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Utilizing Your Resources Planning Prevents Wandering and Provides Direction
Jacqueline Collins, President Partnering for Performance 98 Temple Street, Abington, MA 02351 Phone: 781-982-8812  Email:  [email_address] Website:  www.pfpconsult.com Proprietary Statement Partnering for Performance    All Rights Reserved.  This document embodies information that is proprietary. It may not be copied or reproduced in whole or in part or used for other purposes without written permission.
Components of a Roadmap Putting the Puzzle Pieces Together ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The Business Model These are the elements that make up a good business plan. It’s an organized way of looking at the health and profitability of your business – current reality. Information you gather needs to be not only quantitative, but qualitative also: the nature of trends, impacts of new regulations, new factors that affect your customer base – Economic and Social trends. Distinguish facts from assumptions.  Test the water. What opportunities exist for you? What are your strengths and weaknesses?  External Realities Overall business  environment Customer base Root-cause analysis ,[object Object],[object Object],[object Object],[object Object],[object Object],Financial Targets Operating Margins Cash Flow Revenue Growth Return on investment
Organization Design Your Internal System Strategy Operations People Organization Are the right people in the right positions? Do your processes support what you say you will do? Do employees have the tools to do their job?
Strategy and Vision Statements ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Vision Statement ,[object Object],[object Object],[object Object],[object Object]
Mission Statement ,[object Object],[object Object],[object Object]
Strategy Development ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Strategies, Goals and Action Plans Strategies  are the broadly defined four or five key approaches the organization and/or individual will use to accomplish the mission and drive toward the vision.  Goals  and  action plans  flow from each strategy.
SWOT Business Analysis Worksheet ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
SWOT Business Analysis Worksheet ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Action Goals ,[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Action Planning
  Action Planning Action Area :  ________________________________ Reason for Action :  ____________________________ Group Leader :  ______________________________ Team Members :  _______________________________ Task Responsibility Target Date Actual Completion  Date Additional Action Required:
Planning Prevents Wandering  and Provides Direction

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Utilizing Your Resources by Jacqueline Collins

  • 1. Utilizing Your Resources Planning Prevents Wandering and Provides Direction
  • 2. Jacqueline Collins, President Partnering for Performance 98 Temple Street, Abington, MA 02351 Phone: 781-982-8812 Email: [email_address] Website: www.pfpconsult.com Proprietary Statement Partnering for Performance  All Rights Reserved. This document embodies information that is proprietary. It may not be copied or reproduced in whole or in part or used for other purposes without written permission.
  • 3.
  • 4.
  • 5. Organization Design Your Internal System Strategy Operations People Organization Are the right people in the right positions? Do your processes support what you say you will do? Do employees have the tools to do their job?
  • 6.
  • 7.
  • 8.
  • 9.
  • 10. Strategies, Goals and Action Plans Strategies are the broadly defined four or five key approaches the organization and/or individual will use to accomplish the mission and drive toward the vision. Goals and action plans flow from each strategy.
  • 11.
  • 12.
  • 13.
  • 14.
  • 15.   Action Planning Action Area : ________________________________ Reason for Action : ____________________________ Group Leader : ______________________________ Team Members : _______________________________ Task Responsibility Target Date Actual Completion Date Additional Action Required:
  • 16. Planning Prevents Wandering and Provides Direction

Notas do Editor

  1. Focus your Energy – be purposeful, don’t le things happen by accident. Think about why you bought or started your business in the first place. Did you just buy yourself a “job?” This is not what owning a business is all about. To grow and prosper you need to work on the business and work less in the business. March 22, 2011 - The Non-Profit Toolbox Mini-Conference Website: www.pfpconsult.com Jacqueline Collins - President Partnering for Performance
  2. Opportunities : A good approach is to look at your strengths and ask yourself whether these open up any opportunities. Conversely look at your weaknesses and ask yourself whether you could open up opportunities by eliminating them. Threats : what is happening in the external environment that could threaten your business? Financial, Technological, Culturally, Competively, market saturation? March 22, 2011 - The Non-Profit Toolbox Mini-Conference Website: www.pfpconsult.com Jacqueline Collins - President Partnering for Performance
  3. March 22, 2011 - The Non-Profit Toolbox Mini-Conference Website: www.pfpconsult.com Jacqueline Collins - President Partnering for Performance
  4. These are the elements that make up a good business plan. It’s an organized way of looking at the health and profitability of your business – current reality. Information you gather needs to be not only quantitative, but qualitative also: the nature of trends, impacts of new regulations, new factors that affect your customer base – Economic and Social trends . Distinguish facts from assumptions . Test the water. March 22, 2011 - The Non-Profit Toolbox Mini-Conference Website: www.pfpconsult.com Jacqueline Collins - President Partnering for Performance
  5. Internal system : People, Process, Tools Do your operating activities provide a distinctive experience to your customers? Do your operating activities provide a distinctive experience to your customers? March 22, 2011 - The Non-Profit Toolbox Mini-Conference Website: www.pfpconsult.com Jacqueline Collins - President Partnering for Performance
  6. March 22, 2011 - The Non-Profit Toolbox Mini-Conference Website: www.pfpconsult.com Jacqueline Collins - President Partnering for Performance
  7. March 22, 2011 - The Non-Profit Toolbox Mini-Conference Website: www.pfpconsult.com Jacqueline Collins - President Partnering for Performance
  8. March 22, 2011 - The Non-Profit Toolbox Mini-Conference Website: www.pfpconsult.com Jacqueline Collins - President Partnering for Performance
  9. March 22, 2011 - The Non-Profit Toolbox Mini-Conference Website: www.pfpconsult.com Jacqueline Collins - President Partnering for Performance
  10. March 22, 2011 - The Non-Profit Toolbox Mini-Conference Website: www.pfpconsult.com Jacqueline Collins - President Partnering for Performance
  11. Looking at yourself and your competitors using the SWOT framework will help you craft a strategy that helps you distinguish yourself from your competitors so you can compete successfully in your market. This tool helps you focus on your strengths, minimize threats, and take advantage of opportunities. Strengths : consider this from an internal perspective and from the point of view of your customers. Think about them in relation to your competitors – for example, if all your competitors provide high quality products, then a high quality production process is not a strength in the market, it is a necessity. Weaknesses : this should be considered from an internal and external basis: Do other people seem to perceive weaknesses that you do not see? Are your competitors doing any better than you? March 22, 2011 - The Non-Profit Toolbox Mini-Conference Website: www.pfpconsult.com Jacqueline Collins - President Partnering for Performance
  12. Opportunities : A good approach is to look at your strengths and ask yourself whether these open up any opportunities. Conversely look at your weaknesses and ask yourself whether you could open up opportunities by eliminating them. Threats : what is happening in the external environment that could threaten your business? Financial, Technological, Culturally, Competively, market saturation? March 22, 2011 - The Non-Profit Toolbox Mini-Conference Website: www.pfpconsult.com Jacqueline Collins - President Partnering for Performance
  13. March 22, 2011 - The Non-Profit Toolbox Mini-Conference Website: www.pfpconsult.com Jacqueline Collins - President Partnering for Performance
  14. March 22, 2011 - The Non-Profit Toolbox Mini-Conference Website: www.pfpconsult.com Jacqueline Collins - President Partnering for Performance