also, some people confuse mission
statements with value statements (see below) - the former
should be very hard-nosed while the latter can deal with
'softer' issues surrounding the business. The following table
contrasts hard and so t mission statements.
Hard
Soft
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Ne t are the
- the rules and guidelines by which
the mission, objectives etc. may be achieved. They can
cover the business as a whole including such matters as
diversification, organic growth, or acquisition plans, or they
can relate to primary matters in key functional areas, for
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V !
Statements on vision, mission, objectives, values, strategies
and goals are not just elements of future planning. They
also provide benchmarks for a historic review. Most
managers will find it e ceedingly difficult to develop a future
strategy for a business without knowing its current strategies
and measuring their success to date.
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Having built up a picture of the company's past aims and
achievements, the all-important SWGT (strengths,
weaknesses, opportunities and threats) analysis can
commence.
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Notwithstanding that "battles are often lost for want of nails",
a company rarely succeeds or fails for minor or trivial
reasons. The causes are usually substantial and are often
self-evident, at least to an outsider. -or e ample, the
business was completely over-borrowed; management was
weak; a major new product opportunity was identified;
legislation changed; a major competitor went bust or
e panded; the company never reinvested.
Ô pert tools for Assessing Business Ideas
(US$ 219.95)
and Ôvaluating Marketing Strategies (US$ 785.00).
Independent advisers or non-e ecutive directors can play a
valuable role in this process because they can readily adopt
the role of devil's advocate and also bring e ternal
knowledge and e pertise to bear. The worksheet presented
below may also assist.
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When using the Strategic Planning Worksheet below, note
the following suggestions:
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To start using the worksheet below, copy the headings
marked in red onto a blank sheet of paper (or page in a
word processor) and enter short statements about each item
as per the guidelines above.
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(Strengths & Weaknesses are internal to the business and
Gpportunities & Threats are e ternal. All SWGTs should be
'one-handed' - something is either a Strength or a
Weakness but cannot be both. Ônter up to si items under
each heading and then rank them in order of importance. If
you are planning a new business, consider the project's and
its promoters' e isting SWGTs):
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(Covers employees, customers, environment etc. etc.
Ma imum of 150 words)
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(These are the primary underlying reasons for being
involved in the business, and are not specific targets - these
come later)
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(Quantify in terms of sales, market shares, finances,
operations etc.)
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