PLANNING

AND
FORECAST

TEAM 1
ABHISHEK KUMAR
ABHISHEK KUMAR GUPTA
AMIT YADAV
ANUJ GARG
ANVESHA
AVINASH KUMAR
AVINASH KUMAR GUPTA

INTRODUCTION

PLANNING

DIRECTING

STAFFING

ORGANIZING

CONTROLLING

INTRODUCTION
Planning is a rational action mixed with a little of
forethought. It is seen everywhere. Each and every
person has to frame a plan to recede in his
activities.
In a business, planning is the primary of all
managerial functions as it involves deciding of
future course of action.
Thus, planning logically precedes the execution of
all managerial functions.
A manager must plan before he can possibly
organize, staff, direct or control.

DEFINITION
Planning is the process of deciding in advance what is
to be done, where, how and by whom it is to be done.
Planning involves selecting missions and objectives
and deciding on the action from among alternatives.
Planning as a process involves anticipation of future
course of events and deciding the best course of
action.
Planning bridges the gap from where we are to where
we want to go.

DEFINITION
Koontz and ODonnell have defined planning in terms
of future course of action. They state that
Planning is the selection from among alternatives
for future courses of action for the enterprise as a
whole and each department within it.
W H Newman also stated that
Generally speaking, planning is deciding in advance
what is to be done.

REASONS FOR PLANNING

PROVIDES
DIRECTION

REDUCES
UNCERTAINITY

MANAGER
S ENGAGE
IN
PLANNING
SETS THE
STANDARD
FOR
CONTROLLING

MINIMIZES
WASTE AND
REDUNDANC
Y

Nature of Planning
Planning
Planning
Planning
Planning
Planning
Planning
Planning
Planning

is a mental activity.
is goal-oriented.
is forward looking.
pervades all managerial activity.
is the primary function
is based on facts
is flexible
is essentially decision making

STEPS IN PLANNING
Establishing Verifiable Goals or Set of Goals to be Achieved
Establishing Planning process
Deciding the planning period
Finding alternative courses of action
Evaluating and selecting a course of action
Developing derivative plans
Measuring and controlling the progress

SIGNIFICANCE OF PLANNING
According to G.R. Terry, Planning is the foundation
of most successful actions of all enterprises.
Some of the advantages of planning is as following:Minimizes risks and uncertainty
Emphasis on objectives
Promotes coordination
Facilitates control
Improves competitive strength
Economical operation
Encourages innovation
Tackling complexities of modern business

LIMITATIONS OF PLANNING
Costly process
Rigidity
Limited scope
Influence of external factors
Non-availability of data
Peoples resistance

REQUIREMENT OF GOOD PLAN

Clear objective
Proper understanding
Flexible
Stable
Comprehensive
Economical

TYPES OF PLANS
Mission or Purpose : Identifies the basic purpose or function
or tasks of an enterprise or agency or any part of it.
E.g. Purpose of an University is teaching, research and
providing service to
the community.
Objectives or goals : Objectives or goals are the needs
toward which activity is aimed. They represent not only the
end point of planning but also the end toward which
organizing, staffing, leading, and controlling are aimed.
Strategies : Strategy is defined as the determination of the
basic long-term objectives of an enterprise and the adoption of
courses of action and allocation of resources necessary to
achieve these goals.
Policies : Policies are also plans in that they are general
statements or understandings that guide or channel thinking in
decision-making. Policies define an area within which a
decision is to be made and ensure that the decision will be

 Procedure : Procedure are plans that establish a required

method of handling future activities. They are guides to action,
rather than to thinking, and they detail the exact manner in
which certain activities must be accomplished.
Rules : Rules spell out specific required actions or non-actions,
allowing no discretion.
Programs : Programs are a complex of goals, policies,
procedure, rules, task assignments, steps to be taken,
resources to be employed, and other elements necessary to
carry out a given course of action; they are ordinarily
supported by budgets.
Budgets : A budget is a statement of expected results
expressed in numerical terms. It may be called a quantified
plan. A budget may be expressed in financial terms; in terms of
labor-hours, units of product, or machine-hours; or in any other
numerically measurable terms.

4 TYPES OF
PLANNING
STRATEGIC PLANNING
TACTICAL PLANNING
OPERATIONAL PLANNING
CONTINGENCY PLANNING

Strategic Planning
Strategic planning is an organization's process of defining its
strategy, or direction, and making decisions on allocating its
resources to pursue this strategy.
The big picture of what your agency is doing and where it is
going
Helps determine where your organization is going over the next
year or more
It generally aims at creating an image of the desired future and
design ways to make plans a Reality.

Apply broadly to the entire organization.

Establish the organizations overall objectives.
Seek to position the organization in terms of its environment.
Provide direction to drive an organizations efforts to achieve its goals.
Serve as the basis for the tactical plans.
Cover extended periods of time.
Are less specific in their details.

Strategic Planning Models

Goals-Based

Issues-Based

Works with the agency vision, mission, and the agency goals to work
toward achieving the mission

Starts with examining issues that the organization is facing

Organic

Focus is primarily on vision and values

Components of a Strategic Plan

Vision Developing a clear understanding of what is your preferred
future

Mission Developing a sound statement about why you exist

Core Values and Beliefs Describes behaviours and ideas that are
important to your organization

Strategic Issues The issues that create a gap between the ideal
and reality

Operational Plans How are you going to achieve your vision?

