Seasonality Seasonality is a characteristic of a time series in which the data experiences regular and predictable changes which recur every calendar year. Any predictable change or pattern in a time series that recurs or repeats over a one-year period can be said to be seasonal. An index higher than 1 indicates that demand is higher than average; an index less than 1 indicates that the demand is less than the average.
Each organization should customize the best approach to suit the culture of its members, the current situation in and around the organization, and the purpose of its planning.
This Web page briefly describes several different models of strategic planning, along with basic guidelines for choosing each. The purpose of this Web page is to present different perspectives and options regarding strategic planning to help planners ensure their plans are the most relevant, realistic and flexible.
Planners can select the most appropriate model and then modify it to suit the nature and needs of their organization. For example, different organizations might have different names for the different phases and emphasize certain phases more than others in the model.
This document does not include detailed descriptions and directions for implementing each model. The following models can be done with different styles. For example, some may prefer a rather top-down and even autocratic way of planning and making decisions.
Others might prefer more inclusive and consensus-based planning. Some might prefer a very problem-centered approach, while others might prefer a more strength-based approach, for example, to use Appreciative Inquiry.
Model One - Conventional Strategic Planning This is the most common model of strategic planning, although it is not suited for every organization. It is ideal for organizations that have sufficient resources to pursue very ambitious visions and goals, have external environments that are relatively stable, and do not have a large number of current issues to address.
The model usually includes the following overall phases: Take a wide look around the outside and a good look inside the organization, and perhaps update the statements as a result.
Long Range Planning (LRP) is a leading international journal for the field of strategic management. among others: corporate strategy and governance, business strategy and new business models, international dimensions of strategy, strategies for emerging markets, entrepreneurship, innovation, organizational structure and design, corporate. In addition to our review of the business model literature, there is a range of associated literatures that can inform the study of business models, but which do not directly employ the term, such as the work on new organizational forms, ecosystems, activity systems, and value. Scenario planning, scenario thinking, or scenario analysis is an approach used in strategic planning, which some organizations use to help them make more robust and flexible long-term plans. Used in forecasting it is sometimes referred to as scenario writing.
Then develop action plans that specify who is going to do what and by when to achieve each goal. Identify associated plans, for example, staffing, facilities, marketing and financial plans. Organize items into a Strategic Plan and items into a separate one-year Operational Plan.
Using the conventional model of strategic planning for these organizations is a bit like focusing on the vision of running a marathon and on deciding the detailed route and milestones -- while concurrently having heart problems, bad feet and no running clothes. This model might include the following phases: Identify of the most important current issues facing the organization now.
Suggest action plans to address each issue over the next months.
Include that information in a Strategic Plan. After an issues-based plan has been implemented and the current, major issues are resolved, then the organization might undertake the more ambitious conventional model.
Many people might assert that issues-based planning is really internal development planning, rather than strategic planning. Others would argue that the model is very strategic because it positions the organization for much more successful outward-looking and longer term planning later on.
Model Three - Organic Strategic Planning The conventional model is considered by some people to be too confining and linear in nature.Strategic supply-chain planning that combines aspects of business-strategy formulation with aspects of tactical supply-chain planning can make each far more valuable to the planning .
Peter Drucker on Strategic Planning It is remarkable how the same lessons need to be rediscovered again and again. Sun Tzu dealt with the confusion between a warrior's adaptive strategy in dealing with competing people and long-term planning in dealing with objects.
Business Planning and Financial Forecasting A Start-up Guide Ministry of Small Business and Economic Development. Ministry of Small Business and Economic Development.
plan should be two to three pages long. Business Concept Describe what your business does in general terms. Business Models and Strategic Planning. Warning: The information on this page is indicative. The subject outline for a particular session, location and mode of offering is the authoritative source of all information about the subject for that offering.
Strategic Planning Aligning IT with Business Goals Aligning IT with Business Goals through Strategic Planning [email protected] White Paper At a two-day leadership meeting, about and compared our findings with the long-range outlook of the business.
The assessments used. We illustrate our ideas with reference to practices in the real world and to academic analyses, especially in this Long Range Planning Special Issue on Business Models. Previous article in issue Next article in issue.