Strategic Planning Kit for Dummies:
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Newark
John Wiley & Sons, Incorporated
2023
|
| Ausgabe: | 3rd ed |
| Online-Zugang: | HWR01 |
| Beschreibung: | Description based on publisher supplied metadata and other sources |
| Beschreibung: | 1 Online-Ressource (387 Seiten) |
| ISBN: | 9781394157983 |
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| 245 | 1 | 0 | |a Strategic Planning Kit for Dummies |
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| 264 | 4 | |c ©2023 | |
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| 505 | 8 | |a Intro -- Title Page -- Copyright Page -- Table of Contents -- Introduction -- About This Book -- Conventions Used in This Book -- What You're Not to Read -- Foolish Assumptions -- How This Book Is Organized -- Part 1: Kicking Off Your Strategic Planning Process -- Part 2: Sizing Up Your Current Situation -- Part 3: Defining Your Core Purpose and Envisioned Future -- Part 4: Mapping Your Organization's Path to the Future -- Part 5: Living and Breathing Your Plan -- Part 6: The Part of Tens -- Icons Used in This Book -- Beyond the Book -- Where to Go from Here -- Part 1 Kicking Off Your Strategic Planning Process -- Chapter 1 What Is Strategic Planning Really? -- Clearing Up the Confusion about Strategic Planning -- Defining strategy -- Understanding the importance of a strategic plan -- Implementing the strategic management process -- Identifying the components of a solid strategic plan -- Answering the most frequently asked strategic planning questions -- Who uses strategic plans? -- Does every strategic plan include the same elements? -- Just exactly what is strategic planning? -- What's the difference between strategic planning and long-range planning? -- Does every organization need a strategic plan? -- We're highly successful already, so why should we plan? -- Can a smaller company afford the time for strategic planning? -- Why plan in a world that's highly uncertain? -- How can we be confident that our planning will be successful? -- What is strategic thinking? -- Identifying the Levels of Strategic Management -- Getting Acquainted with the Strategic Plan's Key Elements -- Vision: Bringing things into focus -- Strategy: Explaining the value you deliver -- Goals and objectives: Empowering employees -- Execution and evaluation: Ensuring success -- Seeing the Signs: Why You Need This Book -- Chapter 2 Why Strategic Planning Works | |
| 505 | 8 | |a Strategic Planning Is the Most Used Tool by Executives -- Not Having a Plan Is Too Risky -- A Plan Is Required to Be a High Performer -- What makes great companies great -- What successful CEOs are spending their time on -- Everyday Decisions Drive Long-Term Results -- The day-to-day impact -- The bottom-line result -- Agility Is a Competitive Advantage -- Everyone Wants to Be Part of Something Bigger -- Tribal Knowledge Is Passed on to the Next Generation -- You Can Clearly Explain (and Remember) Your Strategy -- A Strategic Plan Eliminates Wasted Time and Money -- Chapter 3 Getting Set Up for Successful Planning -- Previewing the Elements of a Strategic Plan -- Where are we now? -- Where are we going? -- How will we get there? -- How will we measure our progress? -- Before You Begin: Assessing Your Planning Readiness -- Are we ready? -- Is the climate right? -- Taking a Look at the Strategic Planning Process and Timeframe -- Phase 1: Determining your core purpose and envisioned future -- Phase 2: Assessing your strategic position -- Phase 3: Developing your strategies and priorities -- Phase 4: Deploying your strategies to operations -- Phase 5: Aligning your people and financial resources -- Phase 6: Executing your plan -- Selecting Your Planning Team -- Getting everyone involved -- The role of the CEO -- The planning team members -- Everyone else, regardless of position -- Non-employees -- The strategic plan manager -- Determining who's involved when -- Going It Alone or Hiring a Facilitator -- Running planning sessions yourself -- Using a facilitator -- Deciding whether a facilitator is a good idea -- Finding a good facilitator -- Smoothing Out Your Process -- Chapter 4 Identifying Your Strategic Issues -- Reviewing What Happened Last Year -- Recognizing what you achieved -- Understanding why you failed -- Evaluating Your Products and Services | |
| 505 | 8 | |a Picking the winners -- Dumping the losers -- Putting Your Portfolio Together (In the Market Attractiveness Framework) -- Evaluating market attractiveness and business strength -- Factors that affect market attractiveness -- Factors that affect business strength -- Creating your own matrix -- Looking at Your Financial Performance -- Understanding the financial dynamics of your business -- Checking your liquidity -- Gauging your risk levels -- Monitoring your profitability -- Measuring your productivity -- Sorting out three-year trends -- Trailing your numbers over 12 months -- Evaluating your numbers -- Seeing the Underlying Forces of Your Industry -- Creating Your Short List of Strategic Issues -- Part 2 Sizing Up Your Current Situation -- Chapter 5 Assessing Your Business and Its Capabilities -- Indentifying Your Organization's Strengths and Weaknesses -- Evaluating Your Organization's Capabilities -- Human capital: Having the right people in the right positions -- Organizational capital: Getting a feeling for your corporate culture -- Knowledge capital: Knowing what you already know -- Examining Your Resources -- Analyzing Your Processes -- Operational processes -- Customer management processes -- Relationship management processes -- Innovation processes -- Other important process areas -- Technology -- Communication -- Productivity -- Checking Your Profit Margins -- Identifying cash creators -- Detecting cash drains -- Chapter 6 Seeing Your Business through Your Customers' Eyes -- Getting to Know Your Most Valuable Customers -- Identifying the 80/20 customer -- Figuring out the lifetime value of your customers -- Determining Why Your Customers Are Your Customers -- Measuring satisfaction by the numbers -- Obtaining feedback without using a survey -- Spending time talking to your customers -- Focusing on How You Deliver Value to Your Customers | |
