Strategy Planning Tools and Models

Strategy
Planning
Tools and
Models
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SUPER GUIDE:
Strategy
Planning
Tools and
Models
BY DANIEL PEREIRA
© THE BUSINESS MODEL ANALYST
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Daniel Pereira
The Business Model
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businessmodelanalyst.com

Copyright © 2022 Daniel Pereira
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ISBN: 978-1-998892-38-9

TABLE OF CONTENTS
Introduction 12
What Is Strategic Planning? 13

Strategic Vs. Tactical Planning 14
Sales Recruitment 15
Marketing 16
Technological Infrastructure 16
Strategic Planning Model Vs Strategic Frameworks 16
Strategic Planning Models Provide Structure 17
Strategic Planning Frameworks Provide Principles 17
What To Choose First: The Strategic Planning Model
Or Framework 17
Why Is Strategic Planning Important? 19

The Mission 19
The Goals 19
Alignment With Short-Term Goals 20
Evaluation And Revision 20
Do You Need A Strategic Planning Model? 21
What Are The Steps In The Strategic Planning Process? 22

Assess The Business Environment 23
Evaluate Your Company's Position 23
Strengths 24
Weaknesses 24
Opportunities 24
Threats 24
Adjust Or Create Your Vision Statement 25

Determine Your Strategic Goals 25
Develop A Plan 26
Implement And Monitor Your Plan 26
Analyze Results And Modify Your Plan 27
Contents Of A Strategic Plan 28

Executive Summary 28
Signature Page 28
Company Information 28
Vision And Mission Statements 29
Industry Analysis 29
Plan Of Action 29
Scorecard 29
Elements Of Strategic Planning 30

Vision Statement 31
Mission Statement 31
Core Values 32
Swot Analysis 33
Long-Term Goals 33
Yearly Objectives 34
Action Plans 34
Basic Principles Of An Effective Strategy 35

Keep It Simple 36
Utilize The Most Promising Opportunity 36
Validate With Multiple Mental Models 37
Assign An Owner 38
Who Does Strategic Planning In A Business? 39
How Often Should Strategic Planning Be Done? 40

Quarterly Reviews 40

Annual Reviews 40
Types Of Strategic Plans 41

Business 41
Corporate 41
Functional 42
What Is Strategic Management? 43
What Is A Strategy Map? 44
Benefits Of Strategic Planning 46

It Encourages Preparedness 47
It Helps Set Specific Targets 47
It Boosts Productivity 47
It Increases Profitability 47
It Prolongs A Company's Lifespan 48
Strategic Planning Models 49

Basic Model 50
Alignment Model 51
The Balanced Scorecard 52
Example Of The Balanced Scorecard 53
The Okr Strategic Planning Model 54
The Structural Elements Of The Okrs Strategic Model
55
Objectives 55
Key Results 55
To-Dos 55
The Governance Elements Of The Okrs Strategic
Model 56
Quarterly Review 56
Weekly Check-Ins 56

Example Of The Objectives And Key Results 56
Blue Ocean Strategy 57
Theory Of Change (Toc) 57
Example Of The Theory Of Change 59
The Hoshin Kanri Model 60
The Governance Elements Of The Hoshin Kanri
Strategic Model 62
Example Of Hoshin Planning 62
Issue-Based Strategic Planning Model 63
Organic Model Of Strategic Planning 64
Stakeholders Clarify Vision And Values 66
Stakeholders Create Personal Action Plans 66
Stakeholders Report Results Of Action Plans 66
Real-Time Strategic Planning Model 67
Scenario Model 68
7s Model 70
Structure 70
Strategy 71
System 71
Skill 71
Style 71
Staff 71
Shared Value 72
The Cascade Model 72
The Structural Elements Of The Cascade Strategic
Model 72
Identify Your Vision Statement 73
Define Your Company’s Values 73
Craft Your Focus Areas 73
Create Your Objectives 73
Define Your Kpis 73
Specify Your Projects 73
The Governance Elements Of The Cascade Strategic
Model 73
Monthly Strategic Reports 73
Project Updates 73
Kpi Exceptions 74
How To Choose The Right Strategic Planning Model? 75
Strategic Planning Tools 76

What Are Strategic Planning Tools? 76
Swot Analysis 77
Strengths 78
Weaknesses 79
Opportunities 79
Threats 80
How To Do A Swot Analysis 81
Step 1: Determine Your Objective 81
Step 2: Gather Resources 81
Step 3: Compile Ideas 82
Internal Factors 82
External Factors 83
Step 4: Refine Findings 84
Step 5: Develop The Strategy 84
Benefits Of Swot Analysis 85
A Swot Analysis Makes Complex Problems More
Manageable 85
A Swot Analysis Requires External Consideration 86
A Swot Analysis Can Be Applied To Almost Every
Business Question 86
A Swot Analysis Leverages Different Data Sources 86
A Swot Analysis May Not Be Overly Costly To Prepare

87
Swot Analysis Example 87
What Type Of Businesses Should Use This? 87
Porter's Five Forces 88
Understanding Porter's Five Forces 88
Competition In The Industry 88
Potential Of New Entrants Into An Industry 89
Power Of Suppliers 89
Power Of Customers 89
The Threat Of Substitutes 90
What Are Porter's Five Forces Used For? 90
Pestle Analysis 90
Goals Of A Pest Analysis 91
Pest Vs. Swot Analysis 91
When To Do A Pest Analysis 92
How To Do A Pest Analysis 92
Consider Pest Factors That Could Impact Your
Business 92
Factors Associated With Pestle Analysis 92
Political Factors In Pestle Analysis 92
Economic Factors In Pestle Analysis 93
Social Factors In Pestle Analysis 93
Technological Factors In Pestle Analysis 93
Legal Factors In Pestle Analysis 93
Identify Opportunities 93
Identify Threats 94
Act On Your Findings 94
What Type Of Businesses Should Use This? 94
Visioning 94
Vrio Framework 94
Difference Between The Vrio Framework And A Swot
95
Analysis 95
What Does It Mean? 95
Value 95
Rarity 96
Imitability 96
Organization 96
Vrio Analysis Example 96
Vrio Analysis For A Sustainable Competitive
Advantage 97
Benefits And Limitations Of The Vrio Framework? 97
Conclusion 99
References 100
About The Author 102

INTRODUCTION
Is it possible to run a business without a strategic plan? Sure,
it is possible, but there are no guarantees that the business
will prosper — quite the contrary, the lack of planning may
even be the cause of it not succeeding.
Strategic planning is crucial for an organization to know

where it is heading in the long run. By laying out and
following strategic plans, a business learns its strengths and
weaknesses and can gather information on its position
among competitors. This strategic plan gives the companies
the information they need to move forward.
But what exactly is strategic planning? Why is it so crucial to

an organization, and are there models to observe? We cover
all this and more below.

WHAT IS STRATEGIC
PLANNING?
Strategic planning, also known as strategic management, is

the process of establishing specific long-term business goals
and defining the process to achieve those goals. It involves
looking into the organization's future to identify its objectives
before creating plans, implementing them, and evaluating
their results.
Strategic planning involves goals that run within three to five

years or longer, that is, an organization's mid-to-long-term
goals. In this way, it differs from short-term business planning,
which focuses on short-term goals that revolve around a
budget.
Strategic planning involves remodeling the organizational

structure of businesses to best suit their goals. It also consists
of allocating resources to the long-term priorities of an
organization. It is also important to note that, in strategic
planning, all parts of an organization are considered.
Strategic planning focuses on integrating all of the

organization's departments (i.e., marketing and finances,
accounting, and human resources) and then making a plan
for every department to accomplish strategic goals. All
departments in an organization must work together to reach
its goals.
Strategic planning rose to popularity in the 1950s and 1960s

and, after a few bumps along its history, currently remains

relevant in the modern corporate world. The fruit of strategic
planning is the organization's strategic plan, which can be
followed by employees, partners, investors, and even
customers. Businesses carry out the process of strategic
planning periodically to update their plans, taking into
account changes in the industry, legal and regulatory
conditions, and other market changes that occur over time.
Strategic vs. Tactical Planning

Planning without having a specific goal in mind isn't planning
at all. Similarly, having a goal in mind without consciously
planning for it is futile. This is why strategic and tactical
planning is essential.
Strategic planning intends to achieve strategic plans, while

tactical planning is the short-term step to turn that intent into
reality. Strategic planning involves laying the foundation of a
business's operations and generating a general idea of how
to reach a goal. It is setting out the long-term goals the
organization desires to achieve.
On the other hand, tactical planning occurs after the strategic

plan has been highlighted. It outlines an organization's steps
to achieve those future goals.
A perfect blend of strategic and tactical planning is required

in the organizational planning process. Strategic and tactical
planning differ in the values they offer to the planning
process, and it is essential to note the roles they both play in
the process.
Sales Recruitment
Strategy: The company desires to develop repeatable

evaluation criteria for hiring salespersons in the sales
recruitment field;
Tactics: In tactics, the company narrows down the specific

qualities they desire in a salesperson, creates a manuscript of
viable interview questions that highlight those qualities, and
trains recruiters to conduct interviews based on their
standards.
Marketing
Strategy: While integrating a business's sales and marketing

processes, the organization may propose improving sales
and marketing alignment as its strategy;
Tactics: If this is the case, the organization's tactics would be

to define the qualities of a sales-qualified lead (SQL) so that
the marketing department can focus on their sales reps. It
would also encourage collaboration between departments
regarding sales content creation and holding general
meetings after every sales campaign.
Technological Infrastructure
Strategy: When it comes to the organization's tech

infrastructure, it may introduce more
information-communication technology to gear the company
towards more tech-driven sales operations;
Tactics: In this case, the tactic to reach that goal would be to

adopt a customer relationship manager, introduce
conversational technology for improving sales calls, and
make computer and Internet resources readily available for
virtual sales.
Together, strategies and tactics are the keys an organization

employs to turn its plans into reality.
Strategic Planning Model vs

Strategic Frameworks
The difference between strategic planning frameworks and
strategic planning models lies in the functions they perform.
The strategic planning model maps out how an organization
plans to implement a strategy for achieving its mission. A
strategic planning model can be described as a tool used at
the beginning of the strategic planning process.

