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Strategic Business Planning

We have two prime objectives in providing this consultancy support. First to examine the company's current position and to determine how it may achieve its objectives over the following three years. Second, and equally important, to involve management in the mechanisms and process of developing a company strategy, so that they will have the capability to carry out this process on their own; or with minimal help in the future.

The consultancy assistance will focus on the following in order to be able to construct a viable strategy:

THE CURRENT POSITION

THE DESIRED FUTURE POSITION

HOW TO ACHIEVE THIS OBJECTIVE

There are a number of steps in arriving at this result which require the commitment and involvement of all the key members of the company both to construct the current plan as well as to acquire the skills required for the future.

1. WHAT IS THE COMPANY'S CURRENT POSITION?

This provides the basic data for understanding, analysis, evaluation and summarisation, and should cover the following areas wherever applicable.

The Company's history/the historical and current financial status
The human resources and organisation
The Management Information available
The Company's current Objectives

The Company's Markets/the Position within the Market/the Competition

The Company's Customer base and dependency
The Company Products/Services/their Unique Selling Properties
Historical Sales Performance/Product Profitability

Production Facilities
Performance Standards
Planning Procedures/Quality Assurance methods

Product Stock Levels
Replenishment procedures and dependency

The consultant will be able to devote more time to the analysis of the data and therefore to the development of the strategy, if as much of this work is collected within the company prior to the commencement of the actual study.

2. WHAT ARE THE STRENGTHS/WEAKNESSES; OPPORTUNITIES/THREATS?

In discussion with key personnel, the consultant will define the strengths and weaknesses of the company itself, and of the opportunities or threats within its market and environment.

3. WHERE WILL THE COMPANY BE IN 3 YEARS TIME?

What are the options open?
How do they fit with Personal and Corporate Objectives?
What are the alternative ways to achieve these Objectives?
What changes are needed to Marketing/Products?
Organisation/Personnel?
Management Information?
Production/Storage facilities?
What is the Preferred route to achieve the Objectives?
Why has this route been selected?

From this agreed position the consultant will then be able to move to an assessment of the various options and opportunities, and to the development of a strategy.

4. WHAT IS NECESSARY TO ACHIEVE THE SELECTED RESULTS?

An action plan will be prepared and agreed that establishes primary and secondary priorities, defines the key person responsible, sets target dates for achievement, establishes follow up and control procedures, and cross references these to the selected strategy.

5. WHAT ARE THE FINANCIAL FORECASTS FOR THE SELECTED STRATEGY?

The forecasts will be summarised, and where possible, be preceded by two years historical data, show the significant % change year over year for key areas of income and expenditure. Key ratios where relevant will be established and projected.