Some Concepts to Develop a

Strategic Planning

April 2008
Mário Luís Tavares Ferreira
Strategic planning
SWOT
TOWS matrix

S-O strategies pursue opportunities that are a good fit to the companies
strengths.
W-O strategies overcome weaknesses to pursue opportunities.
S-T strategies identify ways that the firm can use its strengths to reduce
its vulnerability to external threats.
W-T strategies establish a defensive plan to prevent the firm's
weaknesses from making it highly susceptible to external threats.
PEST analysis

¡ A scan of the external macro-environment in

which the company wants to operate (or
operates) and can be expressed in terms of
the following factors:

• Political
• Economic
• Social
• Technological
 Ninety ways to measure demand (6 x 5 x 3)
World
Geographical Region
Level
Country
Territory
Client
Total sales
Sector sales
Company’s sales
Produc
t Product lines
Level Product config

Product items
Short Medium Long
term term term

Timing Level
Porter 5 Forces
Value Chain

Innovation Operation Post Sales

Process
Process Process
Identification Satisfaction of
of client’s Client’s
necessities necessities

Market
identification products / Delivery Services
products
products / services to the
and
services creation clients
services
definition
Life cycle

Sales & profit Sales

Profit

Invest & expenses

i de
Product ntr growth maturity cli
od ne
development uc
tio
n
Boston matrix – Product life cycle
 Directional policy matrix or GE-McKinsey matrix

The diameter of each

pie is proportional to
the Volume or Revenue
accruing to each
Segment, and the solid
slice of each ‘pie’
represents the share of
the market enjoyed by
the Company.
S curve
Management

¡ Management, control and evaluation

Keys of Success - Facts of Failure
Keys of Success - Facts of Failure
Keys of Success - Facts of Failure
Keys of Success - Facts of Failure
Keys of Success - Facts of Failure
Keys of Success - Facts of Failure
Keys of Success - Facts of Failure
Measurement and evaluation – BSC
Measurement and evaluation – BSC
Measurement and evaluation – BSC
Measurement and evaluation - BSC
Five disciplines – Peter Senge

¡ Personal Mastery:
• Aspiration involves formulating a coherent picture of the results
people most desire to gain as individuals, alongside a realistic
assessment of the current state of their lives today.
• Learning to cultivate the tension between vision and reality can
expand people's capacity to make better choices, and to achieve
more of the results that they have chosen.
¡ Mental Models:
• Reflection and inquiry skills is focused around developing
awareness of the attitudes and perceptions that influence
thought and interaction.
• By continually reflecting upon, talking about, and reconsidering
these internal pictures of the world, people can gain more
capability in governing their actions and decisions.
Five disciplines – Peter Senge

¡ Shared Vision:
• Establishes a focus on mutual purpose.
• People learn to nourish a sense of commitment in a group or
organization by developing shared images of the future they
seek to create, and the principles and guiding practices by which
they hope to get there.
¡ Team Learning:
• Group interaction.
• Through techniques like dialogue and skillful discussion, teams
transform their collective thinking, learning to mobilize their
energies and actions to achieve common goals, and drawing
forth an intelligence and ability greater than the sum of individual
members' talents.
Five disciplines – Peter Senge

¡ Systems Thinking:
• People learn to better understand interdependency
and change, and thereby to deal more effectively with
the forces that shape the consequences of our
actions.
• Systems thinking is based upon a growing body of
theory about the behavior of feedback and complexity
- the innate tendencies of a system that lead to
growth or stability over time.
• To help people see how to change systems more
effectively and how to act more in tune with the larger
processes of the natural and economic world.
Project management - processes
Project management – a process
Project management – process chain
Project management – risk analysis