If middle managers are not already active on the Strategic Planning team, they can and should be involved in several ways. Many of these key employees can participate in the research and assignments that are part of the initial formation of the plan as well as in yearly updates to the research. They can also be involved as members of Action Plan teams charged with implementing the company's Strategic Objectives. Some companies have also found benefit in assembling groups of middle managers for a workshop just prior to beginning their annual Strategic Plan review and update. At this facilitated meeting you should review the planning process and strategic progress to date. You should also solicit input on issues and changes in the operating environment from the middle management group. This input would then be used by the senior management in their Strategic Planning meeting. Closing the loop by communicating back to the middle management group on action taken would be appropriate.

If you use several distribution channels, you might consider segmenting your core business by channel (as opposed to other criteria such as market, application, specialty versus commodity buying behavior, etc.). Doing so would allow you to focus on the current and future needs and preferences of each channel as well as anticipated market changes that could result in significant channel adjustments. If you choose this segmentation, be sure to not lose sight of key attributes of the end consumer market and how their needs and preferences combine to "pull" product through the various distribution channels. Another way to focus on distribution is to complete a capabilities assessment of strengths and weaknesses in the elements of channel management. "Drilling down" would let you identify critical skills required for successful channel management and which of these skills can be further capitalized on or need corrective action.

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