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Five Forces Theory and Strategic Planning, 1999.
Analyzes the validity of Michael Porter's theory as applied to corporate management. Includes an example (Netscape) and lists the five forces (suppliers, buyers, new entrants, substitution and competitive rivalry). Includes charts.
2,925 words (approx. 11.7 pages), 7 sources, $ 103.95
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Abstract
The Validity of using Michael Porter's Five Forces Analyze in Modern Corporate Strategic Planning
The Aim of the Analysis
In 1980, a Harvard economist, Michael Porter published a book called Competitive Advantage in which he analyzed the different ways in which companies can win long-term competitive advantage. The primary thrust of the book (at least the part which has been quoted for so long that it has become a management mantra) is Porter's "Five Forces Theory." In this Five Forces model, Porter assumed that companies, when planning strategic survival, must do so within the framework of five forces: the force of suppliers, the force of buyers, the force of potential ..."
From the Paper
"The Validity of using Michael Porter's Five Forces Analyze in Modern Corporate Strategic Planning
The Aim of the Analysis
In 1980, a Harvard economist, Michael Porter published a book called Competitive Advantage in which he analyzed the different ways in which companies can win long-term competitive advantage. The primary thrust of the book (at least the part which has been quoted for so long that it has become a management mantra) is Porter's "Five Forces Theory." In this Five Forces model, Porter assumed that companies, when planning strategic survival, must do so within the framework of five forces: the force of suppliers, the force of buyers, the force of potential ..."
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Strategic Planning, 2002.
A definition and explanation of strategic planning and its application for businesses and governments.
4,803 words (approx. 19.2 pages), 20 sources, MLA, $ 122.95
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Abstract
This paper defines strategic planning and the basic premises of the concept of planning. The paper presents a review of the literature in the area, in order to study the effect of strategic planning in organizations. The study poses certain questions in the area of effectiveness of strategic planning that need to be addressed by future researchers in the field.
Contents:
Table of Contents
Summary
Thesis
Introduction
Strategic and Tactical Planning- Definition
Strategic Planning ? Through the Years
The Eight Maxims of Strategy
Benefits and Costs Associated with Strategic Planning
The Need for Strategic Planning
Successful Implementation of Strategies
The Effects of Strategic Planning - Literature Review
Strategic and Tactical Planning ? A Case Study of the Early 1990s
Strategic Planning ? The Present Scenario
The Conclusions, Recommendations and Areas of Future Research
References
From the Paper
Though the concept of planning is generally known to all and sundry, it assumes confusing connotations in business parlance depending on the prefixes added to it such as long range planning, annual planning and strategic planning. Long range planning is usually associated with forecasting, annual planning with budgeting and strategic planning with the growth strategy of the organization. The term ?Corporate Planning? offers yet another implication, however, it is usually an overall organizational plan including all the other plans and is mainly guided by strategic planning and strategic management principles.
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Strategic Planning, 2005.
An in-depth look at strategic planning in the organizational environment.
7,788 words (approx. 31.2 pages), 25 sources, APA, $ 169.95
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Abstract
Strategic planning is important in the organizational environment, so it is equally important to understand the nuances of, and differences between, different models of strategic planning. It is also important to distance strategic planning from other associated issues such as strategic decision-making in terms of providing a definition and analyzing current issues. Some of the theoretical framework for this paper, which examines strategic planning in the organizational environment, comes from previous theories as well as present voices, including Maslow?s 'Hierarchy of Human Needs' and Porter?s 'Five Force Analysis'. This paper primarily serves to illustrate strategic planning from an introductory standpoint and moves on to discuss the meaning of strategic planning (illustrated through example and through the theoretical connections mentioned above), the models of strategic planning that are most often used (qualitative and quantitative models included in the analysis), and, finally, the lessons that can be learned from the application of these concepts of strategic planning.
From the Paper
"In formulating a strategic plan, it is also important for the organisation to consider ?speed and agility in responding to new market trends and changing competitive conditions; know-how in creating and operating a system for filling customer orders accurately and swiftly; and expertise in integrating multiple technologies to create families of new products.?(Thompson and Strickland, 1997, p. 128). Coming from this
initial perspective of core competency, one can also assess the strategy of possessing first mover advantage. ?While a core competence is something a company does well internally, what makes it a core competence, as opposed to just a competence, is that it is central to a company?s competitiveness and profitability rather than peripheral?