On the other hand, the strategic planning framework
highlights how an organization will approach its strategic
plan. Strategic planning frameworks are often visual and
detail an organization's activities in its strategic plan.
Below are clear distinctions between strategic planning

models and frameworks:
Strategic Planning Models provide structure

A strategic planning model highlights the overall structure an
organization applies to its strategic planning process. It needs
to be more detailed and roughly describes various
organizational components and how they can interact to help
the organization achieve its mission.
A strategic planning model describes the essential elements

of a strategy; what do various departments do? How do they
fit together? And in what order do they move?
Strategic Planning Frameworks provide principles

Unlike a strategic planning model, a strategic planning
framework characterizes an organization's approach to
reaching its strategic plan. Strategic planning frameworks
show how the organization can efficiently achieve its
objectives by working through its short-term goals.
What to choose first: the strategic planning model or

framework
From the definitions of the strategic planning model and
framework, it's clear that a strategic planning model comes
first. Every organization has goals and missions that differ
from each other, so strategic models and frameworks are
different.
However, it is essential to note that selecting a strategic

planning model before moving on to cement a framework is
crucial to the planning process. An organization should first

have its strategic plan's basic structure ready, rather than
provide the context that drives it along.

WHY IS STRATEGIC
PLANNING IMPORTANT?
Strategic planning offers a rigid goal that can lead a business

to success. Without direction and organizational goals to
work toward, a company might as well be working toward
failure.
Strategic planning is essential for an organization to know the

current state of its operations and the heights it can attain in
the long run. An organizational roadmap is needed for
operations to run smoothly, and a strategic plan provides that.
Discussed below are some of the reasons why it is essential
to implement strategic planning.
The mission
The genesis of strategic planning is a clear mission that forms
the framework of an organization's purpose and direction. An
organization's mission statement outlines who it is, what it
does, and where it wants to go.
The goals
As mentioned earlier, strategic planning involves highlighting
the goals of an organization. An organization needs
measurable goals so business leaders and everyone reading
the strategy can determine how well the business performs
against objectives and the overall mission. Most strategic

planning follows the SMART (specific, measurable,
achievable, realistic, and time-bound) goal model or other
objectively measurable goal models.
Alignment with short-term

goals
In tandem with tactical planning, strategic planning carries a
business to its goal. Short-term, tactical business planning is a
crucial part of strategic planning, as it helps business owners
with everyday decision-making.
Evaluation and revision

Strategic planning is done periodically to allow business
owners time to evaluate progress and weigh it against the
strategic plan. This way, they can make changes and
adjustments based on changing market conditions.

DO YOU NEED A
STRATEGIC PLANNING
MODEL?
No startup or mega-corporation is without a mission. If a

business runs without goals, it is headed toward failure.
A strategic planning model gives an organization a clear and

rigid path that leaders and employees can follow. It entails
that all departments would know what common goal to
achieve and gives them all a target to meet. A strategic
planning model also means that what goes well for an
organization can be looked into periodically.
It means that the organization will be aware of its strengths

and weaknesses and will be able to take measures to
strengthen the weaknesses and improve the strengths. It
highlights the organization's position in the market and its
place among competitors.
All these highlights and points show that strategic planning is

essential in business.

WHAT ARE THE STEPS IN
THE STRATEGIC PLANNING
PROCESS?
Depending on the type of business and the level of

granularity necessary, there are many different approaches to
strategic planning. To create a solid strategic plan, follow
these steps:

Assess the business
environment
A detailed analysis of your current position is required for
strategic planning. A proper analysis of the business
environment in which the company would function at the first
stage.
This assessment is required to collect data on market trends

and customer behaviors.
Examining the business environment frequently entails

keeping an eye out for unusual changes. It also involves
creative methods to capitalize on your company's position in
the market. Completing a study of your rivals and their recent
behavior may also be helpful.
Evaluate your company's

position
Your organization's position in the industry should be
considered as the next step in your strategic planning. This
step entails evaluating the company’s potential, appeal, and
capabilities.
The SWOT analysis, which stands for strengths, weaknesses,

opportunities, and threats, is a popular tool for evaluating a
business. SWOT enables you to comprehend the essential
competencies of your firm so that you can create a plan that
makes the most sense.

Strengths
Strength refers to the distinctive value proposition of your
business that sets you apart from your competitors. It could
be anything, such as effective cost-cutting techniques, a
well-liked product, or a massive sum of money.
Weaknesses
Weaknesses are areas where your company underperforms
or lacks capacity and abilities. Strategic planning helps
develop plans to reduce and avoid flaws so that your
organization can succeed.
Opportunities
Opportunities are any steps that a company can take to grow.
Partnerships, new market trends, and innovation can all
present opportunities.
Threats
Threats can be defined as anything that can harm the
objectives of the company’s business. Unfavorable policies,
challenging economic conditions, and intense competition
are all examples of some primary threats.
Your company's goals and objectives are formally

summarized in your mission statement. It outlines the ideals
of your business, your goals, and the steps you'll take to get
there.
Your organization stands out from the competition thanks to

your mission statement, which describes how the business
will make decisions.
Take into account how your mission statement can:
● Be specific about your business;
● Be precise and succinct;

● Encourage investors and staff. The mission statement
is typically written for customers or other stakeholders,
but can also help with personnel management.
Adjust or create your vision

statement
A company's vision statement outlines its long-term
objectives and intentions.
Your vision statement emphasizes the organization's

founder's final goal for the firm, which is why you created it in
the first place.
Motivating staff members and other stakeholders is your

vision statement. An effective vision statement is:
● Describe your company’s values and cultures;
● Extremely succinct, usually not longer than a few

phrases;
● A challenging but achievable objective.
Determine your strategic

goals
It is critical to define your strategic goals so that everyone
involved in the company knows the importance of their
contributions. It is also essential that everyone in the
company can work to make the firm successful.
Projects like digitization to assist consumers or a change in

leadership structure might be considered strategic goals.
Given that assigning deadlines to your goals will increase

productivity, think about making your strategic goals specific
and measurable.
Develop a plan
The primary goal of strategic planning is to outline the
measures the company and its personnel must follow to
accomplish predetermined objectives.
Your project must be tactical and take all potential outcomes

into account. Focus on organizing your goals in order of
importance so that you can finish your most important tasks
first.
A sound strategic plan ensures that every business division is

involved, has its own goals, and that every employee
contributes to the organization's overall objectives.
Implement and monitor your

plan
All company plans must be implemented and monitored.
Then, you can let the company's key decision-makers and all
affected personnel know about your idea.
The plan can also be distributed to all departments, along

with a list of their unique responsibilities and KPIs. Consider
feedback systems and decide how you'll record important
information.
Speaking with specific workers or stakeholders can also help

monitor the strategy's implementation and determine whether
changes need to be made.
Analyze results and modify

your plan
Track the success of your plan using the information you
received from your feedback. Evaluating their effectiveness
will take a while after implementing strategic plans. After the
test, gather all the data and analyze it thoroughly.
It would help if you adapted your plan to better support the

organization's objectives in light of new knowledge and
reality.

CONTENTS OF A
STRATEGIC PLAN
A strategic plan may contain several components, depending

on their uses. Here are a few typical items found in a strategic
plan:
Executive summary
A document's goal is explained in a concise, understandable
executive summary. All of the information in the document is
also included in the executive summary.
It primarily serves to quickly summarize critical elements of a

business plan for stakeholders and investors, such as the
company description, market analysis, and financial data.
Signature page
This page is intended for executives to sign to show their
approval.
Company information
Relevant information about the company is provided in the
company information section. It can draw attention to the
company's value proposition, positioning in the market, and
other pertinent information.

Vision and mission statements
These are statements that sum up the company's values and
objectives. You can also expand on the core values to
highlight your organization's beliefs.
Industry analysis
A solid strategic plan includes details of your industry study
and conclusions. They can serve as a helpful reminder to
those involved in the plan of any competition information or
trends that are particularly helpful when thinking about the
plan's actions.
Plan of action
A plan of action outlines your plan for achieving all goals
thoroughly and openly.
Scorecard
A visual tool like your scorecard can make it easier for
stakeholders to monitor your progress.

ELEMENTS OF STRATEGIC
PLANNING
A strategic plan is beneficial for the majority of managers.

Making a plan enables the management (and the team) to
take a step back and consider where they are, where they
want to go, and the most practical way to get there. Daily
tasks are accomplished without a plan, but frequently need a
sense of importance and purpose.
A strategic plan has seven essential components in total.

These seven components will get you started, even though
the plan frequently includes many more.

