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Write a strategic recommendation in which you suggest introducing and implementing the adaptive proj

Committed to assuring full discussion of issues. Task-oriented and able to move the process forward. Sometimes a former board member or former executive director can fill this role, she says. Some foundations provide management assistance grants that can help pay for a consultant or an in-depth environmental scan. The external scan identifies and assesses opportunities and threats in the external environment.

The planning team will use the scan to identify the opportunities and threats facing the organization.

  1. Taking well informed risks is an essential part of being a successful business owner. Specific - for example, you might set an objective of getting ten new customers.
  2. If your finances are limited, your plan will need to take that into account. Specific - for example, you might set an objective of getting ten new customers.
  3. The staff should be able to provide you with information on regional growth trends and competitors. Many businesses find it helpful to think in terms of the four Ps.
  4. Try to estimate the market share you hope to gain and the amount of time it will take you to gain it. An extensive external scan may involve primary research to assess community needs through interviews, focus groups and surveys, or you may collect data from secondary market research reports available for the target market.
  5. Whether the organization should consider merging with another group.

Findings from the external scan should describe: Political, economic, social and technological trends in the broader community. These trends might include changing demographics, consumer expectations, payment and reimbursement streams and applicable regulations. The team should consider how these forces impact the organization and the people it serves. Be sure to include challenges related to technology and the IT infrastructure, payers and funders.

Other organizations in the service area. Who are your competitors? Who are your potential partners? An extensive external scan may involve primary research to assess community needs through interviews, focus groups and surveys, or you may collect data from secondary market research reports available for the target market.

The organization may want to incorporate all of these options in the scanning process. The Internal Scan McKay suggests that the internal scan describe: Be sure to consider financial and human resources technology and IT infrastructure and quality outcomes. Once you have the information you need, she says, be sure to analyze the data to find out the reasons for perceived weaknesses. Identify why the organization is successful. Conducting the Scan The organization does not necessarily have to hire an outside consultant to conduct the environmental scan.

The committee might also help conduct external interviews with community leaders, especially if no outside consultant is hired.

How to Expand Your Business Through New Market Development

The environmental scan should provide an analysis of organizational strengths and weaknesses and external opportunities and threats. It should also include aspects related to technology-use trends, attitudes and expectations. This information will help the organization develop IT-related strategies and plans. Board and staff members should be familiar with the findings of the environmental scan before strategic planning decisions are made.

Identify Key Issues, Questions and Choices During step 3 in the planning process, the planning team specifies strategic issues or questions that the organization should address, and then prioritizes those issues or questions. If members of the planning team do not agree on general directions and organizational goals, they should take a more in-depth look at issues so they can make critical choices.

A good place to start, says McKay, is to identify and prioritize strategic issues that emerged from the market research and environment scan.

  • This group is defined by your customer profile;
  • The strategic planning committee may refine that language before it is brought to the board for approval;
  • The owner of the Pedal Power bicycle shop decided to expand its market by developing a mail order catalog for his products;
  • The number of bicyclists in the target area was also growing at a healthy rate;
  • What is your market share projection?
  • Alternatively, individuals could complete a formal worksheet indicating where they see the organization in 5 years.

Those issues might include: The need for new programs to address a particular community need. Expansion of the organization's target area. The use of technology and the status of the IT infrastructure.

Whether the organization should consider merging with another group. The planning team should emerge from step 3 with a set of high-priority strategic issues that would be discussed during a joint board-staff retreat, says McKay. Organizational core values or operating principles. These beliefs or principles guide the organization.

  1. You may also want to link your marketing budget to your sales forecast. He discovered that there were 17 bicycle shops in the tri-state area.
  2. The program status statements might read.
  3. Tips for writing a marketing plan It is important for a marketing plan to.
  4. Exercise primarily bicycling four to five times per week.
  5. This sets out what will be done, and by when. Think about your prospective competitors.

This is your vision for the community you serve, not your vision of what the organization will look like in years, says McKay. The process of reaching consensus on these elements will differ from one organization to the next. Workgroups may draft specific language for the values, mission and vision statements.

