Journal articles on the topic 'Strategic business plan'
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1
Heriadi, Agustono, Mohammad Suyanto, and Sudarmawan Sudarmawan. "Perencanaan Strategis Sistem Informasi STMIK Cahaya Surya Kediri." Creative Information Technology Journal 1, no. 1 (April 2, 2015): 15. http://dx.doi.org/10.24076/citec.2013v1i1.6.
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Meningkatnya jumlah perguruan tinggi mengakibatkan semakin tingginya persaingan. STMIK Cahaya Surya Kediri adalah sebuah institusi pendidikan tinggi yang memiliki satu program pendidikan S1 Sistem Informasi. Dalam industri usaha jasa, sistem informasi merupakan alat yang dapat membantu memenangkan persaingan. Perencanaan strategis sistem informasi menjadi salah satu kunci sebelum menerapkan sistem informasi dan teknologi informasi pada perusahaan. Perencanaan strategis yang tepat dapat mendukung rencana dan pengembangan bisnis perusahaan. STMIK Cahaya Surya Kediri belum memiliki perencanaan strategis sistem informasi. Bentuk perencanaan strategis sistem informasi yang akan dibahas dalam kajian ini menggunakan metodologi Ward and peppard dengan alat bantu metode analisis Value Chain untuk analisa lingkungan bisnis internal, Five Forces Model untuk analisa lingkungan bisnis eksternal, dan McFarlan Strategic Grid untuk analisa kondisi SI/TI internal saat ini. Hasil dari analisis ini mendefinisikan perencanaan strategis sistem informasi berupa strategi bisnis sistem informasi, strategi manajemen sistem informasi dan teknologi informasi, strategi sistem informasi, gap analisis sistem informasi, dan rencana implementasi.The increasing the number of college resulting in the higher competition. STMIK Cahaya Surya Kediri is an institution of higher education that have an educational program S1 Information System. In the business services industry, information system is a tool that can help win the competition. Strategic planning of information systems to be one of the key before implementing information systems and information technology in the enterprise. Proper strategic planning to support the company's plans and business development. STMIK Cahaya Surya Kediri not have a strategic planning information system. Form of strategic planning of information systems that will be discussed in this study using a methodology Ward and Peppard with aids Value Chain analysis method for internal business environment analysis, Five Forces Model for the analysis of the external business environment, and McFarlan Strategic Grid to analyze the condition of the IS/IT internal current. The results of this analysis defines the strategic planning of information systems in the form of business strategy information systems, information systems and information technology management strategy, information systems strategy, information systems gap analysis, and implementation plan.
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Siswipraptini, Puji Catur. "PERENCANAAN STRATEGIS SISTEM INFORMASI (Studi kasus : LEMIGAS)." Jurnal Ilmiah FIFO 7, no. 2 (November 1, 2015): 200. http://dx.doi.org/10.22441/fifo.v7i2.1255.
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Perencanaaan Strategis Sistem Informasi menjadi begitu penting ketika isu competitive advantage dan pencapaian target LEMIGAS menjadi fokus bagi manajemen organisasi. LEMIGAS sebagai institusi pemerintah yang bergerak di bidang penelitian dan pengembangan (litbang) kemigasan merasa perlu mengimplementasikan sistem informasi yang baik dengan tujuan untuk meningkatkan efisiensi, efektivitas, dan produktivitas organisasi. Selain itu, kurangnya integrasi data di organisasi, prioritas pengadaan Teknologi Informasi (TI) yang tidak berdasarkan kebutuhan bisnis, serta strategi teknologi yang tidak selaras menjadi isu yang mendasari kebutuhan LEMIGAS akan perencanaan strategis Sistem Informasi/Teknologi Informasi (SI/TI). Tulisan ini dibuat agar dapat menghasilkan suatu usulan Perencanaan Strategis Sistem Informasi bagi LEMIGAS yang mendukung rencana strategis (strategic plan) dan rencana bisnis (business plan) mereka. Deliverables dari proses ini adalah strategi manajemen SI/TI (IS/IT management Strategy), strategi SI bisnis (business IS strategy), dan strategi TI (IT strategy). Manajemen Strategi SI/TI mencakup usulan struktur organisasi unit TI yang baru dan beberapa prinsip penerapan TI. Sedangkan strategi SI bisnis (business IS strategy) berisi usulan aplikasi-aplikasi yang sebaiknya diimplementasikan. Selanjutnya, strategi TI menjelaskan rencana inftrastruktur TI dan strategi implementasi IS/IT di LEMIGAS.
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Horton, Willie R., and Keith D. Barber. "STRATEGIC FINANCIAL PLANNING - ALIGNMENT WITH BUSINESS PLAN GOALS." Proceedings of the Water Environment Federation 2002, no. 12 (January 1, 2002): 49–62. http://dx.doi.org/10.2175/193864702784163975.