Vision Statement
A vision statement outlines how you picture your company.
As a result, it ought to be consistently examined and must
convey that dream in a motivating way to your staff and
clients. A consistent examination will ensure it reflects how
you envision your business.
A vision statement is a company's strategic plan roadmap, so

only minimal alterations are accommodated. Vision
statements are not always irrevocable. You can go back and
make any necessary revisions.
An example of a vision statement stated by Nike is:
"Bring inspiration and innovation to every athlete* in the

world.
(*If you have a body, you are an athlete)."
In the past, nobody gave sneakers any attention. They were

merely one more item of athletic gear. However, Nike foresaw
a future in which they would provide goods that inspired and
motivated people.
Please take note of the way they treat everyone like an

athlete. It's witty and welcoming.
Mission Statement
A mission statement explains what you do right now, whereas
a vision statement describes how you see your firm in the
eyes of your stakeholders and customers. Frequently, it
explains what you do, for whom, and how.
You should be able to realize your vision by concentrating

daily on your task. Your options may become more or less
limited depending on your mission statement.
Your company's mission statement should inform everything

you do. A mission statement perfectly explains the "what,"
"who," and "why" of your business. The best mission
statements serve as a company's operating manual.
An example of a mission statement stated by JetBlue is:

"To inspire humanity — both in the air and on the ground."
JetBlue's mission statement demonstrated that not all mission
statements need to be customized to a company's work.
Core Values
Your core values describe your thoughts and actions. You can
accomplish your goal and mission thanks to the principles
you hold.
Patagonia companies list their core values as follows;
● Build the best product: Our criteria for the best product
rest on function, repairability, and durability. Saving the
planet also involves making the best product. Among
the most direct ways, we can limit ecological impacts is
with goods that last for generations or can be
recycled, so the materials in them remain in use;
● Cause no unnecessary harm: We know our business

activity, from lighting stores to dyeing shirts, is part of
the problem. We work steadily to change our business
practices and share what we’ve learned. But we
recognize that this is not enough. We seek not only to
do less harm, but better.
● Use business to protect nature: The challenges we

face as a society require leadership. We embrace risk

and act to protect and restore the stability, integrity,
and beauty of the web of life. Once we identify a
problem, we work;
● Not bound by convention: Our success and much of

the fun lie in developing new ways to do things.
Patagonia's company ideals go beyond a few sentimental

quotes for the "About Us" page. Chouinard Equipment, the
company that Yvon Chouinard founded, discovered that their
pitons were destroying the surrounding rock. Because of this
destruction, they came up with aluminum chocks, an
eco-friendly solution.
SWOT Analysis
Businesses can conduct a situational analysis of their market
position using a SWOT analysis. SWOT stands for "strengths,
weaknesses, opportunities, and threats." It enables you to
recognize and identify your company's crucial elements,
developments, and competitors.
A company's ability to draw in local clients can be a strength,

while its difficulty expanding into a non-local clientele might
be a weakness. A chance for this business could arise from a
regional rival who has connections to clients outside the area
with financial difficulties.
If the other company exits the crisis, it still poses a threat. A

threat also exists if a rival attempts to increase the size of its
consumer base.
Long-Term Goals
Long-term goals are declarations that go beyond the vision
and spell out how you intend to get there. This collection of

objectives typically begins three years in the future and lasts
for about five years, directly relating to the mission and vision
statements.
Yearly Objectives
Each long-term goal should include a few one-year objectives
that further your aims. Every plan should be as SMART —
Specific, Measurable, Achievable, Realistic, and Time-Based
— as feasible.
Following the creation of your yearly objectives, you could

further divide each into short-term goals, which specify the
actions and goals for the following three months to help you
reach your annual goals. Your action plans are how you
intend to carry out your short-term objectives.
Action Plans
Every goal should have a strategy outlining how to
accomplish it. The level of detail depends on the latitude
within which your management and team will operate. The
flexibility for individuals who adhere to the plan decreases
with the amount of detail offered.

BASIC PRINCIPLES OF AN
EFFECTIVE STRATEGY
Planning without a clear strategy is just keeping busy without

knowing what you are trying to achieve. Similarly, a strong
strategy lacking a plan is just an intention without a way to
achieve the desired impact. It entails thinking without doing,
direction without a plan, and a desire to accomplish goals
without making the necessary sacrifices.
When developing an effective strategy, most concentrate on

the result rather than the necessary steps. Without a firm
grasp of the procedure, you risk falling victim to analysis
paralysis and missing the chance to give your business an
advantage. Follow these four fundamental guidelines to
develop an effective strategy:

Keep it simple
Being simple and straightforward is one of the essential steps
in achieving your goals and strategies. Keeping your strategy
precise, easy to remember, and utilized as a compass every
step of the journey.
In addition, make your strategy realistic, practical, and

implementable within the organization's context.
Using Occam's razor mental model, you can create

straightforward methods with fewer unproven assumptions.
Utilize the most promising

opportunity
To utilize the most promising opportunity, you need a logical
understanding and reasoning of your business to form a
competitive perspective with another company or industry
and focus efforts to make the best decisions while taking
risks and challenges.
Taking note of the first principles, you can dissect the

objective into its fundamental components, formulate
insightful queries, distinguish between facts and
presumptions, get to the core of the matter, and establish a
viewpoint from the bottom up. Developing a new strategy by
considering the needs of the future is a great way to think.

Validate with multiple mental
models
Temptations may come in during business to achieve
short-term goals, which have immediate effects, but focusing
on long-term goals that produce long-term profits and gains is
more beneficial.
Second-order thinking is an excellent mental model to help

us step outside of our comfort zones and make decisions that
will benefit us in the long run.
Another beneficial thinking strategy is using the inversion

mental model to look for the opposite of what we want. The
reverse questioning strategy can help us gain a better
perspective and more valuable responses to the initial
question by asking questions about our presumptions and
point of view. For example, look deeper and uncover why this
strategy may fail rather than focusing on how it may succeed.
In his book The Great Mental Models, Shane Parish discusses

the value of mental models.
He said, "There is no system that can prepare us for all risks.

Factors of chance introduce a level of complexity that is not
entirely predictable, but drawing on a repertoire of mental
models can help us minimize risk by understanding the forces
at play. Likely consequences don’t have to be a mystery."
You will be in a better position to develop a plan that has the

potential to have the intended impact if you can identify
failure patterns.

Assign an owner
Setting strategy into practice could initially seem like a
significant resource commitment, but it should strengthen the
organization once implemented.
The strength of a good plan comes from the conviction that it

will work, the teamwork required to carry it out, and the
assumption of accountability for the results.
A strategy is a dream that never comes true without

accountability. This wish can come true if the proper owner
supports the cause.
In The Effective Executive, Peter Drucker emphasizes the

value of an owner. "No decision has been made unless
someone has been given the task and responsibility of
carrying it out in a precise manner. There are only good
intentions up until that point.”

WHO DOES STRATEGIC
PLANNING IN A
BUSINESS?
A committee often oversees the process of strategic

planning. Planning experts advise the committee to include
members from all company divisions and to operate openly
and transparently, with all information recorded from
beginning to end.
The committee researches and accumulates data to

comprehend the organization's current situation and
future-related variables. The committee should seek input
and criticism to support or refute its data evaluation.
The committee may decide to employ one of the numerous

approaches or strategic frameworks created to assist in this
process. These approaches guide the committee through
several techniques, like analysis or evaluation, the design of a
strategy, and the articulation and communication of the
actions required to move the company toward its strategic
vision.
As the strategic plan is implemented, the committee develops

benchmarks that will allow the organization to assess how
well it is doing concerning its objectives. The executives
responsible for ensuring that benchmarking activities occur at
scheduled intervals and that those goals are reached should
also be identified as part of the planning process.

HOW OFTEN SHOULD
STRATEGIC PLANNING BE
DONE?
There are no standardized requirements for determining the

frequency of a strategic planning cycle. There are, however,
common approaches.
Quarterly reviews
It is typically easy to review planning process assumptions
once a quarter and compare metrics to the plan to determine
how things are going.
Annual reviews
Business leaders can evaluate KPIs for the past four quarters
and make educated changes to the strategy during an annual
review.
Timing should be adaptable and suited to a company's

requirements. For instance, a startup in a fast-paced business
might review its strategic plan monthly. A seasoned company
in a firmly established sector may decide to review the plan
less frequently.

TYPES OF STRATEGIC
PLANS
Activities for strategic planning often concentrate on one of

three areas: business, corporate, or functional. They split into
the following groups:
Business
An organization's competitive elements are the main
emphasis of a business-centric strategic plan, which also
creates chances for growth. These plans use a goal-making
process that includes assessing the external business
environment, formulating objectives, and allocating financial,
human, and technological resources to achieve those
objectives.
Corporate
A corporate-centric plan outlines the organization's
operations. It focuses on structuring and coordinating senior
leadership, corporate policies, and procedures to achieve
desired goals. For instance, the management of research and
development skunk works can be set up to operate flexibly
and as needed. Compared to the management teams in HR
or finance, it would seem different.

Functional
Function-centric strategic plans are integrated into
corporate-level strategies and offer a detailed analysis of
particular divisions or segments, such as marketing, HR,
finance, and development. While establishing budgets and
resource allocations, operational plans strongly emphasize
policy and process, including security and compliance.
A strategic plan will typically include components from the

three focus areas. However, depending on the needs and
type of business, the strategy may tilt more toward one core
area.

WHAT IS STRATEGIC
MANAGEMENT?
Strategic management is a practice used by organizations

most successful at matching their activities with their strategic
plans. An organization's strategic plan's purpose and vision
statements are supported by continuous procedures
established as part of the strategic management process.
Strategy execution entails setting benchmarks, allocating

financial and human resources, and exercising leadership to
achieve predetermined objectives. The strategy's execution is
strategic management. Consequently, strategic management
is also known as strategy execution.
An approach that is prescriptive or descriptive may be used

in strategic management. A prescriptive approach
concentrates on the creation of strategies. It frequently
employs an analytical strategy to consider risks and
possibilities, such as SWOT analysis or balanced scorecards.
A descriptive method relies on broad ideas or guidelines and
concentrates on how to use strategies.
Strategic management and planning are similar enough that

they are occasionally used interchangeably.