Steps of a Strategic Plan

Where is your agency in its development RIGHT now?

Assess the Internal and External Environments

SWOT Analysis

 Create a Vision
Define core beliefs and values of your agency
Identify your agencys mission
Monitor Action Plans your agency has developed in response to the
critical issues
Evaluate progress of achieving the outcomes
Revise the plan as necessary

SWOT Analysis
The SWOT Analysis framework is a very important and
useful tool to use in marketing Management and other
business applications.
As a basic tool its mastery is a fundamental requirement
for the marketer, entrepreneur or business person.
A clear understanding of SWOT is required for business
majors.

SWOT
SWOT analysis
Environmental factors internal to the
firm usually can be classified as
strengths (S) or weaknesses (W), and
those external to the firm can be
classified as opportunities (O) or
threats (T).

 Strengths
Internal resources that are available or things that an organization does
well
Core competency: a unique skill or resource that represents a
competitive edge

Weaknesses
Resources that an organization lacks or activities that it does not do well

Opportunities
Positive external environmental factors

Threats
Negative external environmental factors

The SWOT Matrix

Swot
Analysis

Opportunities

Threats

Strengths

Weakness

S-O
Strategies

W-O
Strategies

S-T
Strategies

W-T
Strategies

 S-O Strategies: Pursue opportunities

companys fit to the companys strengths
W-O
Strategies:
opportunities

Overcome

that

are

weaknesses

to

good
pursue

S-T Strategies: Identify ways to use strengths to reduce

vulnerability to external threats
W-T Strategies: Establish a defensive plan to prevent the
firms weaknesses from making it highly susceptible to external
threats

SWOT analysis
framework
Environmental Scan

Internal Analysis
Analysis
Strengths
Threats

Weaknesses

External

Opportunities

SWOT Matrix

Strengths
A firm's strengths are its resources and capabilities that
can be used for developing a competitive advantage.
Examples of such strengths include:
Patents
Strong brand names
Good reputation among customers
Cost advantages from proprietary know-how
Exclusive access to natural resources
Good access to distribution networks

Weaknesses
The absence of certain strengths are a weakness. For
example, the following may be considered weaknesses:
Lack of patent protection
A weak brand name
Poor reputation among customers
High cost structure
Lack of access to best natural resources
Lack of access to key distribution channels

Opportunities
The external environmental analysis may reveal certain
new opportunities for profit and growth. Some examples of
such opportunities include:
An unfulfilled customer need
Arrival of new technologies
Loosening of regulations
Removal of international trade barriers

Threats
Changes in the external environmental also may present
threats to the firm. Some examples of such threats include:
shifts in consumer tastes away from the firm's products
emergence of substitute products
new regulations
increased trade barriers

Tactical Planning

Tactical Planning is Short range planning that emphasizes the current

operations of various parts of the organization.
Short Range is defined as a period of time extending about one year or
less in the future.
Managers use tactical planning to outline what the various parts of the
organization must do for the organization to be successful at some point
1year or less into the future.
Tactical plans are usually developed in the areas of production,
marketing, personnel, finance and plant facilities.
Apply to specific parts of the organization.
Are derived from strategic objectives.
Specify the details of how the overall objectives are to be achieved.
Cover shorter periods of time.
Must be updated continuously to meet current challenges.

How Do I Make a Tactical

Business Plan?
Divide the strategy into departments.

Create "deliverables".

Communicate objectives.

Assign individual tactics to staff.

Align personal goals to tactical success.

Definition

Strategic
Planning
vs
Tactical
Planning

Perspective

Time

Example

Strategy

Tactic

Larger, overall plan

that can comprise
several tactics.

Plans, tasks, or
procedures that
can be carried out,
may be part of
larger strategy.

Broad, big
picture

Narrow, close-up

Over time, long

periods of time,
future-oriented

Soon or present

A year of
One of the ads
advertising and
from the planned
marketing plans for marketing strategy.
a company.

OPERATIONAL
PLANNING
Specify the details of how the overall goals are to be achieved.
Cover short time period.
Short-range planning that deals with day-to-day maintenance
activities.
Performed at a unit or departmental level.
The operational plan details how the organisation will accomplish
the goals, objectives and strategies outlined in the strategic plan.
Operational plans define the outcomes of the divisions or
departments.
Organizations lower levels that specify action steps toward
achieving operational goals.
Tool for daily and weekly operations.
Schedules are an important component.

STEPS IN OPERATIONAL
1. Set your objectives
PLANNING
2. Set your priorities
3. State your assumptions
4. Review any and all limitations
5. Develop your primary and back-up plans
6. Implement the plan
7. Set up a control system and follow up on progress and
results

What Is Contingency Planning?

The overall planning for unexpected events is called
contingency planning (CP)
It is how organizational planners position their organizations to
prepare for, detect, react to, and recover from events that
threaten the security of information resources and assets
Main goal: restoration to normal modes of operation with
minimum cost and disruption to normal business activities after
an unexpected event

CP Components
Incident response planning (IRP) focuses on immediate
response
Disaster recovery planning (DRP) focuses on restoring
operations at the primary site after disasters occur
Business continuity planning (BCP) facilitates establishment of
operations at an alternate site

Contingency Planning
Hierarchies

CP Operations
Four teams are involved in contingency planning and
contingency operations:
CP team
Incident recovery (IR) team
Disaster recovery (DR) team
Business continuity plan (BC) team

Major Steps in
Contingency Planning