A strategic plan and organizational analysis of the Center for Wooden Boats and a potential youth program associated with it.
Written in 2006; 9,101 words; 34 sources; APA; $ 189.95
Paper Summary:
This paper presents a youth program strategic plan for the Center for Wooden Boats (CWB). It describes the organization and presents an environmental analysis for it and then presents a value chain analysis and a SWOTT (strengths, weaknesses, opportunities, threats, trends) analysis. Additionally, the paper discusses organizational strategies that can be implemented to ensure the success of the youth program.
Table of Contents:
Executive Summary
Organization Name / Description
Vision / Mission / Values Statement
Vision Statement
Mission Statement
Organizational Values
Environmental Analysis (External to the Organization)
Social / Cultural
Ecological / Physical
Ecological / Physical Trend
Economic
Demographic
Environmental Analysis (Internal to the Organization)
Financial Analysis
Resource-Based View of the Organization
Tangible Assets
Intangible Assets
Organizational Capabilities
Value Chain Analysis
General Administration
Human Resource Management
Research, Technology, and Systems Development
Procurement
Inbound Logistics
Operations
Outbound Logistics
Sales and Marketing
Service
SWOTT Analysis
Strengths
Weaknesses
Opportunities
Threats
Trends
Strategic Choice Analysis
Organizational Strategies/Control and Evaluation Methods
Short-term Objectives (derived from SWOTT Assessment)
Long-term Objectives (derived from SWOTT Assessment)
Risk Management Strategy
Marketing Strategy
Youth Education Programming Strategy
Critical Success Factors
Management Skills
Product Quality
Implementation plan (from 30,000 feet)
Appendix A: Suggested Mission Statements for Youth Programs
Appendix B: Resource Based View Worksheet
Appendix C: Value Chain Analysis Worksheet
Appendix D: Strategic Choice and Analysis
Appendix E: Surveys
From the Paper:
"Creating public awareness among the general populace will require more creative and less structured planning. First series of groups to address would be scout, church and other social groups. In a similar manner to meeting EALR desires, CWB should try to identify merit badges with which to align programs with both Boy and Girl Scouts. Once that task is accomplished, developing a list of key scout leader contacts could be executed fairly quickly. Other groups would be interested in the center for its appeal to team building and uniqueness. Certainly, the installation of a light rail stop and city park next door will elevate CWB's presence in the spotlight."
"Being recognized as a key piece of South Lake Union's growth by its developer is a competitive advantage CWB needs to manage and leverage. The first task should be inclusion in promotional brochures that come out of Vulcan. Two more actions could foster a strong community tie. First, with 10,000 new residences coming into the area an opportunity may exist to offer $50 voucher for CWB programs for the first series of residents or a reminder that the center offers free boat rides on Sunday afternoons."
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