WHAT IS A STRATEGY
MAP?
A strategy map is a planning tool or template that assists

stakeholders in seeing a company's entire strategy as one
connected graphic. These visual representations effectively
comprehend and assess the causal connections between the
many components of a company's strategy.
Although there are many different ways to design a map, all

strategy maps concentrate on the same four key business
areas or categories: finances, customers, internal business
processes (IBPs), and learning and growth. These four
categories allow for the organization of goals and the
establishment of dependencies or linkages between them.
A strategy map might have a financial goal of cost reduction

and an IBP goal of increased operational effectiveness.
These two objectives are interconnected and can assist
stakeholders in comprehending how initiatives like
streamlining operating procedures can save business
expenses and fulfill two strategic plan requirements.
An action plan and set goals that can be aligned and carried
through can be created from overall goals with a strategy
map.
The identification of less evident strategic difficulties can also

be aided by strategy mapping. For instance, increasing staff
knowledge might be one learning and growth objective, but
this could also reveal unforeseen challenges with employee

retention and compensation, impacting cost-cutting goals.

BENEFITS OF STRATEGIC
PLANNING
Due to the unstable business climate, many businesses use

reactive rather than proactive methods. Reactive methods
may necessitate a significant investment of time and
resources to execute, yet they are often only effective in the
short term. Strategic planning enables businesses to take a
more long-term approach to problem-solving and proactive
planning. They allow a business to exert influence rather than
react to circumstances.
The following are some of the main benefits of strategic

planning:

It encourages preparedness
Planning entails actively pursuing specific objectives. As a
result, businesses can plan because they know their activities
and expectations throughout the entire business year.
Companies that use strategic planning well can anticipate
unfavorable circumstances and plan. Additionally, it enables
businesses to adjust quickly to new changes, promoting
adaptation and flexibility.
It helps set specific targets

An organization's objectives are highlighted in a strategic
plan. Short-term objectives are developed from long-term
company goals in a sound strategic plan.
As a result, employees are always aware of what to do. Tasks

in strategic plans often have deadlines, which fosters a sense
of urgency.
It boosts productivity
Planning encourages resourcefulness and operational
effectiveness. By decreasing trial and error and avoiding
wasting valuable time and resources, strategic planning aids
businesses in streamlining their operations. A sound strategic
plan simplifies important and unimportant tasks, enabling
management to direct resources and energies where they
are most needed, increasing productivity.
It increases profitability
Comprehensive market research is encouraged by strategic
planning. Strategic planning gives a business a crucial

understanding of the market and its customers, enabling it to
create profitable sales and marketing strategies. Sales targets
are more easily met since employees know their roles and
duties and how their work affects the business, thanks to key
performance indicators (KPIs) and organizational alignment.
It prolongs a company's
lifespan
Companies benefit from strategic planning because it allows
them to look forward. The management team can plan more
efficiently, and stability is improved. A solid strategic plan also
enables businesses to make wiser decisions. Because they
are more concentrated on the goals they have established
and the advantages they have understood are possible, a
corporation with clear objectives and a game plan is less
inclined to chase diversions.

STRATEGIC PLANNING
MODELS
According to Porter's model, the essence of strategy is

deciding what not to do. An organization's long-term goals
and priorities are established through strategic planning.
Businesses can evaluate their strengths and limitations,
decide what not to do, and decide which opportunities
should be explored using strategic planning. An adequately
defined strategy in sales operations will aid your company in
making plans, establishing realistic targets, and achieving
those goals.
These objectives are described in a written document called

a strategic plan. It is essential to distinguish between
strategic and tactical planning because they are different.
An organization uses a strategic planning model to take its

strategy and develop a plan to put it into practice to enhance
operations and more effectively achieve its objectives.
Strategic planning is concerned with long-term goals,
whereas tactical planning is concerned with immediate
concerns. A strategic planning model's definition is included
in its name, making it simple to understand.
A strategic planning paradigm has numerous advantages.

One benefit is that it offers a precise roadmap the company
follows and makes available to all its employees. It is effective
for all departments to collaborate on a single project.
Another benefit is that it also increases your understanding of

what functions well within the firm, which is another benefit. It
gives you a broad sense of your rivals and how you can set
yourself apart. No matter how far in the future your goal is —
one year from now, five years from now, ten years from now
— you can't achieve it if no one knows what it is or how you
intend to get there.
Here are a few strategic planning models.
Basic Model
The fundamental strategic planning model is excellent for
developing your company's vision, mission, business
objectives, and values. This model assists you in outlining the
specific steps required to achieve your goals, monitoring
progress to keep everyone on track, and addressing issues
as they arise. The basic model is the best if this is your first
strategic planning session. Later, you can add other models
to it to adjust or rewrite your business strategy.
Businesses that can benefit significantly from this model are:
● Small companies or organizations;
● Companies with little to no experience with strategic

planning;
● Organizations with limited funds.
The primary strategic planning model is ideal for creating a

company's vision, mission, business objectives, and values.
This model focuses on developing the company's vision and
mission statement, setting goals, outlining specific steps to
achieve them, and tracking progress to keep everyone on
track and address issues as they arise.

Alignment Model
The Alignment Model aims to align your business and IT
strategies with the company's strategic goals.
This model (SAM) is one of the most commonly used. It

consists of strategic fit and functional integration. That is, the
model integrates business and information technology
strategies. This model requires identifying an organization's
key goals and then determining how to achieve those goals.
The plan must maximize the process.
In this model, you will be guided by four perspectives, which

are:
● Strategy execution, in which the business strategy

drives the model;
● Technology potential that sees business strategy as

the driving force, but with an IT strategy to back it up;
● The competitive potential is concerned with the use of

emerging IT capabilities to develop new products and
services;

● Finally, there is an exceptional service concerned with
developing the best IT system for the organization.
The Balanced Scorecard

The balanced scorecard (BSC) consists of clear
communications about what has been accomplished. The
model is designed to balance strategy and financial metrics. It
prioritizes, measures, and monitors progress while aligning
the work with the overall strategy.
One of the benefits of using BSC is that it allows you to see

the connections between different aspects of your strategic
plans. It is one of the best-known strategic planning models,
designed to provide managers with a comprehensive
overview of their companies' operations within short time
frames. It considers financial and operational metrics that
provide valuable context about a company's performance. In
the past, it is performing now and is likely to continue to do
so in the future.
The model concerns four crucial factors: time, quality,

performance, service, and cost. Using BSC requires you to

investigate four different aspects of your organization. You
should also evaluate the performance of your stakeholders or
customers based on their efficiency and quality.
Then there's organizational capacity, which considers your

personnel, infrastructure, technology, culture, and anything
else necessary to achieve your goals. Every improvement the
business hopes to make involves a specific goal with clearly
defined metrics and figures to measure each one's success.
The organization's plan follows the Balanced Scorecard
model when taken as a whole.
Example of the Balanced Scorecard

Imagine a B2B SaaS business that sells construction
management systems. It has trouble keeping customers,
which is hurting its bottom line. The organization's tech stack
is restricting growth and innovation, and the company's sales
representatives are working with a small number of highly
qualified leads. The comprehensive strategic plan in this
situation, created using this paradigm, may resemble this:
● The business establishes a broad financial objective of

increasing revenue by 10% annually;
● On the way there, it hopes to increase its customer

retention rate by 5% annually by investing in a more
robust customer support infrastructure;
● Management hopes to increase the company's lead

generation figures by 20% annually by redesigning the
onboarding procedure for its presales team.
These elements listed address the significant flaws in the

organization's customer perception, internal processes,
financial situations, and organizational capacity.
The OKR Strategic Planning

Model
This model (objective and critical results) was made famous
by Google and Intel more recently. It focuses on "OKRs" that
are set and reviewed by all organizational management
levels quarterly. The OKR strategic planning model resembles
the diagram below.

