An effective Strategic Plan is market-based and customer-oriented. It provides a detailed step-by-step tactical approach for achieving a company or organization's short term and long term goals.

Each of the ten steps of the process, outlined on the following pages, should be completed before proceeding to the next step. The development of each section depends upon the facts and insights gained from the completion of the preceding step.

MISSION STATEMENT    The purpose in writing the Mission Statement is so that everyone in the organization can understand the true nature, direction, and long range goals of the organization. Through this understanding, every member will be better adept at carrying out his or her own functional responsibilities and can see more clearly how their role within the association contributes to the successful achievement of the shared long range goals.

SITUATION ANALYSIS    The purpose of this section is to establish a fact base upon which all following steps will be dependent.  All relevant facts must be included in this section, whether or not they are favorable or unfavorable, controllable or uncontrollable. Where important facts are not readily available, estimates should be given.  Certain key facts uncovered during this step will lead to the identification of critical problems and opportunities that will need to be stated and discussed in the next section of the plan.

OBSTACLES & OPPORTUNITIES    The purpose of this section is to identify and highlight for discussion all obstacles that must be overcome and all opportunities that should be exploited in order for the organization to achieve its long range goals.  All obstacles and opportunities should be listed here, whether or not they are controllable or uncontrollable, exploitable or not. From this list, objectives will be established in the next section to minimize or eliminate the obstacles and capitalize on the opportunities.

OBJECTIVES    In this section we will establish the objectives that, when accomplished, will solve the related problems and capitalize on the related opportunities listed in the previous step.  In some cases, the achievement of certain objectives may be dependent upon the cooperation and commitment of other individuals, companies, organizations, or associations outside of the organization.

STRATEGIES & TACTICS    The purpose of this section is to establish the specific action plan by which we intend to achieve the objectives stated in the previous step.  There are many viable marketing tools available to accomplish any given set of objectives. It is the creative selection of the correct mix of these tools that will determine the effectiveness, efficiency, and overall degree of success of the plan.

ALLOCATION OF RESOURCES   In this section we will identify and quantify the available resources and expertise required to successfully execute each of the previously stated Strategies & Tactics. We will also assign responsibility for the supervision and execution of each strategy to specific individuals, departments, companies, organizations, and/or associations.  Specific funds and budgets will be established for each strategy as well as the sources of these funds.

DESIRED RESULTS    The purpose of this section is to demonstrate, through numerical projections, the expected results of the previously stated strategies and tactics, given the available resources.   These results may be stated as Sales Goals, Market Share Goals, Number of New Customers Gained, Number of New Products Introduced, Product Distribution Goals, etc.

PRIORITIZATION    In this step we will prioritize the most important objectives, and their related strategies, when, and if, the resources available do not permit the inclusion of all strategies and tactics initially desired.  This step will ensure that the limited resources available will at least be directed towards the achievement of the most important objectives.

COMMUNICATION    The purpose of this step is to ensure that once the Strategic Plan has been finalized and approved, it is distributed to all internal and external personnel that are affected by the plan.  Usually, individual meetings are held with all key personnel to ensure their understanding and their commitment to the successful execution of the plan.

MEASUREMENT OF PROGRESS    The purpose of this final step in the strategic planning process is to make the Strategic Plan a living document. It cannot be filed away on a bookshelf if it is to be the organization's driving force.  A formalized periodic review of the Strategic Plan and the organization's progress to-date towards the stated goals should be conducted on a regularly scheduled and continuing basis in order to keep the organization's everyday actions and decisions focused on the long term strategic intent of the plan. Normally, these reviews are scheduled on a monthly or quarterly basis.

FINAL PRODUCT

1. WHAT is to be achieved.

2. HOW it will be achieved.

3. WHEN it will be achieved.

4. WHO is responsible for achieving each goal.

5. WHAT amount of resources (time, people, and money) will be allocated to achieving each goal.

6. HOW we will measure our progress towards achieving each goal.