By Denise Harrison
Frustrated by losing a bid, one CEO called up his peer at the procuring company and asked, "What could we have done better?" The two firms had a long history of working together, and the CEO wanted to know what had gone wrong. The CEO at the procuring firm knew that the bidding process had changed: the procuring company had decided to turn it over to one if its "high potential" managers to develop a team to select the vendor.
We hear so much about forming alliances with our suppliers. Where do we consider this in the Strategic Planning process?
What is the best way to "keep score" and tell if the Strategic Planning process is working?
This column is intended to answer common questions related to strategic planning and strategy in general. In each issue we will answer questions posed by seminar attendees, our clients and our readers. Please send your questions to - email@example.com Mail: CSSP, Inc. 2219 Packard Road, Suite 13, Ann Arbor, MI 48104
by M. Dana Baldwin
How many times have you decided you needed to add to your staff, decided on the technical qualifications the job required and started looking for the person to fill those requirements? How many times have you hired someone who met all the technical requirements, but who did not really end up fitting in to the current team and their existing culture?
By Robert W. Bradford
In my first post on strategic objectives, I discussed a simple test to tell whether an objective you set for your organization is truly strategic. I've also highlighted two common types of non-strategic objectives, the incremental objective and the accounting objective. Today, I'll cover another common non-strategic objective - the lead brick objective.
By Denise Harrison
Sony, the leading consumer electronics company in the 20th century, is not having success in the 21stcentury - many of its core businesses are hemorrhaging cash. Recently the company has taken steps to right the ship.
By M. Dana Baldwin
When your organization does strategic planning, what strategies do you consider for each of your market segments? It is likely that you may select different bases for competing in different segments
By Robert W. Bradford
Recently, I discussed a simple test to tell whether an objective you set for your organization is truly strategic, and highlighted a common type of non-strategic objective, the incremental objective. Today, I'd like to cover a similar type of objective that is unfortunately very common - the accounting-driven objective. Many management gurus will tell you that profit is the only measure of whether you are managing well, but the reality is much deeper than this.
By Denise Harrison
What differentiates your company in the market? What sets you apart in your customers' eyes? What do your potential customers think? These competitive differences may be good - but they may not be good. Would it be good if your customers think your company is difficult to do business with? Would you know? What if your customers think that your product has the best quality, but is also the most expensive - should you target potential customers who are only looking for the cheapest price?
By Dana Baldwin, Senior Consultant
Why do so many smaller companies have difficulty getting started with strategic planning? Over 90% of Fortune 500 companies do some form of strategic planning, but only about 25% of small companies do formal strategic planning. Many companies appear to get by without doing formal planning for some period of time...
By Robert Bradford
I've been doing a lot of thinking about strategic thinking this month. One of the things that vex me is when people overuse the term "strategic", as if it is a magic wand that will make something - such as social media marketing - more valuable. While there IS such a thing as "strategic social marketing", calling it strategic does not make it so.
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