The structural elements of the OKRs strategic model
The structural element of the OKRs strategy mode consists of
the following:
● Objectives;
● Key results;
● To-dos.
Objectives
These describe the outcome you want in the current quarter
(OKRs are designed to evolve each quarter).
Key Results
These are specific measures that quantify your progress
toward your objective.
To-Dos
These small "tasks" correspond to each of your key results
and, when completed, should move you closer to achieving
the result needed.
The governance elements of the OKRs strategic model

The elements are two, which are:
● Quarterly Review;
● Weekly Check-Ins.
Quarterly Review
The key result should have a weekly check-in that includes
your confidence level in achieving that OKR, remediation
steps, and general progress updates.
Weekly Check-Ins
This involves conducting formal quarterly reviews for each
objective. In these reviews, the OKR is scored (usually from 0

to 1), and a decision is made for the next quarter.
Example of the Objectives and Key Results

Consider an imaginary business that develops curriculum and
plans schedules for academic institutions that offer higher
education. The business decides that one of its goals is to
increase its participation in the California community college
system.
However, what will it take to make that happen? How will the
business determine whether it is successful? In this situation,
the corporate leadership would arrive there by identifying
three to five desired results. These might be:
● 30 institutions providing qualified lead generation;
● Demonstrations at ten colleges;
● Deals are being closed at five campuses.
As a result of those findings, measures would be taken to

update sales messaging, define standards for lead quality,
and train top-of-the-funnel representatives on how to use
them effectively.
Utilizing this technique typically means repeating that

procedure two to four more times, producing a significant
crop of comprehensive, actionable, ambitious, quantifiable,
and realistic plans.
Blue Ocean Strategy

This strategy describes an uncontested market space for an
unknown industry or innovation. It aims to make competition
irrelevant and create and capture new demand.
In a Red ocean strategy, the primary goal is to create a

marginally better product in an existing market to capture
market shares from competitors.
Things are different with the Blue ocean strategy. Instead of

looking to compete in a cut-throat competition of marginal
improvement to capture market share, the Blue ocean
strategy seeks to create new market space. In this new
marketplace, the rewards of an entire ocean of uncontested
market space are reaped.
This strategy only sometimes means creating a new,

cutting-edge product. Instead, it advocates capturing
non-customers of your industry from adjacent markets.
Theory of Change (TOC)

The Theory of Change (TOC) technique explains all the
critical and ample set-ups essential to achieve long-term
results. This technique entails planning in backward steps.
Starting from long-term targets, they move on to the
intermediate targets and, finally, the early-term changes
essential to instigate the preferred modification.
Theory of Change portrays attention to detail. Theory of

Change is plotted to incentivize succinct results at all levels of
the change procedure. It, therefore, assists the forces
involved in evaluating the viability of achieving targets that
were possibly plus-minus determined.
Hence, it advances the progress of rational long-term results

admissible to the forces involved. When creating short-term
transposes, the following factors will be applied:
● Identifying long-term goals: Identify the forces involved

in making a precise sample of the criteria essential to
achieve the long-term goals;

● Backward mapping: Augmenting the long-term
incentive plans and mapping backward continues until
bodywork explains the planning grounds;
● Identify the assumptions: A plausible strategy is only

as good as its assumptions. TOC recognizes beliefs to
corroborate harmony for the future and its planning;
● Identify the interventions: This explains the conditions

the initiative must meet to achieve positive and
substantial results. When interventions are identified, it
describes how the forces involved get their results;
● TOC supports the development of indicators: This is

the level at which specifics are included when
replacing the framework. It concentrated on estimating
the execution and efficacy of the strategy;
● TOC explains the reasoning behind your stipulated

thoughts and decisions. It allows participants to find
everyday language to tell the story of their actions and
gives them confidence in its logic.
When the TOC is unmitigated, it can be a powerful instrument

to express the complications of the strategy.

Example of the Theory of Change
Let us take an organization that creates HR payroll software
into consideration. The organization has had recent setbacks,
and the senior management of the organization is
incompetent. There is a rally to do better; they have
forecasted great results and achievements that would
terminate the setbacks. Even after the forecast, there is still a
need for feasible tasks and projects to assist in bringing
these great results to fruition.
The Theory of change model is a viable solution. For

example, the organization focuses on increasing the portion
of the market it controls. The Senior management discusses
the criteria to bring this to fruition and its importance. The
criteria can be launching into a new market while still
operating in the current market.
The organization then deduces that they have to intrigue

small businesses since they focus on mid-scale enterprises.
The focus on mid-scale enterprises means they do not
command substantial funds to launch large scale.
The organization now tries to provide precise strategies to
solve its overly ambitious predicament. The organization may
subsidize its prices to make its product affordable to
small-scale enterprises. Hence, launching into that market
space. New user acquisition and customer retention are the
points of reference for the plan's fruition.
When this is initiated, senior management expounds on the

relevance and functions of the goals, metrics, and plans.
The Hoshin Kanri Model

The management process here aligns both vertically and
horizontally. It involves breaking your objectives into smaller

ones and, eventually, into projects and tasks. Under this
model, everyone is responsible for fulfilling the business
strategy.
The concept is that if you can break down and align your
organization's strategy from top to bottom, everyone in the
company will align with your shared goals. Everyone will
know exactly how to achieve these goals. So, you are
working together as an organization to accomplish a big
dream.
Hoshin Planning entails effective communication and socially

progressive policies that promote teamwork, harmony, and
job accountability.
This model has seven key steps:
● Start with a vision. Why do you exist? Establishing a

clear organizational vision is vital;
● Develop 3-5 years of breakthrough objectives;
● Develop Annual objectives;
● Deploy Annual objectives;
● Implement Annual objectives;
● Undertake regular progress reviews (monthly,

quarterly);
● Undertake regular Annual reviews.
The first three key steps can be cited as the "catch ball"
process.
The catch-ball process means translating objectives into

strategies for the next level while creating alignment between
organizational levels.

It involves sharing ideas between the management and the
rest of the team.
Then they throw it back to the senior team management,

insinuating that the senior team sends its ideas to the middle
team, expecting feedback and ideas in return.
Senior management interacts with middle management to
achieve strategy execution.
The structural elements of the Hoshin Kanri strategic

model:
● Vision: Describes an ambition, dream, or hope. It

represents the picture of an ideal future in a period;
● 3-5 years breakthrough objectives: This element

describes achieving the vision. It respects the master
plan for creating value over the next 3-5 years;
● Develop Annual objectives: These will define how to

progress, covering priorities, goals, budgets, and
projects;
● Deploy Annual objectives: These goals cover

milestones, tasks, resources, timelines, and outcomes.
Deploy to teams, develop plans, and set targets. Get

all groups involved.
The governance elements of the Hoshin Kanri strategic

model
● Progress Review: This should happen weekly,

monthly, and quarterly. Review weekly by the work
team, monthly by a management team, and quarterly
by owners and investors;
● Annual Performance Review: This entails reflection

and learning, i.e., reviewing performance and
reflecting on achievement and shortcomings. And
finally, learn from them.
Example of Hoshin Planning

Let us consider an industry that focuses on constructing
commercial screen printing machines.
Small-scale retail and printing operations have been the

industry’s forte. Studies have shown that an industry that
focuses sales on just that market would not profit for long.
Hence, no continual development of the industry.
The senior management agrees to the belligerent channeling

of sales to large-scale industries. But before they can initiate
that goal, they must ensure the entire industry's personnel
buy the idea and are committed to its fruition.
They begin initiating additional targets down the industry's

management pecking order with this provisional goal. A
significant part of their entire process is to rehabilitate their
products. This rehabilitation will make adjustments to the
demands of large-scale industries compared to before.
The industry conveys its ideas and decisions through the

management hierarchy. This system allows everyone to pitch
in their ideas, solutions, and thoughts.

The product group receives the senior management's ideas
and suggests that the rehabilitation plan is not feasible given
the timeframe. The senior management now tries to modify
its projections before revisiting the rehabilitation plans.
The industry starts to set accurate, precise, and realistic

targets that everyone agrees with when all forces involved
agree on a possible timeframe.
Issue-Based Strategic Planning

Model
Contemporary and subsequent plans guide this model. This
model uses tools and analysis to understand what the issues
are. It is short-term (6-12 months), usually through a grouping
and structure analysis approach.
It allows you to design programs to address the issues in an

organization. There is generally an emphasis on establishing
plans and actions that teams and stakeholders can
implement. And also, building budgetary and adjustment
criteria allows the organization to make better decisions.
With this, your organization or team can dig deeper into the
issues in the organization. This includes identifying business
problems and coming up with critical solutions to solve them.
Identify the issues and develop plans the organization will
implement to solve its problems.

Organic Model Of Strategic
Planning
In strategic planning, the organic model helps a company
follow a path that prioritizes its values and vision while
working towards achieving its set goals and objectives. The
organic model sees an organization looking inward for
practical solutions to stay ahead of the competition. The
descriptions mentioned above are, however, on the
periphery.

Strategic planning should involve principles and activities,
irrespective of their types or forms. Activities include
long-term strategy, goal setting, advancement communication
among stakeholders, progress measuring, and progress
monitoring.
It is a blueprint or template showing an organization how it
will move from where it is right now and safely land at its
preferred destination. Some specified milestones are then set
out as objectives for this period.
Though seemingly theoretical and flexible, the organic

strategic planning model helps lay the foundation. The
foundation for long-term execution concerns a company's
service delivery, operations, and customer relations. The
organic strategic planning model involves several iterations
and testing for each milestone.
This aids validated learning that can help stakeholders

continually decide what goes, what stays, and what works or
advances the company's vision and values.
Stakeholders clarify vision and values

For this model to be effective and efficient, it is crucial to
maintain continual communication among team members and
stakeholders. Achieving a company’s goals can be
challenging when there is disparity among employees. If
proper clarification of the vision and values is not
appropriately put in place or drilled, it can affect the
company's unity and, consequently, its progress.
Stakeholders create personal action plans

In creating personal action plans, stakeholders can operate
towards the company's vision through the division of labor.