| 505 | 8 | |a Considering different business models -- Using a business model to create value -- Framing out your business model -- Chapter 7 Researching the Market to Find New Customers -- Gathering Information about New Markets -- Identifying your information needs -- Locating information sources -- Internal company information -- Secondary data -- Primary data -- Creating Your Target Markets -- Dividing your market into groups -- Benefits -- Descriptors -- Visualizing your target customer -- Focusing on the Most Attractive Markets -- Defining an attractive segment -- Evaluating your target customer groups -- Standing Out from the Crowd: Your Positioning Statement -- Writing your positioning statements -- Perusing examples of positioning statements -- Reaching Your New Target Markets -- The Four Ps: Neither a soul band nor a legume -- The cycle of (product) life -- Staying Market-Focused -- Gathering relevant information -- Sharing what you know -- Responding to what you've discovered -- Putting It All Together: Organizing Customer Information -- Chapter 8 Identifying Your Opportunities and Threats -- Starting Your SWOT Analysis -- Seeing the Future -- Finding Opportunities in Your Operating Environment -- Identifying your economic indicators -- Watching important social shifts -- Staying on top of technology trends -- Monitoring political winds -- Flexing with demographic movements -- Tracking Your Industry -- Looming new competitors -- Threatening substitute products -- Bargaining power of suppliers -- Bargaining power of buyers -- Duking it out with your competitors -- Analyzing Your Competition -- Identifying your competitors -- Direct competitors -- Indirect competitors -- Substitutes or new entrants -- Gathering competitive intelligence -- Isolating what you really need to know -- Seeing the competitive field -- Evaluating Your Market | |
| 505 | 8 | |a Summarizing Your Opportunities and Threats -- Finishing Your SWOT Analysis -- Part 3 Defining Your Core Purpose and Envisioned Future -- Chapter 9 Focusing on What You Do Best -- Appreciating Your Competitive Advantage -- Taking the 30-second competitive advantage challenge -- Knowing what competitive advantage isn't -- Realizing what competitive advantage is -- Discovering why having a competitive advantage is so important -- Uncovering Your Advantages -- What's your distinct purpose? -- How do you make money? -- Why do customers buy from you? -- Pinpointing Your Competitive Advantage -- Perusing a few examples -- Stating your competitive advantage succinctly -- Putting your advantage to the test -- Breaking away from the pack -- Using Your Advantages Now -- Implementing your advantages -- Measuring your advantages -- Putting your advantages in your plan -- Chapter 10 Developing Your Mission and Values -- Building Your Strategic Foundation -- Assessing Your Mission -- Elements of an effective mission statement -- Evaluating your current mission statement -- Writing a new mission statement -- Evaluating Your Mission Statement -- Fine-tuning Your Organizational Values -- Elements of effective organizational values -- Creating or updating your organizational values -- Acting on your organizational values -- World-Class Values Statements -- Starting Your Strategic Foundation -- Chapter 11 Envisioning Your North Star -- Continuing Your Strategic Foundation -- Visioning: Focusing in on Your North Star -- Elements of an effective vision statement -- Imagining your future - vividly -- Creating or updating your vision statement and vision description -- Futurecasting: Looking to the Future -- Getting into the right frame of mind for futurecasting -- Leaving your assumptions at the door -- Working a strategic thinking exercise | |
| 505 | 8 | |a Finalizing Your Strategic Foundation | |
| 776 | 0 | 8 | |i Erscheint auch als |n Druck-Ausgabe |a Olsen, Erica |t Strategic Planning Kit for Dummies |d Newark : John Wiley & Sons, Incorporated,c2023 |z 9781394157969 |
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Datensatz im Suchindex
| _version_ | 1804184933369905152 |
|---|---|
| adam_txt | |
| any_adam_object | |
| any_adam_object_boolean | |
| author | Olsen, Erica |
| author_facet | Olsen, Erica |
| author_role | aut |
| author_sort | Olsen, Erica |
| author_variant | e o eo |
| building | Verbundindex |
| bvnumber | BV048831489 |
| collection | ZDB-30-PQE |