(Thompson and Strickland, 1997, p. 128). First mover advantage is also about centralizing competitiveness and adopting a strategic plan that is based on a real-world competitive environment."
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The Baldridge Criteria for Strategic Planning, 2007.
The paper examines how the Australian National University and the University of Colorado at Boulder's strategic IT plans measure against the Baldrige criteria for assessing strategic planning.
1,064 words (approx. 4.3 pages), 3 sources, MLA, $ 37.95
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Abstract
The paper discusses the strategic IT plans of the Australian National University and the University of Colorado at Boulder. The paper examines the Baldbridge criteria for performance excellence and whether these universities will attain this level of quality. The paper concludes that despite impressive strategic IT plans, each university has much work to do in order to to reach and stay at the level of quality performance as defined by the Baldrige standard.
Outline:
Executive Summary
Baldbridge Criteria for Performance Excellence
The Essence of any Strategic Plan: Goal Alignment and Agility
Goal-based diagnosis
Making Change Last
Summary
From the Paper
"In comparing the strategic IT plans of the Australian National University and the University of Colorado at Boulder, similarities and differences become quickly evident. When the Criteria for Performance Excellence (2007) are taken into account in conjunction with comparing each strategic plan, the variation in depth of commitment to customers (end users of the systems) needs both today and into the future, and the role of Web Services and XML to streamline availability of data to the many applications that students rely on was much more evident on the University of Colorado at Boulder plan. Further, the assumptions of how educational technology, web-based student services, the role of the middleware layer in ensuring enterprise application integration (EAI) between systems, and the role of systems and IT governance were also more prevalent in the University of Colorado at Boulder plan. The Australian plan however did focus on how to streamline help desk and support processes to better serve users who were in need of assistance."
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Corporate Strategic Planning, 2002.
A discussion of the concepts of corporate strategic planning including identification of the essential ingredients and a critical evaluation of the theory.
3,412 words (approx. 13.6 pages), 24 sources, MLA, $ 96.95
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Abstract
This paper examines corporate strategic planning, the process of determining the mission, major objectives, strategies, and policies that govern the acquisition and allocation of resources to achieve organizational aims. It looks at the cycle of the process which generally begins after adoption of a strategy and describes five generally recognized elements of the strategic cycle. Through an extensive literature review, it examines it implementation and it effectiveness.
Outline
Introduction
The Strategic Planning Concept and Process
The Links Between Strategic Planning and Performance
Goal-Oriented Strategic Planning and Performance
Management-Strategy Compatibility
Human Resource Incorporation into Strategic Planning
Incorporating the Organizational Budgeting Process into Strategic Planning
Incorporating Information Management into Strategic Planning
Summary
From the Paper
"Within a framework where objectives and goals formulation precede the strategic planning process, the process itself must develop specific items. These items are (1) a statement of the firm?s position?both the present and future positions, (2) an assessment of the firm?s external environment?both for the present and the future, (3) an analysis of the impact of external environmental factors on the firm, (4) an identification and an evaluation of the opportunities available to the firm, (5) a program of action to exploit selected opportunities, and (6) an organizational plan designed to support implementation of the action plan (Key, 1993)."
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The Value of Strategic Planning, 2006.
An in-depth look at the value of strategic planning citing Wal-Mart as a good example.
1,930 words (approx. 7.7 pages), 8 sources, MLA, $ 61.95
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Abstract
In this paper the author looks at the undisputed fact that strategic planning is very important for the success of a company. He uses Wal-Mart as a prime example of a company that implements strategic planning constantly and is successful. In his example, the author also looks at all of the elements that are involved in strategic planning and what necessary stages are needed. The author applies the five competitive forces that Wal-Mart has to battle against and analyzes each one. Finally the author concludes that in order for a strategic plan to be implemented successfully it must involve the whole organization from top to bottom.
The Value of Strategic Planning: Wal-Mart
An Overview : Wal-Mart Stores, Inc
From the Paper
"Strategic planning is the process that an organization uses to assess its current position in the industry, develop its vision for the future, and to design the steps necessary to achieve that vision. In order for a company to develop its strategic plan, they must accomplish a series of steps, including gathering and analyzing information about the company and its environment, identifying critical issues facing the organization or the industry in general, developing a strategic vision, reviewing and revising the mission as the vision is clarified, and finally, the developing strategic goals and strategies."
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Strategic Plan for Harley-Davidson, Inc., 2005.
A five-year strategic plan for Harley-Davidson, Inc., new vision and mission statements, strategic planning tools including matrices and their interpretation.