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Owers, Roger, and S. L. Weber. "Strategic Plan for Southwest Indian Community's Construction Business." Journal of Construction Engineering and Management 123, no. 3 (September 1997): 331–37. http://dx.doi.org/10.1061/(asce)0733-9364(1997)123:3(331).
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Nelson, Elizabeth McGhee. "Why Every Department Needs a Strategic Plan." Teaching of Psychology 29, no. 2 (April 2002): 98–101. http://dx.doi.org/10.1207/s15328023top2902_02.
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University departments can benefit from a strategic plan based on a business model. Steps include developing a vision and mission, conducting market research, analyzing competition, setting goals, creating a marketing plan, adapting standard business plan templates, getting feedback, and reviewing as you go along. A strategic plan guides the chair in creating a dynamic department recognized by the university, faculty, students, and surrounding community.
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Sandholm, Lennart. "Strategic plan for sustainable excellence." Total Quality Management & Business Excellence 16, no. 8-9 (October 2005): 1061–68. http://dx.doi.org/10.1080/14783360500163284.
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Galli, Brian J. "Using Marketing to Implement a Strategic Plan." International Journal of Service Science, Management, Engineering, and Technology 9, no. 1 (January 2018): 41–54. http://dx.doi.org/10.4018/ijssmet.2018010104.
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Close to 75% of marketing and promotional campaigns globally fail to meet their purpose. Marketing campaigns fail due to pitfalls, which sink promotional projects. Strategic planning is significant in overcoming these pitfalls hence increasing the chances of business being successful in their promotional campaigns. However, a lot of businesses are experiencing issues with integrating strategic planning into their daily operations and promotional campaigns. This article is intended at discussing the pitfalls, which may sink a promotional campaign and suggests how strategic planning can solve these issues. In addition, this article also discusses approaches which can be adopted by organizations to enable them to successfully integrate strategic planning into the marketing projects. In conclusion, it suggests some approaches that organizations may adopt to ensure that they are successful in their future projects.
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Bachtiar, Adam, and Uswatun Hasanah. "Perencanaan Strategis SI/TI Pada Perguruan Tinggi (Studi Kasus: STMIK Bumigora Mataram)." Jurnal Matrik 16, no. 2 (January 25, 2017): 45. http://dx.doi.org/10.30812/matrik.v16i2.2.
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In process of implementation information technology and communication, every organization are demanded to produce information technology and communication product that aligned with the perpose of organization. Therefor every organization not only arrange plan of business strategic, but then every organization must arrange plan of IS/IT strategic that appropriate with plan of business strategic organization. This research aims to arrange plan of IS/IT strategic for STMIK Bumigora Mataram. Methods are used in this study is the method of Ward & Peppard. The resulted of this research are strategic plan of IT/IS of STMIK Bumigora Mataram that aligned with its strategic plan. In addition, this research also provides the policy of strategic management IT/SI and the schedule of implementation the IS/IT strategic plan for STMIK Bumigora Mataram.
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Smith, Gerard W., and Glenn F. Epler. "Industrial Business Continuity." International Oil Spill Conference Proceedings 1999, no. 1 (March 1, 1999): 423–25. http://dx.doi.org/10.7901/2169-3358-1999-1-423.
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ABSTRACT This paper and presentation will focus on the importance of developing a comprehensive emergency management plan and how it could be integrated with your corporate crisis management plan along with federal, state, and local response agencies. Industrial Business Continuity represents a comprehensive planning process that includes everything from risk assessment and response operations through recovery. The trend over the past few years has been to move from a corporate profit structure to strategic business units with plant managers increasingly responsible for overall business development. Traditionally, business continuity focuses on systems and data recovery, while regulatory requirements tend to focus on emergency response and compliance. Industrial Business Continuity goes a step beyond both of those. It focuses on quality and critical business functions as well as the more traditional risk assessment and emergency response procedures that are found in most plans. In today's world, a measure of quality for the plant manager is how quickly and efficiently the plant can resume normal operations and circumstances after a major incident. This process includes such areas as community relations and risk communications., those areas that are usually associated with recovery. An Industrial Business Continuity plan that is developed to enhance a facility's response and recovery capability and is developed solely within facility boundaries does not accurately reflect its actual capability. Companies must integrate their crisis and emergency management programs within their corporation and with pertinent external response agencies. The benefits of integrating these plans far surpass the costs of program development.
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Sahir, Syafrida Hafni, and Rosmawati Rosmawati. "Improve Marketing Mix for Marketing Plan Strategic in Coffeeshop Business." Management Analysis Journal 9, no. 4 (December 31, 2020): 459–66. http://dx.doi.org/10.15294/maj.v9i4.42613.
