Strategic Plan Outline

I. Executive Summary
II. Company Mission
Define the core business
1. Basic product or service
2. Primary market
3. Principal technology for production or delivery
III. Company Profile
A. SWOT Analysis
1. Internal Strengths and Weaknesses
a. Marketing
b. Financial and Accounting
(1) Ratio analysis
(2) Sources and uses of funds
c. Production, Operations, Technical
d. Human Resources
e. Quality Management
f. Information Systems
g. Organization and General Management
2. External Opportunities
a. Serve additional customer groups or expand into new markets
or segments
b. Expand product line
c. Transfer skills to new products or businesses
d. Integration
(1) Forward
(2) Backward
e. Foreign markets
f. Emerging new technologies
3. External Threats

Page 1

Used by permission of the McGraw-Hill Companies.

Copyright The McGraw-Hill Companies. All rights reserved.
 a. Low barriers to entry
b. Availability of substitute products or services
c. Slower market growth
d. Costly regulatory requirements
e. Growing bargaining power of customers or supplies
f. Changing buyer needs and tastes
B. Strategic Cost and Price Analysis
1. Value chain approach: Primary activities
a. Inbound logistics
b. Operations
c. Outbound logistics
d. Sales and Marketing
e. Service
2. Value chain approach: Support activities
a. Procurement
b. Technology
c. Human resources
d. Infrastructure of the firm
C. Current Competitive Position
1. Comparison with past performance
2. Stage of industry evolution
3. Comparison with competition
4. Comparison with success factors in the industry
IV. External Environment
A. Remote environment
1. Economic
2. Social/Cultural
3. Political/Regulatory
4. Technological
5. Ecological
B. Industry analysis

Page 2

Used by permission of the McGraw-Hill Companies.

Copyright The McGraw-Hill Companies. All rights reserved.
 1. Industry attractiveness analysis
a. Market factors:
(1) Size
(2) Growth
(3) Cyclicity
(4) Seasonality
b. Industry factors:
(1) Capacity
(2) New product entry prospects
(3) Rivalry
(4) Power of suppliers
(5) Power of buyers
(6) Threat of substitutes
C. Operating environment
1. Driving forces
a. Changes in the long-term industry growth rate
b. Changes in who buys the product and how they use it
c. Product innovation
d. Technological change
e. Marketing innovation
f. Entry or exit of major firms
g. Diffusion of technical know-how
h. Increasing globalization of the industry
I. Changes in cost and efficiency
j. Emerging buyer preferences for differentiated products
instead of a commodity product
k. Regulatory influences and government policy changes
l. Changing societal concerns, attitudes and lifestyles
m. Reductions in uncertainty and business risks
2. Strengths and Weaknesses of Competitors
3. Customer Profiles

Page 3

Used by permission of the McGraw-Hill Companies.

Copyright The McGraw-Hill Companies. All rights reserved.
 4. Role of suppliers
V. Objectives
A. Long-term
B. Short-term
C. Financial
1. Faster revenue growth?
2. Faster earnings growth?
3. Higher dividends?
4. Wider profit margins?
5. Higher returns on invested capital?
6. Stronger bond and credit ratings?
7. Bigger cash flows?
8. A rising stock price?
9. Recognition as a “blue chip” company?
10. A more diversified revenue base?
11. Stable earnings during recessionary periods?
D. Strategic
1. A bigger market share?
2. A higher, more secure industry rank?
3. Higher product quality?
4. Lower costs relative to key competitors?
5. Broader or more attractive product line?
6. A stronger reputation with customers?
7. Superior customer service?
8. Recognition as a leader in technology and/or product
innovation?
9. Increased ability to compete in international markets?
10. Expanded growth opportunities?
11. Total customer satisfaction?

VI. Grand (Organizational or Business) Strategy

Page 4

Used by permission of the McGraw-Hill Companies.

Copyright The McGraw-Hill Companies. All rights reserved.
 A. Concentration (increasing use of existing products in present
markets)
B. Market development (existing products in new markets)
C. Product development (new products for present markets)
D. Innovation
E. Horizontal Integration
F. Vertical Integration
G. Concentric Diversification
H. Conglomerate Diversification
I. Turnaround
J. Divestiture
K. Liquidation
L. Joint Ventures
M. Strategic Alliances
VII. Functional Strategies
A. Production/Operations
1. Manufacturing
2. Materials
3. Capital
B. Marketing
1. Advertising
2. Selling
C. Finance and Accounting
1. Cash flow
2. Capital
D. Research and Development
E. Human Resource Management
VIII. Implementing the Strategy
A. Build a capable corporation
B. Policies and procedures to support the strategy
C. Support systems

Page 5

Used by permission of the McGraw-Hill Companies.

Copyright The McGraw-Hill Companies. All rights reserved.
 D. Strategy-supporting reward systems
E. Strategy-supporting corporate culture
F. Strategic leadership
IX. Control and Evaluation
A. Strategic controls
1. Monitor assumptions and predictions
2. Monitor implementation
3. Strategic surveillance of internal and external environments
B. Operational controls
1. Budgets
a. Profit and loss
b. Capital budgets
c. Cash flow
2. Schedules
3. Key success factors

Page 6

Used by permission of the McGraw-Hill Companies.

Copyright The McGraw-Hill Companies. All rights reserved.