15,000 words (approx. 60.0 pages), 35 sources, APA, $ 249.95
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Abstract
This paper provides the outcomes of the strategic planning process for Harley-Davidson, Inc. The first step includes a Competitive Profile Matrix, a vision statement, a mission statement and an external and internal analysis of Harley-Davidson, Inc. The second step is the Matching Stage where Harley-Davidson, Inc.'s internal strengths and weaknesses are matched with its external opportunities and threats. Several matrices, including a SPACE Matrix, an Internal-External Matrix, a Grand Strategy Matrix and a Quantitative Strategic Planning Matrix are developed and help in the selection of an appropriate strategy for Harley-Davidson, Inc. The firm's management selected to pursue from the intensive strategies. These include market penetration, market development, product development and concentric diversification, as well as a focus strategy. The more attractive strategic alternative that H-D will pursue is market penetration of its Buell Motorcycles line. The paper contains many tables and figures.
Paper Outline:
Abstract
Introduction to the Consulting Company
Company Description
Competitive Profile Matrix (CPM)
Vision Statement
Mission Statement
External Analysis
Long Term Analysis
Long-term Objectives
Matching Stage
The Strategic Position and Action Evaluation (SPACE) Matrix
The Internal-External (IE) Matrix
Grand Strategy Matrix
Quantitative Strategic Planning Matrix (QSPM)
Strategy Selection
Implementation Issues
References
From the Paper
"H-D's long-term strategic and financial objectives involve increasing its global market share by expanding sales of its high performance and lighter-weight motorcycles to attract women and younger riders while continuing to excel at capturing the loyalty of its older targeted market. It will do this by increasing customer awareness of its high performance and lighter-weight motorcycles and connecting to its already well-known brand name that exudes high quality and excellent service. The goal of this objective is to have a long-range effect of increased sales of its heavyweight motorcycles as the high-performance and lighter-weight motorcycles are often starter motorcycles for first time riders."
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Strategic Planning, 2007.
An examination of the strategic plan and how it benefits an organization.
2,567 words (approx. 10.3 pages), 6 sources, MLA, $ 77.95
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Abstract
This paper examines the need for strategic planning within a company and how a strategic plan can benefit a company. It explains how a strategic plan clarifies a company's short-term goals and the tactics that will be used to achieve them. The writer further explains how a mission statement is an integral part of any strategic plan, as it is a concrete description of what the company is trying to do within its marketplace. The writer also discusses a company's primary strategic planning tool - the SWOT analysis, and explains that by going through a SWOT analysis the company may identify possible strengths and weaknesses. The writer concludes that managers play the most vital role in implementing a successful strategic plan by constantly evaluating the company's attitude towards its customers
From the Paper
"A business without a plan has no future, and so all the other functions will be redundant. A strategic plan is necessary for a company to succeed because, without it, the business is likely to meander from decision to decision without any sense of priorities or goals as to where it is going. An analogy would be that a company without a strategic plan is without an explorer without a map: the explorer may get somewhere interesting, but it will be an accident. With a map the likelihood of finding his way, and perhaps of discovering new places of interest increases. Similarly, a company without a strategic plan may become accidentally successful, but it much more likely to achieve success, and to maintain its profitability, if it has a plan in place. A company with a strategic plan will know how it has got to current success and thus may be able to continue on this path in the future."
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Strategic Planning, 2008.
A research paper on the importance of strategic planning for training companies.
