Download Case studies in strategic planning by Hakan Butuner PDF

By Hakan Butuner

ISBN-10: 1498751237

ISBN-13: 9781498751230

Case experiences in Strategic Planning exhibits you ways to do systematic strategic making plans in real-life instances, despite your point of craftsmanship. The simplified model of this technique and its research instruments, in response to basics, are simply understood and universally utilized to any kind of enterprise for constructing strategic plans. extra importantly, this technique publications you in determining the situations within which it's possible you'll use specific instruments, use them successfully, and objective them at once at reaching potent results.

The publication is equipped into components: half I presents the general framework and describes the systematic trend of strategic making plans. half II demonstrates case experiences, so much of that are entrepreneurial and relating to new businesses.

The e-book is written for 2 teams: the 1st workforce comprises expert strategic planners and scholars who're attracted to strategic making plans. This crew might be expert at making strategic plans yet don't totally remember that a strategic plan for any company contains variables particular to a selected company method. Their traditional techniques needs to be changed by means of broader analyses and person and authentic analyses of specifics via workforce evaluations and review of comfort or preference.

The moment staff is made of pros unskilled within the strategies of strategic making plans. This workforce may possibly comprise owner/managers of small companies, managers who're normally accustomed to strategic making plans, and division heads who do their very own making plans. despite which staff you slot into, or your point of workmanship, you will discover this booklet to be particular, uncomplicated to appreciate, and simple to use.

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COMP. SUCCESS KEY FACTORS ADVANTAGES FACTORS WEAKNESSES Firm's products /services; breadth of product line Concentration of sales in a few products or to a few customers Ability to gather needed information about markets Market share or submarket shares Product / service mix and expansion potential Channels of distribution: number, coverage and control Effective sales organization Product / service image, reputation and quality Imaginative, efficient and effective sales promotion and advertising Pricing strategy and pricing flexibility Procedures for digesting market feedback and developing new products, services or markets After-sale service and follow up Goodwill/brand loyalty Ability to raise short-term capital Ability to raise long-term capital: debt/equity Corporate-level resources Cost of capital relative to industry and competitors Tax considerations Relations with owners, investors and stockholders Leverage positions Cost of entry and barriers to entry Price-earnings ratio Working capital; flexibility of capital structure Effective cost control, ability to reduce costs Financial size Efficient and effective accounting system for cost, budget and profit planning 38 C a se S t ud ie s in S t r at egi c P l a n nin g ORGANIZATION OF GENERAL MANAGEMENT PERSONNEL PRODUCTION/TECHNICAL Competitive Advantages—Success Factors—Key Vulnerabilities (continued) Raw materials cost and availability Inventory control systems; inventory turnover Location of facilities; layout and utilization Economies of scale Technical efficiency of facilities and utilization of capacity Effective use of subcontracting Degree of vertical integration, value added and profit margin Efficiency and cost / benefit of equipment Effective operation control procedures Cost and technological competencies relative to industry and competitors Research and development/technology/innovation Patents, trademarks and similar Management personnel Employees' skill and morale Labor relations compared to industry and competition Efficient and effective personnel policies Effective use of incentives to motivate performance Ability to level peaks and valleys of employment Employee turnover and absenteeism Specialized skills Experience Organizational structure Firm's image and prestige Firm's record for achieving objectives Organization of communication system Overall organizational control system Organizational climate, culture Use of systematic procedures and techniques Top-management skill, capacities and interest Strategic planning system Intraorganizational synergy IMECO - SSP – CW1 39 W o rkin g F o rm s Certainty–Importance Grid Prepared by: .

Date: UNCERTAIN . 40 C a se S t ud ie s in S t r at egi c P l a n nin g Developing Alternative Scenarios Prepared by: . Business: Authorized by: . Project: POSSIBLE FUTURE UNCERTAINTIES Date: Degree of Likelihood- Resultant Importance Occurrence Score To Be (a) (b) (a)*(b) Considered RATING DESCRIPTION Abnormal Impact / A Almost Certain to Occur (4) Especially High Impact / E Especially Likely to Occur (3) Important / I IMECO – SSP – DS1 Inclined to Occur (2) Ordinary Impact / O Only Small Likelihood (1) Unimportant / U Unlikely (0) .

Project: FINANCE AND ACCUONTING MARKETING Prepared by: . Date: . Business: Authorized by: Project: FINANCE AND ACCUONTING MARKETING Prepared by: . Date: . COMP. SUCCESS KEY FACTORS ADVANTAGES FACTORS WEAKNESSES Firm's products /services; breadth of product line Concentration of sales in a few products or to a few customers Ability to gather needed information about markets Market share or submarket shares Product / service mix and expansion potential Channels of distribution: number, coverage and control Effective sales organization Product / service image, reputation and quality Imaginative, efficient and effective sales promotion and advertising Pricing strategy and pricing flexibility Procedures for digesting market feedback and developing new products, services or markets After-sale service and follow up Goodwill/brand loyalty Ability to raise short-term capital Ability to raise long-term capital: debt/equity Corporate-level resources Cost of capital relative to industry and competitors Tax considerations Relations with owners, investors and stockholders Leverage positions Cost of entry and barriers to entry Price-earnings ratio Working capital; flexibility of capital structure Effective cost control, ability to reduce costs Financial size Efficient and effective accounting system for cost, budget and profit planning 38 C a se S t ud ie s in S t r at egi c P l a n nin g ORGANIZATION OF GENERAL MANAGEMENT PERSONNEL PRODUCTION/TECHNICAL Competitive Advantages—Success Factors—Key Vulnerabilities (continued) Raw materials cost and availability Inventory control systems; inventory turnover Location of facilities; layout and utilization Economies of scale Technical efficiency of facilities and utilization of capacity Effective use of subcontracting Degree of vertical integration, value added and profit margin Efficiency and cost / benefit of equipment Effective operation control procedures Cost and technological competencies relative to industry and competitors Research and development/technology/innovation Patents, trademarks and similar Management personnel Employees' skill and morale Labor relations compared to industry and competition Efficient and effective personnel policies Effective use of incentives to motivate performance Ability to level peaks and valleys of employment Employee turnover and absenteeism Specialized skills Experience Organizational structure Firm's image and prestige Firm's record for achieving objectives Organization of communication system Overall organizational control system Organizational climate, culture Use of systematic procedures and techniques Top-management skill, capacities and interest Strategic planning system Intraorganizational synergy IMECO - SSP – CW1 39 W o rkin g F o rm s Certainty–Importance Grid Prepared by: .

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Case studies in strategic planning by Hakan Butuner


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