Each team member will be responsible for communicating the
company’s strategic plan to internal and external
stakeholders. This plan ensures that everyone within the
company is on the same wavelength and has a shared
motivation for achieving the company's mission.
Stakeholders report results of action plans

A strategy to keep the team attentive to the objective is
essential to achieving the company's goals. Stakeholders
must submit a report and take utmost responsibility for their
action plan section. This approach fosters teamwork and
accountability among stakeholders, while similarly providing a
feedback loop that improves the quality of results and the
speed of progress.
The company must consistently monitor and review the

action plan to maintain momentum. This consistent
monitoring will ensure that issues are immediately addressed
when they arise. This strategy ultimately results in a
competitive advantage in the marketplace.
Real-Time Strategic Planning

Model
The real-time strategic planning model may be considered
unorthodox, but has a stand-out feature. This feature consists
of a strategy that is quick and adaptable in addressing
potential crises immediately. For companies, it is common for
well-detailed plans with a long-term outlook to become
obsolete within three to five years.
These plans are usually the result of swift changes occurring

in the business environment. Real-time strategic planning can
then be referred to as a flexible system used primarily by
organizations that must be more reactive to a rapidly
changing work environment and perform strategic planning in
real time.
Real-time strategic planning can be categorized into three

levels, namely:
i) Organizational Strategy:
This level requires an outline of the company’s vision, value
proposition, market competitors, market share, and trends.
An understanding or study of market trends and close
competitors is necessary for a company to attain its strategic
goals and objectives.
ii) Programmatic Strategy:

Only external research is conducted on this strategy. It is
pertinent for the study to cover several areas, including
opportunities, threats, and competitive advantages. This
strategy will help a company learn and identify new
opportunities to help it fast-track toward achieving its
objectives.

iii) Operational Strategy:
The operational level, unlike programmatic strategy, focuses
on internal processes, personnel, and systems in developing
a plan that addresses inner strengths and weaknesses. This
process's expected outcome or goal is to strengthen the
company's workforce.
Scenario model
The scenario model represents a contingency plan for
companies that need to anticipate change or possibilities. It
helps mitigate potential risks while similarly creating new
opportunities and objectives. These changes include
regulatory policy changes, rising prices, supply chain
disruptions, or new market players.
When planning for the long term, companies need to take the
time to consider the multitude of external factors that are
capable of derailing their plans.
Scenario planning helps examine the various elements in a

business environment, evaluating these external factors for
possibility and impact. It allows room for exploration and
flexibility. The developments from this examination will help
the final decision-making process reach informed decisions.
An analysis of varying cases is a simple description of
scenario planning.
Scenario planning is the ideal framework for a company that

has experienced unforeseen circumstances. These
circumstances include regulatory policy changes, rising
prices, supply chain disruptions, new market players, or other
unexpected past changes. Similar frameworks (like the SWOT
acronym for "Strengths, Weaknesses, Opportunities, and
Threats," or PEST for "Political, Economic, Sociocultural, and
Technological") are deemed helpful in developing scenarios.
Scenario planning can be used by personnel and within

organizations. It is most applicable for organizational strategic
planning.
7s Model
McKinsey's consultants developed the 7s strategic business
planning model, which emphasizes the importance of
curating an organization’s vital internal elements to achieve a
good strategy.

Structure
Strategy in the 7s Model refers to components of your plan
and how they work together to make your strategy achieve
its pending goal(s). Your structure may start with a "motto"
and then run a course through values, vision statements,
focus areas, and the number of goals to be achieved.
Studies have shown that a concrete strategic structure aids

the strategy's effectiveness toward achieving its goals.
Structure helps managers and business owners view their
competitive environment from an elevated point of view, thus
inevitably influencing their decisions and emergent
strategies.
Strategy
This strategy is a carefully thought-out plan or course of
action highlighting an organization's mission and vision. It's
the brain of a good strategic plan.
A versatile and cutting-edge strategy that would appeal to

different customers should be used to utilize this.
Honesty should be the best policy when implementing said

strategy. And above all, it should give customers a bit of
insight into an organization, its vision, and its mission to
achieve estimated goals.
System
The technical infrastructure that facilitates the daily workflow
of a strategy is put into play. The system ensures versatility
and ensures the smooth running of a plan put into play.
Skill
The success of a well-thought-out strategy is credited to a
team of skilled members who worked meticulously on every
step toward creating a well-planned strategy.
Style
Team leaders' management styles also influence the outcome
of results. A good leader would maximize the efficiency of a
skilled team, thus resulting in positive results.
Staff
The staff of an organization consists of employees. In this
context, how they are recruited, trained, and motivated plays
a big part.
Studies show that employees are more effective when in

good spirits. Motivation plays a significant role. Also, welfare
contributes to the high spirits of employees.
It improves their work efficiency, thereby effectively resulting

in positive results.
Shared value
These are an organization's norms, values, and beliefs that
guide staff behaviors, influence their decisions, and
emphasize their actions and consequences.
It's a guide that helps maintain and build an organization's

reputation.
The Cascade Model

An excellent example of a good strategic model is the
cascade model, one of the best strategic planning models
available today.
The structural elements of the Cascade strategic model

Here is a list of the structural elements of the Cascade
strategic model.
Identify your vision statement

The vision statement(s) delineate why the organization exists,
what it stands for, and what it was created to achieve. It
highlights the organization's primary purpose.
Define your company’s values

Outline the organization's values, how you want it to behave,
and how it's handled while striving towards its vision.
Craft your Focus Areas

These highlight key areas that require your focus and effort to

aid in the delivery of your organization's vision.
Create your Objectives

These are the goals you have set and want to achieve within
a given range of time.
Define your KPIs

Each of the objectives you've set for yourself should contain
at least two or more KPIs (Key Performance Indicators) to
keep tabs on your performance and measure if you're close
to or far away from reaching your objectives.
Specify your Projects

This element is one of the most important in your strategic
planning model. It states your exact course of action to
deliver on your objectives.
The governance elements of the Cascade strategic model
Monthly Strategic Reports

This feature is only applicable to objectives. The
organization's owner gives a detailed narrative of the overall
progress toward the goals.
Project Updates
Project updates are ad hoc updates that are made against
the plan's project level, including general updates and
progress.
KPI Exceptions
KPI Exceptions are required when KPIs are outside of their
tolerance level. It explains the difference between the
estimated results of an objective being carried out and its
decline from the goal while it's in motion. It dictates the
action(s) to take to catch up to planned results.

HOW TO CHOOSE THE
RIGHT STRATEGIC
PLANNING MODEL?
Strategic planning models are critical for planning strategies.

It would help if you made the right decision while choosing a
model to achieve your desired goal.
To select the appropriate model, you must ensure it

comprises the core elements. Namely:
Structure: This defines how well and accurately the parts of

the strategic plan are organized;
Framework: This method evaluates targets and objectives
and classifies them in ways that align with what they want;
Governance: Defines how you direct, control, and preside
over your strategies.

STRATEGIC PLANNING
TOOLS
These are tools that focus on and help to achieve long-term

targets and objectives. These tools help organizations,
individuals, and teams estimate and evaluate their long-term
goals with clarity and precision.
What are strategic planning

tools?
Strategic planning tools are methods, approaches, and
models used by various organizations, individuals, and teams
to ascertain and estimate their current position. These tools
stipulate relevant benchmarks, standards, and criteria to
make their objectives and ideas successful. They also lay out
plans, views, and targets for organizations looking for
long-term achievements.
Some examples of strategic planning tools are:
● Balanced Scorecard;
● SWOT (Strengths, Weaknesses, Opportunities, and

Threats) Analysis;
● PEST (Political, Economic, Sociocultural, and

Technological) Analysis;

● OKR (objectives and key results).
SWOT Analysis
This type of analysis uses a simple and robust framework to
analyze your organization. SWOT analysis helps to decide
whether to embark on a specific business venture by
visualizing the pros and cons.
It is essential to know that one part of an organization's

strength might be another's weakness. For this reason, one
may want to perform a different SWOT analysis for various
departments rather than the business as a whole.
Organizations making use of SWOT analysis should endeavor

to:
● Keep SWOT analysis accessible for reference;
● Update SWOT analysis regularly;
● Revise your SWOT analysis on a quarterly or yearly

basis;
● It is harmful to allow SWOT analysis to stagnate.
The components of SWOT analysis are:
● Strengths
● Weaknesses
● Opportunities
● Threats
Organizations are studied using the SWOT analysis

technique.

Strengths
The organization's strengths are the areas where it excels
and distinguishes itself.
Good examples of areas that could show strength are:
● Brand loyalty: Refers to how customers always prefer

to patronize a particular brand. It may be due to
emotional reasons or some form of relationship;
● Market share: The organization could have a

significant customer ratio;
● Availability of required resources;
● Unique resources;
● Skilled workforce: Expertise compared to competitors;
● Technical infrastructure: High technical infrastructure

compared to competitors;
● Location of the organization: The organization’s

proximity to customers or its target market;

● An innovative product or service.
Weaknesses
Every organization must know its weaknesses. These are
factors that put you at a disadvantage compared to your
competitors. Succinct examples of weaknesses are:
● High employee turnover: If employees are always

leaving the organization regularly. Loss of expert staff
means employment of new staff who need to be
trained. Hence, with extra training costs, products
suffer a reduction in quality due to less experience;
● Lack of expertise;
● Lack of adequate financing;
● Undifferentiated products or services (i.e., concerning

their competitors);
● Location of business;
● Damaged reputation;
● Low-standard goods and services;
● Delayed product releases;
● Less market share.
Opportunities
Opportunities refer to external factors that give the
organization an upper hand compared to its competitors.
Some scenarios are:
● A developing market such as the internet:

Incorporating the latest trends into your products to
gain more customers and increase market share;

● Consider mergers, joint ventures, or strategic alliances;
● New market segments that offer improved profits;
● A new international market;
● Look out for a market vacated by an ineffective

competitor.
Threats
Threats are negative things that can harm the organization's
execution and operations.
These are alerts the organization has to handle and address,
primarily for its own existence.
Examples of these threats are:
● Price wars with competitors;
● A competitor has a new, innovative good or service

(commodities);
● New entrants may lose market share;
● Competitors have superior access to channels of

distribution;
● Taxation and tariffs;
● Supply shortage;
● Raw material prices;
● Market fluctuations;
● Government regulations;
● Public perception.

