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Following are the questions that must be answered in a complete strategic plan:
Agree with Mr. Vinod Jetley
Different questions can be raised depending on the business, industry and market you operate in. But generally these questions are asked on every sphere of business endeavors
1. Where do you want to go from here?
2. What are our plans for learning and adapting as fast as the world is changing?
3. What steps do we take to immerse new employees in the lives and challenges customers face? Are we prepared to even consider this?
4. We live in a world disruption for business and associated models, what do we stand for and strongly advocate as an organization that makes us special?
5. Are we asking enough “why” questions, If we are not asking enough of them, if not why not?
6. What are we the “most of” in our field? Do we own our niche?
7. Don’t ask, “What is keeping us up at night?” Ask, “What motivates us up in the morning?
8. Are we distracted by meaningless numbers are part of our marketing metrics?
9. How many people are correctlysearching for our brand name or URL?
. If we’re using in-person events in our marketing plans, who were the new people and companies we met this year, and how are we turning them into customers
Thanks
"What is the size of market share that we will occupy after five years from today ?", (( we need to increase our market share )) under the next circumstances:
I think companies now a days should answer this question in MENA to find themselves through several coming years
1. Where are you now? What is your current situation? If your business was in trouble and you hired an outside consulting firm to come in to help, the first thing the consultants would do would be to determine your exact levels of sales in every product/service area, the relative profitability of each of your products and services, the trends in each area, the amount of money you have and will have in the foreseeable future, and your position relative to your competition. These are all pieces of information that you can and must generate for yourself.
2. How did you get to where you are today? What were the factors and decisions that led to your current situation? Be your own management consultant. Be prepared to face “the brutal truth,” as Jim Collins calls it, about how you got to where you are today. Refuse to flinch or exaggerate, especially when you have problems with sales and profitability. Jack Welch insisted his managers practice the “reality principle,” which he defined as “being willing to face the world as it is, rather than the way you wish it could be.” You cannot resolve a problem or resolve a difficult situation unless you have the courage to face the current facts squarely whatever they are. Reevaluate all your business activities. Is everything you are doing necessary to win and keep customers? What savings could you generate by partnering with other companies to do work or carry overhead? Could you hare a warehouse or manufacturing plant with a neighboring firm? Can you hare an accounting department? What activities would you outsource without reducing quality or service to your customers?
3. Where do you want to go from here? What do you want to accomplish? Clearly describe the ideal desired outcome for your business. Project forward five years and imagine that your business was perfect. The greater clarity you have about where you want to be at a specific time in the future, the easier it will be for you to create a great business plan, or blueprint, that will enable you to get from where you are today to where you want to go. Be specific about your future goals and desired outcome. For instance: • How much product would you be selling five years from now? • How much would you be earning (gross and net), and how does that compare with your competitors? • How many people would be working in your business? • Who would your customers be, and where would they be located? 4. How do you get from where you are today to where you want to be in the future? What are the steps that you will have to take to create your ideal future business? Make a list. Write down every single thing that you can possibly think of that you would have to do to achieve your goals in the future. 5. What obstacles will you have to overcome? What problems will you have to solve? Of all the problems or obstacles standing between you and your desired future outcomes, what are the biggest or most important? If you weren’t already a fast-growing, highly profitable company, why not? What is holding you back? What are the critical constraints or limiting factors for growth? Sometimes, just identifying and removing one critical block or obstacle can turn your company into a more profitable enterprise. 6. What additional knowledge, skills, or resources will you require to achieve your strategic objectives? What additional competencies or capabilities will you need if you want to lead your field in the years ahead? Every business begins and grows around a set of core competencies, but there are almost always additional core competencies that you’ll need to acquire or develop over time. If your company is already the market leader, then explore what new areas you can excel in. Most of all, ask yourself what you can do, starting today, to begin to achieve those core competencies to create your business of the future.
what exactly our mission and vision
what out tools and budget
time to do it
the company needs a clear vision and mission what is the vision and mission? are they clear what are the core values are embedded within the team? , situational analysis assessment of the current state what's the current assessment? how well is the company doing? , where do we want to be ? .. where our competitors are? What is the current trend in the field, benchmarking can identify areas that need improvement,