15,382 words (approx. 61.5 pages), 26 sources, APA, $ 249.95
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Abstract
This research paper provides an answer to the question of whether strategic planning is even needed by training companies. The paper does this by looking at management personnel in these companies in regard to best practices in the area of strategic planning. The paper explains that this will help to determine whether or not these training companies are well prepared for the future. To accomplish the objectives of this research, questions were developed from the literature review and these questions were asked of personnel in training companies within the geographic area to get their views on strategic planning
Table of Contents:
Chapter 1 - Introduction
1.1 Values of the Organisation
1.2 Successful Organisational Planning - An Analysis is Required
1.3 Aims and Objectives Statement of the research question Chapter 2 - Background of the research
2.1 Planning to Plan
2.2 Identifying Mandates and Standards
2.3 Strategic Decision Making
3 Chapter 3 - Literature Review
3.1 The Beginning of Strategic Planning
3.2 A Mission and a Vision
3.3 Creating a Philosophy
3.4 Threats to the Community
3.4.1 Internal Threats
3.4.2 External Threats
3.5 Identifying Strategic Concerns
3.6 Creating the Ideal Future
4 Chapter 4 -Methodology
4.1 Research strategy for primary research
4.2 Limits and Restrictions to the Study
4.3 Discussion - Importance of the Proposed Methodology
References
Theoretical
Empirical 5Appendix 1: The Interview
Appendix 2: The List of Participating Companies:
Appendix 3: The Selection Criteria for the Companies in the Sample
From the Paper
"There are many different areas involved when it comes to strategic planning, and many of them can be accidentally overlooked by companies in the desire to create a plan and complete it. In theory, a plan that is well thought out and defined is complete when it is approved and printed, but in reality it is always changing. There are areas of concern that are sometimes not addressed in the original plan, and there are also times when something that was thought to work well does not actually work as well in real life as it does on paper. During times such as these, the strategic plan must then be amended, added to, or changed in order for it to do the job it was designed for and hold to the values and goals that the organisation has created .This is especially true of training companies, since it is such a vital business and there is much more at stake than profit and loss of cash."
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Strategic Planning in Healthcare, 2008.
An analysis of the article "Relationships Between Organizational Characteristics and Strategic Planning Processes in Nonprofit Organizations," by William F. Crittenden and Victoria L. Crittenden.
967 words (approx. 3.9 pages), 1 source, APA, $ 34.95
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Abstract
This paper discusses William F. Crittenden and Victoria L. Crittenden's article about the factors that most influence the strategic planning process in nonprofit organizations. The writer explains some of the key findings of their research: for example, the larger the organization, the more manual the process, and nonprofits that are external in focus tend to more precisely organize their strategic planning process. The writer also presents important inferences from the research findings, and concludes by emphasizing the need for nonprofits to have an external focus, to select strategic objectives that can generate high levels of ownership internally, and to circulate the strategic plan for comments and approval, in order to accomplish their strategic objectives and mission as an organization.
Outline:
Introduction
Internal versus External Focus: Expressive versus Instrumental Organizations
Assessing Strategic Planning in Nonprofit Organizations
From the Paper
"The ability of any organization to effectively monitor and interpret events in their external environment has a direct influence on their ability to plan effectively in both the short- and long-term. In the case of nonprofit organizations' propensity to scan the external environment, Crittenden & Crittenden (2000) define the myopic, inwardly focused organization as expressive, and the outward-focused, instrumental. A key finding of their research states that nonprofits that are external in focus tend to more precisely organize their strategic planning process, and also engender a higher level of ownership for the strategic plan itself between boards of directors, staff, key donors, volunteers and members by circulating the plan internally for review."
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Strategic Planning for Riordan Manufacturing, 2005.
A discussion of effective strategic planning for Riordan Manufacturing.
1,080 words (approx. 4.3 pages), 4 sources, APA, $ 37.95
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Abstract
This paper examines the issue of strategic planning for a company specializing in plastic injection molding and design, Riordan Manufacturing. The paper points out that strategic planning is the very essence of long-term survival for a business. Since publicly-owned corporations like Riordan Manufacturing have the primary goal of maximizing shareholder wealth, strategic planning centers on the long-term growth in a company's financial position. Also, Riordan Manufacturing must constantly keep abreast of local, state, federal, and international laws, since a simple legislative act could affect them in any number of ways. Another primary concern is that of competition. The paper also suggests that Riordan Manufacturing should construct much of its budget based upon its economic forecast. The paper concludes that Riordan Manufacturing seems well-poised to continue its growth in the plastic injection molding industry, and appears to adhere to sound financial planning strategies, leaving little doubt that its shareholders are being appropriately represented.
Outline:
Strategic Planning
Economic Forecast
Master Budgeting Process
Assumptions
Conclusion
From the Paper
"The formulation of any projected financial data must naturally include some assumptions. In the case of cash budgets, one important assumption of that of sales compared to collections from sales. Riordan quite clearly expects to collect revenue from sales during the month following the actual sale. For example, projected sales for July total $5,350,200 whereas projected collections from those sales are expected to be received in August under the cash budget.
"Another assumption appears evident in interest income. Given that collections from sales occurs up to a month--and possibly later--after the actual sale, Riordan has anticipated the interest income to be a fairly steady amount; as the figure does not change at any point throughout the fiscal year."
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Corporate Strategic Planning, 2000.
The theory, strategic cycle, internal and external environments, objectives, frames of reference, performance, management, human resources and more.
2,700 words (approx. 10.8 pages), 23 sources, $ 95.95
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Abstract
The process of corporate strategic planning is reviewed. The essential ingredients of corporate strategic planning are identified and theories of corporate strategic planning are evaluated critically.
From the Paper
"Corporate Strategic Planning
Introduction
The process of corporate strategic planning is reviewed. The essential ingredients of corporate strategic planning are identified and theories of corporate strategic planning are evaluated critically.
The Strategic Planning Concept and Process
Strategic planning is defined as the process of determining the mission, major objectives, strategies, and policies that govern the acquisition and allocation of resources to achieve organizational aims. Strategic planning is a process which generates specific actions which are required to carry out a particular strategy (Thompson & Strickland, 1996).
By definition..."
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Strategic Planning in the Construction Industry, 2008.
This paper examines how theories, constructs and processes of strategic planning can be effectively used by strategists in the built environment sector.
2,512 words (approx. 10.0 pages), 13 sources, APA, $ 76.95
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Abstract
The paper attempts to define strategic planning and illustrate how its key constructs and frameworks can be used effectively by built management organizations to increase their firms' competitive advantage while also increasing the potential for long-term growth and differentiation. The paper shows how, for a strategic plan to be effective, it needs to be based on an insightful analysis of the external environment of an organization, while at the same time defining future growth opportunities that capitalize on the organizations' strengths.
Outline:
Executive Summary
Challenges of Strategic Planning in the Built Environment Sector
Analysis of Strategic Planning Constructs, Frameworks and Models
Conclusion and Recommendations
From the Paper
"Critical to the development of a sustainable and scalable strategic planning practice in any organization is the defining of processes that provide useful information from both inside and outside the organization, in conjunction with more advanced processes for sensing and responding to market dynamics. In conjunction with the need to use a variety of analytical constructs and frameworks for continually monitoring market and competitive dynamics externally while augmenting and increasing competitive strengths internally, organizations often rely on strategic plans as the foundation for every functional area of their organizations' budget and growth. Setting strategic goals and objectives directly impacts how the Information Technologies (IT) plans are defined, how many project planners, foremen and specialty workers Human Resources will hire to support strategic projects, definition of how supply chain practices will be completed, and ultimately define the financial objectives for the entire organization."
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Strategic Planning, 2006.
This paper discusses the important role that strategic planning plays within an organization.
969 words (approx. 3.9 pages), 2 sources, MLA, $ 34.95
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Abstract
In this article, the writer discusses that the most successful organizations not only use strategic plans, they create a culture that embraces the strategic planning process. The writer notes that this type of organizational culture embraces change as a necessary step in advancement. The writer uses the example of the Sony Corporation in this paper as demonstration of an organization that establishes a creative work environment that supports the phases of the strategic planning process. Sony's leadership quickly realized that opportunity existed for growth in the market but that it lacked a technological infrastructure to fully support their long term goals. The writer examines how for this reason, part of their strategic plan included forming alliances with other companies to compensate for their internal weaknesses.
From the Paper
"The idea of strategic planning means different things to different people. A small business might want to develop a strategic plan to help give them an edge with their competition, while a multinational corporation might see strategic planning as an essential tool for maintaining their place in the market. Yet even though the goals of a strategic plan may be wide and varied, the reason organizations use strategic plans boils down to one thing: strategic plans provide a focused roadmap showing where the organization is, where it wants to be and how to get there. This roadmap is a critical part of any organizations success because it helps employees understand their employer's goals and what part they will play in successfully achieving those goals."
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Management and Strategic Planning, 2004.
Presents a comparison argument using five different articles on strategic planning from a management aspect.
1,023 words (approx. 4.1 pages), 5 sources, MLA, $ 36.95
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Abstract
This paper explores the similarities and differences within five chosen scholarly articles regarding strategic planning and management. Emphasis is on the elements of strategic management that the authors of the articles regard as most important and their almost unanimous agreement that management plays the most important role in the key factors of strategic planning.
From the Paper
"As the nation continues to struggle with a sluggish economy many companies are concerned with basic survival. This concern has prompted a stronger focus on the strategic planning of businesses, primarily in the management sector. This strategic planning is needed regardless of the type of business that it is and it is a necessary component of success in the business world. Because of the importance that strategic planning has in the business world there have been many journal articles published regarding its effectiveness and methods. The area of management in strategic planning is especially important to survival in the struggling economic state of the nation and five published articles argue the merit of its worth."
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