Summary:

A strategic and sales plan puts your marketing plan into action and is the implementation work horse of a business plan. This article on the strategic and sales planning process is divided into ten sections, which are presented in a particular, building-block order. First, identify and rank your potential problems in your company operations and develop company objectives to minimize and manage these problem areas.

Other sections in this article include: Risk Analysis; Company Strategy, Strategic Tactics and Programs; Sales Strategy; Sales Program; Strategic Alliances and Joint Ventures; Rolling Basis Operating Budget; Sales Forecast; Milestone Table; and Control Mechanisms. For a description of these sections, please follow the link below.

Article Quote:

“Strategy is focus and consists of key factors that distinguish your company and are most expected to contribute to your success. It is important that your company strategies complement each other so you are not sending your business in separate directions.”

Link: http://alcorp.net/?p=26433

Strategic planning is only half the battle; the other half is successfully executing the plan. First, break down the goals/objectives into manageable, realistic steps that can be measured. Measuring progress gives management greater visibility so they can respond quickly to change and course correct parts of the plan if necessary. For instance, if an objective is not completed by the predetermined time, it allows management an opportunity to investigate the reasons why. Perhaps the timeline was unrealistic to begin with, or someone simply didn’t get it done. By monitoring results often, accountability increases and the plan is allowed to remain flexible.

For more on strategic planning, see http://www.performancesolutionstech.com/category/strategicplanning/

Summary:

Kerry Martin asks, “What’s strategic about having a fixed plan in a year of constant change?”  She points to the turbulence of economic events in 2009 and how they have rendered many strategic plans useless. Using an outdated or irrelevant strategic plan that was developed in a different economic environment is wasteful. Instead companies need to remain flexible and adjust their strategic plans accordingly.

If budgeted projections need to be pared down, preemptively adjust your tactics to find more efficient ways to accomplish your long-term objectives. By finding alternative ways to accomplish the long-term goal, companies may avoid losing entire campaigns.

Article Quote:

“For this New Year, make the resolution to be proactive with how your marketing plan or overall business model is assessed; don’t wait for 12 months to start over.”

Link:http://thestrategicfirm.wordpress.com/2009/12/23/proactive-strategic-planning/

Implementing and  monitoring a strategic plan should go hand in hand. Changing business factors dictate the need for adjusting strategies. Using scenario planning while developing your strategic plan can help avoid sudden pitfalls. However, even the best strategists cannot plan for every scenario.

In order to monitor your plan, it needs to be in front of the eyes and on the minds of everyone in the organization. Getting everyone involved in executing the plan increases the chance for success. Strategic planning and execution software developed to perform these tasks allows leadership to see, in minutes, how well the strategy is performing.

For more on strategic planning, see http://www.performancesolutionstech.com/category/strategicplanning/