A Strategic Business Plan

STRATEGIC BUSINESS PLAN

for

(company name)

for Period

January 2002 to December 2005
(dates are examples only)

Approved by (name), (position), on (date)
Update Status: (amendment number), on (date)

TABLE OF CONTENTS

Executive Summary

Section Page

1. Strategic Focus
2. The Business
3. Market Analysis
4 Products
5 Marketing
6 Research andDevelopment
7 Production and Delivery
8 Supply Chains
9 Business Systems and Processes
10. Stakeholder Relationships and Alliances
11. Organisational and Management
12 Environmental and Social Impacts
13 Risk Factors and Regulatory Compliance
14 Corporate Governance
15 Financials
16 Application of Investment Funds
17 Strategic Action Plan
18 Plan Improvement

Appendices:

1.
2.3.

Some Thoughts on Writing this Plan before We Start

• Clearly identify the readers of this document. Then write the plan in a style that is easily understood by readers

• Remember that this plan is a working document that has the clear purpose of initiating focussed action and generating clear and measurable results. Avoid the excessive use of descriptive adjectives to 'pad' orover-sell the plan. Flowery, highly descriptive language can cloud key issues, blur the plan's focus and slow/confuse its implementation

• Keep the plan 'tight'; ensure it remains concise, balanced, clear and logical. Where possible use quantitative rather than qualitative information. Remember the KISSS approach to planning; keep it simple, short and specific. Interlink all Sections, with theMarket Analysis providing a clear focus for all subsequent sections.

• Focus on facts and information from credible and reputable sources. Where possible avoid critical dependencies on one source of information. Build redundancy in to information sources. Validate, validate, validate all key information used in the plan

• Always remember that faulty assumptions and faulty logic aresome of the greatest hazards to business performance and business planning. Also remember that a good plan implemented today will always beat an excellent plan implemented some time in the future. So, get the plan completed and in to action as soon as is practicable. Also, plans must be adaptive to changing circumstances. If the plan is not performing be prepared to complete 'major surgery' onit.

Some Thoughts on a Format for Each Section

The following is a simple, but effective planning format that will fit many of the sections in this plan. The format is not rigid and should be adapted to the requirements of individual Sections as applicable. The four sub-sections that comprise the format are as follows:

• Current Situation
Clearly and concisely present the currentsituation with any contributing history, and any trends, cycles, changes or future developments that are relevant

• Key Issues
Clearly define the most urgent and important issues as they relate to the current situation for this Section, and the overall purpose of this plan and the company's Mission. Key issues are usually those strengths, weaknesses, opportunities, threats, capability gaps andimpediments that impact on business performance

Strategies to Address the Key Issues
Formulate strategies using the SMAAART acronym to address the key issues. SMAAART - Specific, Measurable, Action-orientated, Achievable, Affordable, Relevant and Time-bound

• Key Performance Measures and Targets
Establish key performance measures/indicators, performance targets and time lines in conjunctionwith the strategies to assess and improve performance

Some Thoughts on Writing this Plan before We Start Continued

Five Tests for a Good Strategic Business Plan

• Comprehension

Am I satisfied that all readers of this plan will clearly understand it?

• Appropriateness

Am I satisfied that the strategic/business directions proposed are aligned with the company's constitution?...