| contents | Intro -- Title Page -- Copyright Page -- Table of Contents -- Introduction -- About This Book -- Conventions Used in This Book -- What You're Not to Read -- Foolish Assumptions -- How This Book Is Organized -- Part 1: Kicking Off Your Strategic Planning Process -- Part 2: Sizing Up Your Current Situation -- Part 3: Defining Your Core Purpose and Envisioned Future -- Part 4: Mapping Your Organization's Path to the Future -- Part 5: Living and Breathing Your Plan -- Part 6: The Part of Tens -- Icons Used in This Book -- Beyond the Book -- Where to Go from Here -- Part 1 Kicking Off Your Strategic Planning Process -- Chapter 1 What Is Strategic Planning Really? -- Clearing Up the Confusion about Strategic Planning -- Defining strategy -- Understanding the importance of a strategic plan -- Implementing the strategic management process -- Identifying the components of a solid strategic plan -- Answering the most frequently asked strategic planning questions -- Who uses strategic plans? -- Does every strategic plan include the same elements? -- Just exactly what is strategic planning? -- What's the difference between strategic planning and long-range planning? -- Does every organization need a strategic plan? -- We're highly successful already, so why should we plan? -- Can a smaller company afford the time for strategic planning? -- Why plan in a world that's highly uncertain? -- How can we be confident that our planning will be successful? -- What is strategic thinking? -- Identifying the Levels of Strategic Management -- Getting Acquainted with the Strategic Plan's Key Elements -- Vision: Bringing things into focus -- Strategy: Explaining the value you deliver -- Goals and objectives: Empowering employees -- Execution and evaluation: Ensuring success -- Seeing the Signs: Why You Need This Book -- Chapter 2 Why Strategic Planning Works Strategic Planning Is the Most Used Tool by Executives -- Not Having a Plan Is Too Risky -- A Plan Is Required to Be a High Performer -- What makes great companies great -- What successful CEOs are spending their time on -- Everyday Decisions Drive Long-Term Results -- The day-to-day impact -- The bottom-line result -- Agility Is a Competitive Advantage -- Everyone Wants to Be Part of Something Bigger -- Tribal Knowledge Is Passed on to the Next Generation -- You Can Clearly Explain (and Remember) Your Strategy -- A Strategic Plan Eliminates Wasted Time and Money -- Chapter 3 Getting Set Up for Successful Planning -- Previewing the Elements of a Strategic Plan -- Where are we now? -- Where are we going? -- How will we get there? -- How will we measure our progress? -- Before You Begin: Assessing Your Planning Readiness -- Are we ready? -- Is the climate right? -- Taking a Look at the Strategic Planning Process and Timeframe -- Phase 1: Determining your core purpose and envisioned future -- Phase 2: Assessing your strategic position -- Phase 3: Developing your strategies and priorities -- Phase 4: Deploying your strategies to operations -- Phase 5: Aligning your people and financial resources -- Phase 6: Executing your plan -- Selecting Your Planning Team -- Getting everyone involved -- The role of the CEO -- The planning team members -- Everyone else, regardless of position -- Non-employees -- The strategic plan manager -- Determining who's involved when -- Going It Alone or Hiring a Facilitator -- Running planning sessions yourself -- Using a facilitator -- Deciding whether a facilitator is a good idea -- Finding a good facilitator -- Smoothing Out Your Process -- Chapter 4 Identifying Your Strategic Issues -- Reviewing What Happened Last Year -- Recognizing what you achieved -- Understanding why you failed -- Evaluating Your Products and Services Picking the winners -- Dumping the losers -- Putting Your Portfolio Together (In the Market Attractiveness Framework) -- Evaluating market attractiveness and business strength -- Factors that affect market attractiveness -- Factors that affect business strength -- Creating your own matrix -- Looking at Your Financial Performance -- Understanding the financial dynamics of your business -- Checking your liquidity -- Gauging your risk levels -- Monitoring your profitability -- Measuring your productivity -- Sorting out three-year trends -- Trailing your numbers over 12 months -- Evaluating your numbers -- Seeing the Underlying Forces of Your Industry -- Creating Your Short List of Strategic Issues -- Part 2 Sizing Up Your Current Situation -- Chapter 5 Assessing Your Business and Its Capabilities -- Indentifying Your Organization's Strengths and Weaknesses -- Evaluating Your Organization's Capabilities -- Human capital: Having the right people in the right positions -- Organizational capital: Getting a feeling for your corporate culture -- Knowledge capital: Knowing what you already know -- Examining Your Resources -- Analyzing Your Processes -- Operational processes -- Customer management processes -- Relationship management processes -- Innovation processes -- Other important process areas -- Technology -- Communication -- Productivity -- Checking Your Profit Margins -- Identifying cash creators -- Detecting cash drains -- Chapter 6 Seeing Your Business through Your Customers' Eyes -- Getting to Know Your Most Valuable Customers -- Identifying the 80/20 customer -- Figuring out the lifetime value of your customers -- Determining Why Your Customers Are Your Customers -- Measuring satisfaction by the numbers -- Obtaining feedback without using a survey -- Spending time talking to your customers -- Focusing on How You Deliver Value to Your Customers Considering different business models -- Using a business model to create value -- Framing out your business model -- Chapter 7 Researching the Market to Find New Customers -- Gathering Information about New Markets -- Identifying your information needs -- Locating information sources -- Internal company information -- Secondary data -- Primary data -- Creating Your Target Markets -- Dividing your market into groups -- Benefits -- Descriptors -- Visualizing your target customer -- Focusing on the Most Attractive Markets -- Defining an attractive