The strategic planning committee may refine that language before it is brought to the board for approval. This vision is often developed after the planning team has discussed a vision for the outside community, because a shared vision of the organization can be dependent on a shared vision of what the outside community should become.

The planning committee might describe a broad vision for the organization that address its mix of programs, reputation, signature initiatives or key accomplishments, says McKay. Alternatively, the organizational vision might be more specific.

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McKay suggests myriad techniques that planning teams can use to arrive at a shared vision. Alternatively, individuals could complete a formal worksheet indicating where they see the organization in 5 years. Or, it could ask questions about specific organizational characteristics like budget, staff composition, or desired technologies and IT infrastructure. The full group would use the responses to reach consensus on a shared vision.

Participants in Shared Visioning The development of a shared vision is usually best done with both board and staff involvement. Small organizations may find it practical to conduct a one-stage process involving both board and staff members.

For a large organization, a 2-stage process might be useful. First, staff would work together on a vision. Then, the board and key staff members would review and incorporate the staff vision with their own. These goals can be identified very effectively using status statements describing what the organization will look like in a specified number of years, assuming that the organization is successful in fulfilling its mission.

The program status statements might read: Resource Goals The resources status statement might read: The relationship status statements might read: Institutional Development Goals Consider the major technology applications and technological infrastructure you need to support your institutional development goals. Connected point of care devices. Advanced electronic health record functionality like analytics reporting, clinical decision support systems, and health information exchange with partners.

  • Willing to spend a little more for quality;
  • Regardless of the degree of market growth required to meet your particular business goals and objectives, the need for growth and a plan to accomplish it is fundamental to a successful business venture;
  • Political, economic, social and technological trends in the broader community;
  • All parts of your business must work together.

A staff that is empowered by mobile devices and connected with others. The governance status statements might read: Agree on Key Strategies Key strategies will help the organization reach its goals and address issues identified through the environmental scan.

The process of identifying and agreeing on key strategies requires that the organization look at where it is now, where its vision and goals indicate it wants to be, and what strategies will help it get there, says McKay. These strategies should be related to specific goals or address several goals, she says.

The Role of Technology In this day and age, technology and a robust IT infrastructure should be one of the foundational strategies to support and enable other strategies. Moreover, technology applications may be key elements of different other strategies. Organizations should use the strategic planning process to re-examine their IT infrastructure and make sure that they are adequate for today, can handle future requirements like increasing demands on data, and can be scaled easily and cost-effectively.

McKay suggests that the board provide broad guidance to this effort. The planning group or staff can do much of the detailed analysis, she says. Approaches to Identifying Key Strategie s Organizations can take a variety of approaches to identifying key strategies, according to McKay.

The environmental scan will be very helpful during this process. The board and key staff must discuss and approve any adjustments proposed by the planning team.

The planning team might present alternative approaches or scenarios to the board and key staff. For example, the team might ask whether the organization should focus on campus development or growing home and community-based services whether the organization should adopt a more decentralized or centralized structure or whether the organization should update its antiquated data center or move to a cloud-based environment.

New strategies can be identified, based on discussion of these alternatives. Set criteria for choosing strategies. Strategies can be evaluated, selected or prioritized based on their value, appropriateness, feasibility, acceptability, cost-benefit and timing, she says. The planning team should clearly define responsibilities for implementing the strategies it selects.

Someone or some unit within the organization must take responsibility for implementing this strategy.

  • They will be able to help you determine the best marketing method for establishing and increasing market share;
  • For example, you might use advertising, PR, direct mail and personal selling;
  • Identify why the organization is successful;
  • Promotion - how you reach your customers and potential customers;
  • The need for new programs to address a particular community need.

A range of technology applications may be relevant to each strategic goal. Consider technology that would help the organization achieve each goal more efficiently and cost-effectively. Classify the application, based on how critical they are to reaching your strategic goals.

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Technology applications might include: