The strategic planning

20 May 2009 - 17:39

The planning or strategic planning is the process through what it declares the vision and the mission of the company, analyzes the external situation and external of this one, the general missions settle down, and the strategies and plans strategic are formulated necessary to reach these objectives.

The strategic planning is realized concerning the organization, that is to say, considers an approach global of the company, reason why it is based on objectives and general strategies, as well as on strategic plans, that they affect a great variety of activities, but that seem simple and generic.

Because the strategic planning take into account to the company in its totality, this one must in the long term be realized by the cupola of the company and projected being, theoretically for a period of 5 to 10 years, although actually, nowadays usually is realized for a period of 3 to a maximum of 5 years, this due to the constant changes that occur the market.

On the base of the strategic planning he is that the other plans of the company are elaborated, so many the tactical plans as the operative ones, reason why a strategic plan cannot be considered like the sum of these.

Like all planning, the strategic planning is movable and flexible, once in a while it is due to analyze and to make the changes that were necessary. Also, it is an interactive process that involves all the members of the company, which must be it jeopardize with her and motivated in reaching the objectives.

We see next which is the process or the steps necessary to realize a strategic planning:

1. Declaration of the vision

The vision is a declaration that it indicates towards where the company in the long term goes, or what is that one in which it tries to become.

The vision responds to the question: “what we want to be”.

2. Declaration of the mission and establishment of values

The mission is a lasting declaration of the object, intention or reason of being of the company.

The mission responds to the question: “which is our reason of being”.

On the other hand, the S-values positive qualities that a company owns, such as the search of the excellence, the development of the community, the development of the employees, etc.

As much the mission as the values gives identity him to the organization.

3. External analysis of the company

The external analysis consists of detecting and evaluating event and tendencies that happen in the surroundings of the company, with the purpose of to know the situation the surroundings, and to detect opportunities and threats.

For the external analysis the forces are evaluated economic, social, governmental, technological; as well as the competition, the clients and the suppliers of the company.

Aspects that already exist, as well as aspects are evaluated that could exist (tendencies).

4. In-core analysis of the company

In-core analysis consists of the study of the different aspects or elements that can exist within a company, with the purpose of to know the state or the capacity whereupon this one account, and to detect their strengths and weaknesses.

For in-core analysis the resources are evaluated that a company owns, are already financiers, humans, materials, technological, etc.

5. Establishment of the general missions

The general missions talk about the objectives that define the course of the company, which always are of long term.

Once realized the external and internal analyzes of the company, it is come to establish the objectives that allow to accomplish the mission, and that allow to capitalize the external opportunities and internal strengths, and to surpass the external threats and internal weaknesses.

These objectives settle down considering the resources or the capacity of the company, as well as the situation of the surroundings.

6. Design, evaluation and selection of strategies

Once the general missions of the company have settled down, it is come to design, to evaluate and to select the strategies that allow to reach, of the best possible way, these objectives.

The process to design, to evaluate and to select strategies is the following one:

• information is evaluated on the external analysis (the situation of the surroundings), evaluates information on in-core analysis (the resources and the capacity of the company), evaluates the statement of the mission and the values, evaluate the objectives, and the strategies are evaluated that have been used previously, have had or nongood results.
• a manageable series of feasible strategies is designed, considering the information analyzed in the previous point.
• the propose strategies are evaluated, determine the advantages, the disadvantages, the costs and the benefits of each.
• the strategies are selected to use, and they are classified by order of his attractiveness.

7. Design of strategic plans

In the strategic plan one is due to indicate:

• which will be the specific objectives that allow to reach the general missions.
• which will be the specific strategies or courses of action that are going away to realize, that allows to reach the specific objectives.
• what resources are going away to use, and how it is that they are going away to distribute.
• who will be the ones in charge or responsible for the implementation or execution of the strategies.
• when the strategies will be implemented or executed, and in what time will obtain the results.
• how much it will be the investment required for the implementation or execution of the strategies.

Labels: Concepts, Management of businesses, Step by step

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Related contents:

1. The planning
2. Importance and characteristics of the planning
3. The mission of a company
4. The strategies of a company
5. In-core analysis: strengths and weaknesses