segment -- Evaluating your target customer groups -- Standing Out from the Crowd: Your Positioning Statement -- Writing your positioning statements -- Perusing examples of positioning statements -- Reaching Your New Target Markets -- The Four Ps: Neither a soul band nor a legume -- The cycle of (product) life -- Staying Market-Focused -- Gathering relevant information -- Sharing what you know -- Responding to what you've discovered -- Putting It All Together: Organizing Customer Information -- Chapter 8 Identifying Your Opportunities and Threats -- Starting Your SWOT Analysis -- Seeing the Future -- Finding Opportunities in Your Operating Environment -- Identifying your economic indicators -- Watching important social shifts -- Staying on top of technology trends -- Monitoring political winds -- Flexing with demographic movements -- Tracking Your Industry -- Looming new competitors -- Threatening substitute products -- Bargaining power of suppliers -- Bargaining power of buyers -- Duking it out with your competitors -- Analyzing Your Competition -- Identifying your competitors -- Direct competitors -- Indirect competitors -- Substitutes or new entrants -- Gathering competitive intelligence -- Isolating what you really need to know -- Seeing the competitive field -- Evaluating Your Market Summarizing Your Opportunities and Threats -- Finishing Your SWOT Analysis -- Part 3 Defining Your Core Purpose and Envisioned Future -- Chapter 9 Focusing on What You Do Best -- Appreciating Your Competitive Advantage -- Taking the 30-second competitive advantage challenge -- Knowing what competitive advantage isn't -- Realizing what competitive advantage is -- Discovering why having a competitive advantage is so important -- Uncovering Your Advantages -- What's your distinct purpose? -- How do you make money? -- Why do customers buy from you? -- Pinpointing Your Competitive Advantage -- Perusing a few examples -- Stating your competitive advantage succinctly -- Putting your advantage to the test -- Breaking away from the pack -- Using Your Advantages Now -- Implementing your advantages -- Measuring your advantages -- Putting your advantages in your plan -- Chapter 10 Developing Your Mission and Values -- Building Your Strategic Foundation -- Assessing Your Mission -- Elements of an effective mission statement -- Evaluating your current mission statement -- Writing a new mission statement -- Evaluating Your Mission Statement -- Fine-tuning Your Organizational Values -- Elements of effective organizational values -- Creating or updating your organizational values -- Acting on your organizational values -- World-Class Values Statements -- Starting Your Strategic Foundation -- Chapter 11 Envisioning Your North Star -- Continuing Your Strategic Foundation -- Visioning: Focusing in on Your North Star -- Elements of an effective vision statement -- Imagining your future - vividly -- Creating or updating your vision statement and vision description -- Futurecasting: Looking to the Future -- Getting into the right frame of mind for futurecasting -- Leaving your assumptions at the door -- Working a strategic thinking exercise Finalizing Your Strategic Foundation |
| ctrlnum | (ZDB-30-PQE)EBC7168973 (ZDB-30-PAD)EBC7168973 (ZDB-89-EBL)EBL7168973 (OCoLC)1357016895 (DE-599)BVBBV048831489 |
| dewey-full | 658.4012 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.4012 |
| dewey-search | 658.4012 |
| dewey-sort | 3658.4012 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
| edition | 3rd ed |
| format | Electronic eBook |
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Foolish Assumptions -- How This Book Is Organized -- Part 1: Kicking Off Your Strategic Planning Process -- Part 2: Sizing Up Your Current Situation -- Part 3: Defining Your Core Purpose and Envisioned Future -- Part 4: Mapping Your Organization's Path to the Future -- Part 5: Living and Breathing Your Plan -- Part 6: The Part of Tens -- Icons Used in This Book -- Beyond the Book -- Where to Go from Here -- Part 1 Kicking Off Your Strategic Planning Process -- Chapter 1 What Is Strategic Planning Really? -- Clearing Up the Confusion about Strategic Planning -- Defining strategy -- Understanding the importance of a strategic plan -- Implementing the strategic management process -- Identifying the components of a solid strategic plan -- Answering the most frequently asked strategic planning questions -- Who uses strategic plans? -- Does every strategic plan include the same elements? -- Just exactly what is strategic planning? -- What's the difference between strategic planning and 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resources -- Phase 6: Executing your plan -- Selecting Your Planning Team -- Getting everyone involved -- The role of the CEO -- The planning team members -- Everyone else, regardless of position -- Non-employees -- The strategic plan manager -- Determining who's involved when -- Going It Alone or Hiring a Facilitator -- Running planning sessions yourself -- Using a facilitator -- Deciding whether a facilitator is a good idea -- Finding a good facilitator -- Smoothing Out Your Process -- Chapter 4 Identifying Your Strategic Issues -- Reviewing What Happened Last Year -- Recognizing what you achieved -- Understanding why you failed -- Evaluating Your Products and Services</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Picking the winners -- Dumping the losers -- Putting Your Portfolio Together (In the Market Attractiveness Framework) -- Evaluating market attractiveness and business strength -- Factors that affect market attractiveness -- Factors that 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Realizing what competitive advantage is -- Discovering why having a competitive advantage is so important -- Uncovering Your Advantages -- What's your distinct purpose? -- How do you make money? -- Why do customers buy from you? -- Pinpointing Your Competitive Advantage -- Perusing a few examples -- Stating your competitive advantage succinctly -- Putting your advantage to the test -- Breaking away from the pack -- Using Your Advantages Now -- Implementing your advantages -- Measuring your advantages -- Putting your advantages in your plan -- Chapter 10 Developing Your Mission and Values -- Building Your Strategic Foundation -- Assessing Your Mission -- Elements of an effective mission statement -- Evaluating your current mission statement -- Writing a new mission statement -- Evaluating Your Mission Statement -- Fine-tuning Your Organizational Values -- Elements of effective organizational values -- Creating or updating your organizational values -- Acting on your organizational values -- World-Class Values Statements -- Starting Your Strategic Foundation -- Chapter 11 Envisioning Your North Star -- Continuing Your Strategic Foundation -- Visioning: Focusing in on Your North Star -- Elements of an effective vision statement -- Imagining your future - vividly -- Creating or updating your vision statement and vision description -- Futurecasting: Looking to the Future -- Getting into the right frame of mind for futurecasting -- Leaving your assumptions at the door -- Working a strategic thinking exercise</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Finalizing Your Strategic Foundation</subfield></datafield><datafield tag="776" ind1="0" ind2="8"><subfield code="i">Erscheint auch als</subfield><subfield code="n">Druck-Ausgabe</subfield><subfield code="a">Olsen, Erica</subfield><subfield code="t">Strategic Planning Kit for Dummies</subfield><subfield code="d">Newark : John Wiley & Sons, Incorporated,c2023</subfield><subfield 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| id | DE-604.BV048831489 |
| illustrated | Not Illustrated |
| index_date | 2024-07-03T21:35:29Z |
| indexdate | 2024-07-10T09:47:12Z |
| institution | BVB |
| isbn | 9781394157983 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-034097067 |
| oclc_num | 1357016895 |
| open_access_boolean | |
| owner | DE-2070s |
| owner_facet | DE-2070s |
| physical | 1 Online-Ressource (387 Seiten) |
| psigel | ZDB-30-PQE ZDB-30-PQE HWR_PDA_PQE |
| publishDate | 2023 |
| publishDateSearch | 2023 |
| publishDateSort | 2023 |
| publisher | John Wiley & Sons, Incorporated |
| record_format | marc |
| spelling | Olsen, Erica Verfasser aut Strategic Planning Kit for Dummies 3rd ed Newark John Wiley & Sons, Incorporated 2023 ©2023 1 Online-Ressource (387 Seiten) txt rdacontent c rdamedia cr rdacarrier Description based on publisher supplied metadata and other sources Intro -- Title Page -- Copyright Page -- Table of Contents -- Introduction -- About This Book -- Conventions Used in This Book -- What You're Not to Read -- Foolish Assumptions -- How This Book Is Organized -- Part 1: Kicking Off Your Strategic Planning Process -- Part 2: Sizing Up Your Current Situation -- Part 3: Defining Your Core Purpose and Envisioned Future -- Part 4: Mapping Your Organization's Path to the Future -- Part 5: Living and Breathing Your Plan -- Part 6: The Part of Tens -- Icons Used in This Book -- Beyond the Book -- Where to Go from Here -- Part 1 Kicking Off Your Strategic Planning Process -- Chapter 1 What Is Strategic Planning Really? -- Clearing Up the Confusion about Strategic Planning -- Defining strategy -- Understanding the importance of a strategic plan -- Implementing the strategic management process -- Identifying the components of a solid strategic plan -- Answering the most frequently asked strategic planning questions -- Who uses strategic plans? -- Does every strategic plan include the same elements? -- Just exactly what is strategic planning? -- What's the difference between strategic planning and long-range planning? -- Does every organization need a strategic plan? -- We're highly successful already, so why should we plan? -- Can a smaller company afford the time for strategic planning? -- Why plan in a world that's highly uncertain? -- How can we be confident that our planning will be successful? -- What is strategic thinking? -- Identifying the Levels of Strategic Management -- Getting Acquainted with the Strategic Plan's Key Elements -- Vision: Bringing things into focus -- Strategy: Explaining the value you deliver -- Goals and objectives: Empowering employees -- Execution and evaluation: Ensuring success -- Seeing the Signs: Why You Need This Book -- Chapter 2 Why Strategic Planning Works Strategic Planning Is the Most Used Tool by Executives -- Not Having a Plan Is Too Risky -- A Plan Is Required to Be a High Performer -- What makes great companies great -- What successful CEOs are spending their time on -- Everyday Decisions Drive Long-Term Results -- The day-to-day impact -- The bottom-line result -- Agility Is a Competitive Advantage -- Everyone Wants to Be Part of Something Bigger -- Tribal Knowledge Is Passed on to the Next Generation -- You Can Clearly Explain (and Remember) Your Strategy -- A Strategic Plan Eliminates Wasted Time and Money -- Chapter 3 Getting Set Up for Successful Planning -- Previewing the Elements of a Strategic Plan -- Where are we now? -- Where are we going? -- How will we get there? -- How will we measure our progress? -- Before You Begin: Assessing