How to Do a SWOT Analysis
The SWOT analysis can be segmented into various steps that
show the detailed operation of the analysis. The steps
include:
● Determine your objectives;
● Gather resources;
● Compile ideas;
● Refine findings;
● Develop the strategy.
Step 1: Determine Your Objective

SWOT analysis is most often extensive. However, additional
utility is promised when the analysis is precise, i.e., when the
objectives are specific. When precise objectives are given,
there is a common goal. Uncertainty is terminated. All
activities allocated to different departments are steering in
the right direction.
Determining your objective is the foundation of a successful

SWOT analysis. A lack of unified direction will result in
inaccurate and misleading results and decisions.
Step 2: Gather Resources

SWOT analyses cannot be identical. The outcomes cannot be
the same if the inputs are different.
The resources of finance, the surveying of markets, the

factors that indicate performance, and articles should be
analyzed. The organization must exploit all available
information and data to foster accuracy and realistic
outcomes. The organization has to find ways around its
impediments to finding and gathering resources.
The authenticity and legitimacy of external data and
information sources are tantamount to a solid analysis. The
staff or individuals involved in gathering resources should be
assigned tasks based on their strengths and knowledge. A
staff inclined toward the outer segments should be tasked
with that area, as should the team with internal experience
and expertise.
A wide range of factors is involved in achieving

heterogeneous and exceptional inputs.
Step 3: Compile Ideas

This process involves recording, classifying, and summarizing
the ideas. The staff responsible for this task should initiate
categorizing the ideas. This categorization would support
precision, clarity, and control.
Ingenuity and inventiveness cannot be overemphasized.
Internal Factors
These factors refer to how the organization conducts its
affairs. The company's assets include departments like
Human Resources, Accounting, Marketing, Production,
Research, and IT. The organization should consider the
performance of the earlier-mentioned departments and how
it contributes to its advancements.
Under these factors are the strengths and weaknesses of the

organization. The questions that relate to an organization's
strengths and weaknesses include:
Strengths:
● What do we do exceptionally well?
● What advantages do we have?

● What valuable assets and resources do we have?
● What do customers identify as our strengths?
These questions support critical success factors and give us a

competitive advantage.
The organization should find ways to leverage and build on

these strengths.
Weaknesses:
● What can we do better?
● What are the current customer complaints and

criticisms?
● Where are we vulnerable?
These elements require a candid and detailed analysis.
External Factors
These elements are not within the organization. These
elements are possible opportunities or threats to the
organization.
Possible questions are:
Opportunities:
● What opportunities do we know about but still need to

address?
● Are there emerging trends on which we can capitalize?
These questions help us pinpoint openings in the

marketplace.

Threats:
● Are our weaknesses likely to make us critically

vulnerable?
● What external roadblocks exist that block our

progress?
● Is there a significant change coming in our customers’

sector?
● Are economic conditions affecting our financial

viability?
Find and identify threats you can counteract based on your

strengths and weaknesses.
Finding ways to lessen or eliminate them clears the way for
smooth sailing.
Consider your strengths and weaknesses when accessing

and acting on these threats.
Step 4: Refine Findings

At the point where the ideas have been compiled, the
refining process begins. This stage refers to polishing or
perfecting the ideas generated. It entails making relevant
minor changes to upgrade the already-compiled ideas.
This stage makes it easier and more stress-free for the

organization to select and concentrate on the pre-eminent
ideas and those worth the risk.
This stage is prone to healthy arguments among the involved

personnel. But this happens to achieve success.
Step 5: Develop the Strategy

The very end of the SWOT analysis must be recognized as a

strategic plan. At this stage, the organization specifies its
game plan and identifies its direction. The strategic plan may
break the objectives into smaller goals and, eventually,
projects and tasks.
Suppose the organization plans to enter a new market space

or target a new market segment. In that case, it has to
consider whether its strengths can propel it adequately in the
new market.
If it does not, the organization is responsible for strategizing
ways to make it possible.
Benefits of SWOT Analysis

● Assess potential risks — the dangers of running a
business;
● Probability and impact of risks: If high, it requires

immediate attention to arrest these risks;
● Develop risk management strategies: SWOT analysis

provides a platform to manage these risks;
● It helps you evaluate your strengths and weaknesses

against those of your customers and improves product
quality and market share;
● Long-term business planning;
● The SWOT analysis technique supports the business

analysis of stakeholders;
● To retain operational efficiency.
A SWOT analysis makes complex problems more

manageable
There is the possibility of a wide range of data to scrutinize,

as well as ideas to appraise when dealing with complex
issues/problems. With the several steps of SWOT analysis
taken, i.e., recording, analyzing, reviewing, and selecting
ideas, these complex problems are split into more precise,
clear, and understandable expositions.
A SWOT analysis requires external consideration

SWOT analysis helps serve as a reminder to organizations
regarding the inconsideration of these eternal factors.
Numerous external factors can impact the organization (profit,
market share, and customer ratio). Ignoring external factors,
regardless of their significance level, can be detrimental to
the organization's progress.
The SWOT analysis heavily considers external factors and

their relevance to the performance of an organization.
A SWOT analysis can be applied to almost every business

question
The form of the subject involved does not matter. It applies to
individuals, organizations, and also groups or teams.
SWOT analysis is a flexible strategic planning tool. The SWOT

analysis can address business issues adequately.
A SWOT analysis leverages different data sources

When using SWOT analysis correctly and systematically, it
eliminates bias. As far as research on the strengths and
weaknesses of an organization goes, information obtained
from internal sources is good. A business is best described
by its internal information.
External information consists of factors outside the

organization’s control. For an impartial and accurate
compilation of data, external information is essential. SWOT
analysis makes this possible.

A SWOT analysis may not be overly costly to prepare
Most SWOT analysis reviews are not essentially specialized.
Additional training costs and the prices of hiring professionals
are not incurred. A centralized organization with working and
departmentalized teams can harmoniously work it out.
SWOT Analysis Example

SWOT (Strengths, Weaknesses, Opportunities, and Threats),
as the name implies, focuses on the inner workings of an
organization and how it functions to develop an excellent
strategic plan. SWOT analyzes an organization's internal and
external factors concerning its future potential.
What type of businesses should use this?

Growing businesses are best suited for SWOT analysis. They
are aware of the rapid and unexpected change of the modern
era and any accidents that come with it. With this awareness,
they can quickly change the game plan to work in their favor.

Porter's Five Forces
Porter's Five Forces are the fundamentals of analyzing an
industry's weaknesses.
Understanding Porter's Five Forces

Porter's Five Forces is a model that's used to analyze the
strong and weak points of an industry to determine corporate
strategy. This application will help understand the industry's
competition level and enhance a company's long-term
profitability. Porter's five forces can be applied in any
segment of the economy.
The Five Forces are often used to measure an industry's or

market's competition intensity, attractiveness, and profitability.
The Five Forces model is named after Harvard Business
School professor Michael E. Porter, and they are as follows:
Competition in the Industry

The most important of the five forces is the number of
competitors and their ability to undercut an organization. This
force entails that the more competition there is with an
equivalent amount of products to offer, the lesser the
company's power.
Potential of New Entrants Into an Industry
New entrants also reduce a company's power in its market.
The less time and money spent by a new entrant to establish
itself in a pre-existing company's market as a competitor, the
weaker the ability of the pre-existing one.
An industry with concrete blockades to entry is ideal for

existing companies, given that the company could charge
higher prices and negotiate better terms.
Power of Suppliers
The next of the five forces is the power of suppliers. This
force affects companies with a codependent relationship with
suppliers who supply quality input.
Suppliers could quickly raise the prices of inputs because of

the necessity of said inputs for the company. It is instead
tasked with switching suppliers mid-demand, which suppliers
capitalize on and fully understand.
Also, when suppliers are numerous, a company can keep its

input costs low and enhance its profits due to the competition
between suppliers.
Power of Customers
The ability to influence the cost of services rendered by a
company also lies in the power of customers.
A company with a small circle of customers has no choice but

to give in to customer demands or risk searching for new
customers and markets. A company with a large client base
will quickly charge high prices for services rendered.
The threat of Substitutes

The last of the five forces is the threat of substitutes.
Companies that produce irreplaceable top-of-the-line

products and render quality services will have the power to
increase prices as they see fit.
Companies with replaceable products and services risk losing

customers who opt for a cheaper substitute. This shift in
customer preference will reduce the company's estimated
profits.
What Are Porter's Five Forces Used For?

The five forces model helps analysts and managers
understand their competition and the company's position.
PESTLE Analysis
PESTLE (Political, Economic, Social, Technological, Legal, and
Environmental) analysis is a concept in marketing principles
used by companies to scope out an environment. This
environment is one they are operating or planning to launch a
new project, product, or service.
Goals of a PEST analysis

The main goal of PEST analysis is to help an organization
understand the external forces that can hinder its growth.

