Strategic Plan Report Template

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Strategic Plan Report Template
CONFIDENTIAL
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TABLE OF CONTENTS

• I. Executive summary
• II. Environmental and internal assessment
• A. Industry dynamics and its implications
• B. Competitive assessment
• C. Internal assessment
• III. Strategic definition and implications
• A. Strategy articulation
• B. Strategic initiatives
• C. Financial projection
• D. Risks/contingencies and strategic alternatives
• IV. Exhibits

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BU STRATEGIC PLAN DEVELOPMENT
Environmental and internal assessment
Strategic definition and implications

• What are the major changes in industry dynamics
  and resulting opportunities and risks?

• What strategy will your BU pursue over the next 3
  years?

Industry dynamics and implications
Strategy articulation

• What are your competitive strengths and
  weaknesses?

• What will be the impact of major strategic
  initiatives?

Competitive assessment
Strategic initiatives


Internal assessment

• How does your current business emphasis fit with
  industry opportunity and competitive landscape?

Financial projections

• What are the expected financial returns of your
  strategy?

Risk/contingen-cies strategic alternatives

• What strategic alternatives have you considered?

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I. EXECUTIVE SUMMARY
Instructions The Executive Summaryprovides a
synthesis of theEnvironmental and
InternalAssessments and theresultant BU
Strategic Plans
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II. ENVIRONMENTAL AND INTERNAL ASSESSMENT
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IIA. INDUSTRY DYNAMICS AND IMPLICATIONS SUMMARY
A. What are the major changes in industry
dynamics and the resulting opportunities and
risks?
InstructionsThe answer to thisoverarching
questionrequires a recapitulationof the
sections mainfindings
A.1 What industry are you competing in? What are
the various segments in the industry?
InstructionsThese subsectionscontain a 1-2
sentencesummary of the relevantfindings
A.2 How is industry structure changing (demand,
supply, and industry chain economics)? What are
the resulting opportunities and risks?
A.3 What is the expected competitor conduct? What
are the resulting opportunities and risks?
A.4 What are the present and future external
factors that could present new opportunities and
risks?
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IIA. INDUSTRY DYNAMICS AND IMPLICATIONS
BACK-UP 1
A.1 What industry are you competing in? What are
the various segments in the industry?

• Industry definition
• Industry segmentation
• Definition
• Sizing

InstructionsExhibit 1 could providea useful
framework foranswering this question
Industry definition
Industry segmentation
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IIA. INDUSTRY DYNAMICS AND IMPLICATIONS
BACK-UP 2
A.2 How is industry structure changing with
respect to demand, supply, and industry chain
economics? What are the resulting opportunities
and risks?

• Economics of demand
• By segment
• Substitutes, ability to differentiate
• Volatility, cyclicality
• Economics of supply
• Producer concentration and diversity
• Import competition
• Capacity utilization
• Entry/exit barriers
• Cost structure (fixed and variable)
• Industry chain economics
• Customer and supplier bargaining power

InstructionsExhibit 2,3 or 4 could providea
useful framework foranswering this question
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IIA. INDUSTRY DYNAMICS AND IMPLICATIONS
BACK-UP 3
A.3 What is the expected competitor conduct? What
are the resulting opportunities and risks?

• Major industry competitor moves
• Marketing initiatives
• Industry capacity changes
• MAs, divestitures
• Vertical integration/disaggregation
• Alliances and partnerships
• Cost control and efficiency improvements

InstructionsExhibit 2,3 or 4 could providea
useful framework foranswering this question
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IIA. INDUSTRY DYNAMICS AND IMPLICATIONS
BACK-UP 4
A.4 What are the present and future external
factors that could present new opportunities and
risks?

• Impact and likelihood of major industry
  discontinuities
• Changes in regulation/government policy
• Technological breakthroughs

InstructionsExhibit 2,3 or 4 could providea
useful framework foranswering this question
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IIB. COMPETITIVE ASSESSMENT SUMMARY
B. What are your competitive strengths and
weaknesses?
InstructionsThe answer to thisoverarching
questionrequires a recapitulationof the
sections mainfindings
B.1 What are the capabilities required to succeed
in this industry?
InstructionsThese subsectionscontain a 1-2
sentencesummary of the relevantfindings
B.2 How do you compare against these necessary
capabilities?
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Five Reasons That Business Teams Fail (Source
Inc)

• Business teams are assembled to tackle a task,
  manage a project, find solutions or create plans.
  Team members are chosen based on individual
  expertise, experience, knowledge and the ability
  to plan strategically. Putting together the
  perfect team does not automatically ensure
  success. Several studies have shown the failure
  rate to be 70. Teams fail for a variety of
  reasons.
• Undefined Roles - It is important to clearly
  define the role of each team member, and to lay
  out the expectations for each role, along with
  the responsibility each role has to the task.
• Poor Dynamics - Team members need to interact in
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  members must feel a loyalty to the team as well
  as to each other.
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  purpose and goal for the team, members will
  quickly lose enthusiasm and motivation.
• Time Management - A team may have the perfect
  plan to reach its goal, but unless it can manage
  the time needed to put the plan into action,
  failure will occur.
• Incorrect Analysis - A business solution is
  usually based on market data or other analysis
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