Your Planning Readiness -- Are we ready? -- Is the climate right? -- Taking a Look at the Strategic Planning Process and Timeframe -- Phase 1: Determining your core purpose and envisioned future -- Phase 2: Assessing your strategic position -- Phase 3: Developing your strategies and priorities -- Phase 4: Deploying your strategies to operations -- Phase 5: Aligning your people and financial resources -- Phase 6: Executing your plan -- Selecting Your Planning Team -- Getting everyone involved -- The role of the CEO -- The planning team members -- Everyone else, regardless of position -- Non-employees -- The strategic plan manager -- Determining who's involved when -- Going It Alone or Hiring a Facilitator -- Running planning sessions yourself -- Using a facilitator -- Deciding whether a facilitator is a good idea -- Finding a good facilitator -- Smoothing Out Your Process -- Chapter 4 Identifying Your Strategic Issues -- Reviewing What Happened Last Year -- Recognizing what you achieved -- Understanding why you failed -- Evaluating Your Products and Services Picking the winners -- Dumping the losers -- Putting Your Portfolio Together (In the Market Attractiveness Framework) -- Evaluating market attractiveness and business strength -- Factors that affect market attractiveness -- Factors that affect business strength -- Creating your own matrix -- Looking at Your Financial Performance -- Understanding the financial dynamics of your business -- Checking your liquidity -- Gauging your risk levels -- Monitoring your profitability -- Measuring your productivity -- Sorting out three-year trends -- Trailing your numbers over 12 months -- Evaluating your numbers -- Seeing the Underlying Forces of Your Industry -- Creating Your Short List of Strategic Issues -- Part 2 Sizing Up Your Current Situation -- Chapter 5 Assessing Your Business and Its Capabilities -- Indentifying Your Organization's Strengths and Weaknesses -- Evaluating Your Organization's Capabilities -- Human capital: Having the right people in the right positions -- Organizational capital: Getting a feeling for your corporate culture -- Knowledge capital: Knowing what you already know -- Examining Your Resources -- Analyzing Your Processes -- Operational processes -- Customer management processes -- Relationship management processes -- Innovation processes -- Other important process areas -- Technology -- Communication -- Productivity -- Checking Your Profit Margins -- Identifying cash creators -- Detecting cash drains -- Chapter 6 Seeing Your Business through Your Customers' Eyes -- Getting to Know Your Most Valuable Customers -- Identifying the 80/20 customer -- Figuring out the lifetime value of your customers -- Determining Why Your Customers Are Your Customers -- Measuring satisfaction by the numbers -- Obtaining feedback without using a survey -- Spending time talking to your customers -- Focusing on How You Deliver Value to Your Customers Considering different business models -- Using a business model to create value -- Framing out your business model -- Chapter 7 Researching the Market to Find New Customers -- Gathering Information about New Markets -- Identifying your information needs -- Locating information sources -- Internal company information -- Secondary data -- Primary data -- Creating Your Target Markets -- Dividing your market into groups -- Benefits -- Descriptors -- Visualizing your target customer -- Focusing on the Most Attractive Markets -- Defining an attractive segment -- Evaluating your target customer groups -- Standing Out from the Crowd: Your Positioning Statement -- Writing your positioning statements -- Perusing examples of positioning statements -- Reaching Your New Target Markets -- The Four Ps: Neither a soul band nor a legume -- The cycle of (product) life -- Staying Market-Focused -- Gathering relevant information -- Sharing what you know -- Responding to what you've discovered -- Putting It All Together: Organizing Customer Information -- Chapter 8 Identifying Your Opportunities and Threats -- Starting Your SWOT Analysis -- Seeing the Future -- Finding Opportunities in Your Operating Environment -- Identifying your economic indicators -- Watching important social shifts -- Staying on top of technology trends -- Monitoring political winds -- Flexing with demographic movements -- Tracking Your Industry -- Looming new competitors -- Threatening substitute products -- Bargaining power of suppliers -- Bargaining power of buyers -- Duking it out with your competitors -- Analyzing Your Competition -- Identifying your competitors -- Direct competitors -- Indirect competitors -- Substitutes or new entrants -- Gathering competitive intelligence -- Isolating what you really need to know -- Seeing the competitive field -- Evaluating Your Market Summarizing Your Opportunities and Threats -- Finishing Your SWOT Analysis -- Part 3 Defining Your Core Purpose and Envisioned Future -- Chapter 9 Focusing on What You Do Best -- Appreciating Your Competitive Advantage -- Taking the 30-second competitive advantage challenge -- Knowing what competitive advantage isn't -- Realizing what competitive advantage is -- Discovering why having a competitive advantage is so important -- Uncovering Your Advantages -- What's your distinct purpose? -- How do you make money? -- Why do customers buy from you? -- Pinpointing Your Competitive Advantage -- Perusing a few examples -- Stating your competitive advantage succinctly -- Putting your advantage to the test -- Breaking away from the pack -- Using Your Advantages Now -- Implementing your advantages -- Measuring your advantages -- Putting your advantages in your plan -- Chapter 10 Developing Your Mission and Values -- Building Your Strategic Foundation -- Assessing Your Mission -- Elements of an effective mission statement -- Evaluating your current mission statement -- Writing a new mission statement -- Evaluating Your Mission Statement -- Fine-tuning Your Organizational Values -- Elements of effective organizational values -- Creating or updating your organizational values -- Acting on your organizational values -- World-Class Values Statements -- Starting Your Strategic Foundation -- Chapter 11 Envisioning Your North Star -- Continuing Your Strategic Foundation -- Visioning: Focusing in on Your North Star -- Elements of an effective vision statement -- Imagining your future - vividly -- Creating or updating your vision statement and vision description -- Futurecasting: Looking to the Future -- Getting into the right frame of mind for futurecasting -- Leaving your assumptions at the door -- Working a strategic thinking exercise Finalizing Your Strategic Foundation Erscheint auch als Druck-Ausgabe Olsen, Erica Strategic Planning Kit for Dummies Newark : John Wiley & Sons, Incorporated,c2023 9781394157969 |
| spellingShingle | Olsen, Erica Strategic Planning Kit for Dummies Intro -- Title Page -- Copyright Page -- Table of Contents -- Introduction -- About This Book -- Conventions Used in This Book -- What You're Not to Read -- Foolish Assumptions -- How This Book Is Organized -- Part 1: Kicking Off Your Strategic Planning Process -- Part 2: Sizing Up Your Current Situation -- Part 3: Defining Your Core Purpose and Envisioned Future -- Part 4: Mapping Your Organization's Path to the Future -- Part 5: Living and Breathing Your Plan -- Part 6: The Part of Tens -- Icons Used in This Book -- Beyond the Book -- Where to Go from Here -- Part 1 Kicking Off Your Strategic Planning Process -- Chapter 1 What Is Strategic Planning Really? -- Clearing Up the Confusion about Strategic Planning -- Defining strategy -- Understanding the importance of a strategic plan -- Implementing the strategic management process -- Identifying the components of a solid strategic plan -- Answering the most frequently asked strategic planning questions -- Who uses strategic plans? -- Does every strategic plan include the same elements? -- Just exactly what is strategic planning? -- What's the difference between strategic planning and long-range planning? -- Does every organization need a strategic plan? -- We're highly successful already, so why should we plan? -- Can a smaller company afford the time for strategic planning? -- Why plan in a world that's highly uncertain? -- How can we be confident that our planning will be successful? -- What is strategic thinking? -- Identifying the Levels of Strategic Management -- Getting Acquainted with the Strategic Plan's Key Elements -- Vision: Bringing things into focus -- Strategy: Explaining the value you deliver -- Goals and objectives: Empowering employees -- Execution and evaluation: Ensuring success -- Seeing the Signs: Why You Need This Book -- Chapter 2 Why Strategic Planning Works Strategic Planning Is the Most Used Tool by Executives -- Not Having a Plan Is Too Risky -- A Plan Is Required to Be a High Performer -- What makes great companies great -- What successful CEOs are spending their time on -- Everyday Decisions Drive Long-Term Results -- The day-to-day impact -- The bottom-line result -- Agility Is a Competitive Advantage -- Everyone Wants to Be Part of Something Bigger -- Tribal Knowledge Is Passed on to the Next Generation -- You Can Clearly Explain (and Remember) Your Strategy -- A Strategic Plan Eliminates Wasted Time and Money -- Chapter 3 Getting Set Up for Successful Planning -- Previewing the Elements of a Strategic Plan -- Where are we now? -- Where are we going? -- How will we get there? -- How will we measure our progress? -- Before You Begin: Assessing Your Planning Readiness -- Are we ready? -- Is the climate right? -- Taking a Look at the Strategic Planning Process and Timeframe -- Phase 1: Determining your core purpose and envisioned future -- Phase 2: Assessing your strategic position -- Phase 3: Developing your strategies and priorities -- Phase 4: Deploying your strategies to operations -- Phase 5: Aligning your people and financial resources -- Phase 6: Executing your plan -- Selecting Your Planning Team -- Getting everyone involved -- The role of the CEO -- The planning team members -- Everyone else, regardless of position -- Non-employees -- The strategic plan manager -- Determining who's involved when -- Going It Alone or Hiring a Facilitator -- Running planning sessions yourself -- Using a facilitator -- Deciding whether a facilitator is a good idea -- Finding a good facilitator -- Smoothing Out Your Process -- Chapter 4 Identifying Your Strategic Issues -- Reviewing What Happened Last Year -- Recognizing what you achieved -- Understanding why you failed -- Evaluating Your Products and Services Picking the winners -- Dumping the losers -- Putting Your Portfolio Together (In the Market Attractiveness Framework) -- Evaluating market attractiveness and business strength -- Factors that affect market attractiveness -- Factors that affect business strength -- Creating your own matrix -- Looking at Your Financial Performance -- Understanding the financial dynamics of your business -- Checking your liquidity -- Gauging your risk levels -- Monitoring your profitability -- Measuring your productivity -- Sorting out three-year trends -- Trailing your numbers over 12 