PEST also helps understand how those forces could be
capitalized on or cause problems for the organization. It helps
managers understand external factors that influence the
organization so they can work with facts rather than
assumptions.
It helps identify what factors could change in the future. It

also helps in the development of a long-term strategy.
PEST vs. SWOT analysis

The SWOT analysis examines both internal and external
factors that affect the organization. The PEST analysis only
examines external factors, giving the SWOT analysis an edge
over it. PEST analysis is used in an organization after the
failure of a SWOT analysis.
PEST is best used for a broader research analysis of the

business environment.
When to do a PEST analysis

PEST analysis is best used to get a big-picture understanding
of your business. A new organization uses a PEST analysis to
understand the marketplace before entering it. PEST analysis
is also carried out when changes are observed in the
business environment.
How to do a PEST analysis

Conducting a PEST analysis is straightforward but
time-consuming. Below are the steps involved:
Consider PEST factors that could impact your business

The first step is to research and gather as much information
about your organization’s external influences and how they
affect your organization as soon as possible. Enlist the help of

other leaders or managers in the business to ensure you
have a comprehensive data set.
Factors Associated with PESTLE Analysis

As you start gathering data, consider the following list of
PEST examples to guide your research:
Political factors in PESTLE Analysis

Political factors examine how legal and governmental
regulations and the political climate affect your organization’s
freedom to operate and its ultimate profitability.
These factors might include the following:
● Upcoming local, state, or national elections;
● Primary political candidates and their views on

different policies;
● Government regulation of industry or competition.
Economic factors in PESTLE Analysis

These factors examine the economic performance that
directly affects the company and its lasting effects.
When there's an increase in inflation in any economy,

companies will increase the price of products and services.
That would affect the consumer's purchasing behavior,
resulting in a decline in sales.
Social factors in PESTLE Analysis

These factors study the social environment of the market and
scope determinants like cultural trends, demographics, and
population analytics.
Technological factors in PESTLE Analysis

These factors relate to changes in technology that may affect

the operations of the industry and the market favorably or
unfavorably.
Legal factors in PESTLE Analysis

These factors have both external and internal sides. Some
laws affect the business environment in a specific country,
while companies maintain certain policies for themselves.
The legal analysis considers both perspectives and maps out

strategies in light of these laws.
Environmental factors in PESTLE Analysis
These are factors that influence or are determined by the
surrounding environment. This aspect of the PESTLE is crucial
for specific industries, for example, tourism, farming, and
agriculture.
Identify opportunities
After researching how your organization is influenced and
affected by external conditions, identify opportunities these
changes can provide. You could capitalize on these changes
and work them in your favor.
Identify threats
Change comes with risks. Whether an economic downturn
threatens your bottom line or a competitor’s access to new
technology gives them a competitive edge, you need to
identify potential threats to your organization so that you can
mitigate the risks and adapt your strategy accordingly.
Act on your findings

Act on all the data collected and the opportunities and threats
highlighted. Instill these findings into your business plan to
take advantage of opportunities and manage threats as soon
as possible. It's the best time to strike.
What type of businesses should use this?

PEST analysis is better suited for a large, established

business with significant resources. Conducting PEST
analysis requires much work, so it's perfect for organizations
with the funds and resources to carry out the analysis.
Visioning
One of the essential resources used for strategic planning,
visioning is a tool for goal-setting that helps your organization
create a plan for the future.
You could start with a 5-year vision, identify necessary steps

and checkpoints, and then create a strategic plan.
VRIO Framework
The VRIO Framework is yet another tool used in strategic
planning.
It helps an organization identify and utilize its competitive
advantages in the long run.
The VRIO Framework gives an organization the needed

insight to secure its unique capabilities that competitors
cannot easily replicate.
Difference Between The VRIO Framework And A SWOT

Analysis
VRIO is based on a 4-element framework according to its
acronym: value, rarity, imitability, and organization.

What Does it Mean?
Each element of the acronym VRIO seeks to answer a
question that serves as one of the pillars of the strategic
framework. By fitting the general question into the context of
your organization, you can decide whether you meet up or
not. You can also know whether you are at a competitive
advantage or disadvantage.
Value
This question seeks to determine whether your offering
provides value or not to your target market or your customer.
If it does, you are at an advantage and can advance in your
appraisal. If this is not the case, you must examine your
resource or offering to determine how to create and project
value.
Rarity
The rarity of your product directly impacts the level of
competition you will have to brave in the market. It is ideal for
offering a resource that is valuable yet rare.
Imitability
The advantage you may have in the market will only survive
in the short run if another organization or competitor can
easily recreate your product.
You can shift attention to your organization and curate
exclusivity if you offer a resource with few alternatives. Your
competitors will not be able to copy, imitate, or duplicate your
product.
This shift will make whatever advantage you have garnered
more tangible and secure over a long period.
Organization
The last question is whether your organization has a structure
to sustain its resources and competitive advantage or not.
You will need adequate systems that will enable you to

exploit your organization’s resources and protect them.
VRIO Analysis Example

To better understand the VRIO analysis, refer to the image
below.
The first step is establishing your organization’s resources,

followed by grouping them into four categories depending on
where they fit.
After that, further, subdivide each resource into any of the

following:

● Competitive rarity;
● Temporary competitive advantage;
● Unused competitive advantage;
● Long-term competitive advantage.
VRIO Analysis for a sustainable competitive advantage

Your organization has a sustainable competitive advantage if
it checks out with all VRIO components. If it doesn’t, you can
use the insight gained from the VRIO analysis to adjust your
resources to gain that competitive advantage.
Having established that, it goes without saying that the VRIO

comes with good benefits. However, it also comes with its
inherent limitations.
Benefits and limitations of the VRIO framework?

An obvious benefit of the VRIO framework is that it enables
your organization to utilize new advantages. The VRIO
framework also clears a path in the long run for you to exploit
your resources better. The VRIO framework gives your
organization the needed insight to facilitate a more potent
business strategy.
However, the framework is only suited to some kinds of

businesses (it is difficult to adapt for small and new
businesses), and neither is it infallible. There are constantly
changing patterns in the business environment, so the most
you can hope for to sustain your advantage is a maximum of
5 years.
You would also need to support the VRIO analysis with other
insights from the SWOT analysis. Doing this would give your
organization a 360-degree view.

CONCLUSION
Strategic planning, or the absence of it, can make or break
your business. In the beginning, developing a structured plan
might be a stressful undertaking. Over time, however, it would
prove invaluable for your organization’s market positioning.
The structured plan would, in turn, help you serve your
customers better, ultimately making you more money.

REFERENCES
The following references were consulted to create this Super

Guide:
➔ https://blog.hubspot.com/sales/strategic-planning-
models
➔ https://asana.com/resources/strategic-planning-mo
dels
➔ https://www.techtarget.com/searchcio/definition/str
ategic-planning
➔ https://corporatefinanceinstitute.com/resources/ma
nagement/strategic-planning/
➔ https://ca.indeed.com/career-advice/career-develo
pment/what-is-strategic-planning
➔ https://www.techtello.com/strategy-vs-tactics/
➔ https://www.cascade.app/blog/strategy-planning-m
odels
➔ https://www.lucidchart.com/blog/strategic-planning
-frameworks
➔ https://www.investopedia.com/financial-edge/0612/
the-importance-of-strategic-planning.aspx
➔ https://www.projectmanager.com/blog/strategic-pla
nning-models
➔ https://www.liveabout.com/strategic-plan-elements
-2276139
➔ https://www.indeed.com/career-advice/career-dev
elopment/elements-of-strategic-planning
➔ https://www.clearpointstrategy.com/strategic-planni

ng-models/#sect12
➔ https://www.softwareadvice.com/resources/strategi
c-planning-tools/
➔ https://www.investopedia.com/terms/s/swot.asp
➔ https://www.bdc.ca/en/articles-tools/business-strat
egy-planning/define-strategy/swot-analysis-easy-to
ol-strategic-planning
➔ https://resourceshub.wpenginepowered.com/resou
rces/wp-content/uploads/word-image-213.https://p
estleanalysis.com/what-is-pestle-analysis/

ABOUT THE AUTHOR
Daniel Pereira is a Brazilian-Canadian entrepreneur that has

been designing and analyzing business models for over 15
years. You can read more about his journey as a Business
Model Analyst here.
E-mail Daniel if you have any questions

at: daniel@businessmodelanalyst.com
You can connect with Daniel at Linkedin:
https://www.linkedin.com/in/dpereirabr/


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Strategy

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The Business Model Analyst is a website dedicated to

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What Is Strategic Planning? 13

Why Is Strategic Planning Important? 19

Do You Need A Strategic Planning Model? 21

What Are The Steps In The Strategic Planning Process? 22

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Contents Of A Strategic Plan 28

Elements Of Strategic Planning 30

Basic Principles Of An Effective Strategy 35

Who Does Strategic Planning In A Business? 39

How Often Should Strategic Planning Be Done? 40

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Types Of Strategic Plans 41

What Is Strategic Management? 43

What Is A Strategy Map? 44

Benefits Of Strategic Planning 46

Strategic Planning Models 49

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How To Choose The Right Strategic Planning Model? 75

Strategic Planning Tools 76

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About The Author 102

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Strategic planning is crucial for an organization to know

But what exactly is strategic planning? Why is it so crucial to

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Strategic planning, also known as strategic management, is

Strategic planning involves goals that run within three to five

Strategic planning involves remodeling the organizational

Strategic planning focuses on integrating all of the

Strategic planning rose to popularity in the 1950s and 1960s

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Strategic vs. Tactical Planning

Strategic planning intends to achieve strategic plans, while

On the other hand, tactical planning occurs after the strategic

A perfect blend of strategic and tactical planning is required

Strategy: The company desires to develop repeatable

Tactics: In tactics, the company narrows down the specific

Strategy: While integrating a business's sales and marketing

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Tactics: If this is the case, the organization's tactics would be

Strategy: When it comes to the organization's tech

Tactics: In this case, the tactic to reach that goal would be to

Together, strategies and tactics are the keys an organization

Strategic Planning Model vs

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Below are clear distinctions between strategic planning

Strategic Planning Models provide structure

A strategic planning model describes the essential elements

Strategic Planning Frameworks provide principles

What to choose first: the strategic planning model or

However, it is essential to note that selecting a strategic

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Strategic planning offers a rigid goal that can lead a business