months -- Evaluating your numbers -- Seeing the Underlying Forces of Your Industry -- Creating Your Short List of Strategic Issues -- Part 2 Sizing Up Your Current Situation -- Chapter 5 Assessing Your Business and Its Capabilities -- Indentifying Your Organization's Strengths and Weaknesses -- Evaluating Your Organization's Capabilities -- Human capital: Having the right people in the right positions -- Organizational capital: Getting a feeling for your corporate culture -- Knowledge capital: Knowing what you already know -- Examining Your Resources -- Analyzing Your Processes -- Operational processes -- Customer management processes -- Relationship management processes -- Innovation processes -- Other important process areas -- Technology -- Communication -- Productivity -- Checking Your Profit Margins -- Identifying cash creators -- Detecting cash drains -- Chapter 6 Seeing Your Business through Your Customers' Eyes -- Getting to Know Your Most Valuable Customers -- Identifying the 80/20 customer -- Figuring out the lifetime value of your customers -- Determining Why Your Customers Are Your Customers -- Measuring satisfaction by the numbers -- Obtaining feedback without using a survey -- Spending time talking to your customers -- Focusing on How You Deliver Value to Your Customers Considering different business models -- Using a business model to create value -- Framing out your business model -- Chapter 7 Researching the Market to Find New Customers -- Gathering Information about New Markets -- Identifying your information needs -- Locating information sources -- Internal company information -- Secondary data -- Primary data -- Creating Your Target Markets -- Dividing your market into groups -- Benefits -- Descriptors -- Visualizing your target customer -- Focusing on the Most Attractive Markets -- Defining an attractive segment -- Evaluating your target customer groups -- Standing Out from the Crowd: Your Positioning Statement -- Writing your positioning statements -- Perusing examples of positioning statements -- Reaching Your New Target Markets -- The Four Ps: Neither a soul band nor a legume -- The cycle of (product) life -- Staying Market-Focused -- Gathering relevant information -- Sharing what you know -- Responding to what you've discovered -- Putting It All Together: Organizing Customer Information -- Chapter 8 Identifying Your Opportunities and Threats -- Starting Your SWOT Analysis -- Seeing the Future -- Finding Opportunities in Your Operating Environment -- Identifying your economic indicators -- Watching important social shifts -- Staying on top of technology trends -- Monitoring political winds -- Flexing with demographic movements -- Tracking Your Industry -- Looming new competitors -- Threatening substitute products -- Bargaining power of suppliers -- Bargaining power of buyers -- Duking it out with your competitors -- Analyzing Your Competition -- Identifying your competitors -- Direct competitors -- Indirect competitors -- Substitutes or new entrants -- Gathering competitive intelligence -- Isolating what you really need to know -- Seeing the competitive field -- Evaluating Your Market Summarizing Your Opportunities and Threats -- Finishing Your SWOT Analysis -- Part 3 Defining Your Core Purpose and Envisioned Future -- Chapter 9 Focusing on What You Do Best -- Appreciating Your Competitive Advantage -- Taking the 30-second competitive advantage challenge -- Knowing what competitive advantage isn't -- Realizing what competitive advantage is -- Discovering why having a competitive advantage is so important -- Uncovering Your Advantages -- What's your distinct purpose? -- How do you make money? -- Why do customers buy from you? -- Pinpointing Your Competitive Advantage -- Perusing a few examples -- Stating your competitive advantage succinctly -- Putting your advantage to the test -- Breaking away from the pack -- Using Your Advantages Now -- Implementing your advantages -- Measuring your advantages -- Putting your advantages in your plan -- Chapter 10 Developing Your Mission and Values -- Building Your Strategic Foundation -- Assessing Your Mission -- Elements of an effective mission statement -- Evaluating your current mission statement -- Writing a new mission statement -- Evaluating Your Mission Statement -- Fine-tuning Your Organizational Values -- Elements of effective organizational values -- Creating or updating your organizational values -- Acting on your organizational values -- World-Class Values Statements -- Starting Your Strategic Foundation -- Chapter 11 Envisioning Your North Star -- Continuing Your Strategic Foundation -- Visioning: Focusing in on Your North Star -- Elements of an effective vision statement -- Imagining your future - vividly -- Creating or updating your vision statement and vision description -- Futurecasting: Looking to the Future -- Getting into the right frame of mind for futurecasting -- Leaving your assumptions at the door -- Working a strategic thinking exercise Finalizing Your Strategic Foundation |
| title | Strategic Planning Kit for Dummies |
| title_auth | Strategic Planning Kit for Dummies |
| title_exact_search | Strategic Planning Kit for Dummies |
| title_exact_search_txtP | Strategic Planning Kit for Dummies |
| title_full | Strategic Planning Kit for Dummies |
| title_fullStr | Strategic Planning Kit for Dummies |
| title_full_unstemmed | Strategic Planning Kit for Dummies |
| title_short | Strategic Planning Kit for Dummies |
| title_sort | strategic planning kit for dummies |
| work_keys_str_mv | AT olsenerica strategicplanningkitfordummies |