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This research aims to establish a strategic marketing strategy for the Medan City coffee shop company. The methodology used in this study was descriptive qualitative research through the method of the marketing combination 4Ps and Porters five strategic forces theory. The outcome of the analysis provided strategic marketing strategy for all facets of the 4Ps marketing mix, such as product, price, venue, and promotion. As five competitive forces are generated based on Porters, the resulting strategic marketing strategy becomes more oriented. This analysis will be useful for the company owner to take the best strategic marketing approach in particular.
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Stahr, Richard. "Making it Real – Using a Business Plan to Operationalize Your Strategic Plan." Proceedings of the Water Environment Federation 2016, no. 1 (January 1, 2016): 353–64. http://dx.doi.org/10.2175/193864716821124160.
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Stahr, Richard. "Making it Real – Using a Business Plan to Operationalize Your Strategic Plan." Proceedings of the Water Environment Federation 2015, no. 4 (January 1, 2015): 1–12. http://dx.doi.org/10.2175/193864715819557137.
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Carlson, William H. "THE NEED FOR STRATEGIC MANAGEMENT IN FLORICULTURE." HortScience 27, no. 6 (June 1992): 589d—589. http://dx.doi.org/10.21273/hortsci.27.6.589d.
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There are over 11,000 greenhouse growers in the United States. Of this number, 8,000 produce less than $500,000 per year in total sales. Less than 1% of the 11,000 have a strategic business plan. Many may have a yearly budget, but they have not developed a formal written analysis of their business in relation to internal and external factors. A sample of 10 growers indicated that their profitability increased significantly when they understood a formal strategic business plan. The information developed from this sample indicates the entire greenhouse industry could benefit greatly from increased use of strategic planning. The marketing component of the business plan and how university personnel can facilitate this effort will be discussed.
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Clarke, Judith. "The legal service strategic market plan." Services Marketing Quarterly 5, no. 1 (1989): 105–12. http://dx.doi.org/10.1080/15332969.1989.9984942.
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Drago, William A. "Strategic Plan Intensity and Competitive Strategy." Management Research News 19, no. 11 (November 1996): 13–25. http://dx.doi.org/10.1108/eb028502.
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Hendharsetiawan, Andy Achmad. "Pemodelan Perencanaan Strategis Sistem Informasi Pada Industri Penjualan Otomotif Dengan Pendekatan Balanced Scorecard (Studi Kasus PT Hyundai Mobil Indonesia)." Journal of Students‘ Research in Computer Science 1, no. 2 (December 14, 2020): 123–38. http://dx.doi.org/10.31599/jsrcs.v1i2.425.
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Automotive sales industries and businesses are businesses that have a great contribution to economic growth in the country. Competition in the automotive sales business is also getting higher so it requires the need for the right business strategy to survive and grow. Most of these automotive businesses have utilized Information Technology (IT) to support their operations. However, the capability in planning, managing and implementing Information Systems and Information Technology (SI/IT) that is linked to the company's business strategy has not been fully implemented. Therefore, Strategic Planning of Information Systems is currently one of the keys in achieving the company's goals that must be aligned with the business strategy set by the company. The role of SI/IT should not only be an operational automation tool but more than that as an organizational key enabler. The study was conducted for modeling SI/IT strategy plan based on Hyundai's business strategy using Ward & Peppard methodology, analysis with SWOT, Value Chain, Five Force which then mapped into Critical Succes Factor to obtain possible SI/IT strategies.
Keywords: Strategic Planning, Balanced Scorecard, Automotive Industry
Abstrak
Industri dan bisnis penjualan otomotif merupakan bisnis yang memiliki kontribusi besar terhadap pertumbuhan ekonomi di negeri ini. Persaingan pada bisnis penjualan otomotif juga makin tinggi sehingga membutuhkan kebutuhan strategi bisnis yang tepat untuk bertahan dan tumbuh berkembang. Sebagian besar bisnis otomotif ini telah memanfaatkan Teknologi Informasi (TI) untuk menunjang operasionalnya. Namun kemampuan dalam perencanaan, pengelolaan serta implementasi Sistem Informasi dan Teknologi Informasi (SI/TI) yang dihubungkan dengan strategi bisnis perusahaan masih belum diterapkan sepenuhnya. Untuk itu Perencanaan Strategis Sistem Informasi saat ini merupakan salah satu kunci dalam pencapaian sasaran perusahaan yang harus diselaraskan dengan strategi bisnis yang ditetapkan oleh perusahaan. Peranan SI/TI yang ada sebaiknya tidak hanya sebagai alat otomasi operasional namun lebih dari itu sebagai key enabler organisasi. Kajian yang dilakukan untuk pemodelan rencana strategi SI/TI berdasar strategi bisnis Hyundai dengan menggunakan metodologi Ward & Peppard, analisis dengan SWOT, Value Chain, Five Force yang kemudian dipetakan ke dalam Critical Succes Factor untuk mendapatkan strategi-strategi SI/TI yang memungkinkan.
Kata kunci: Perencanaan Strategis, Balanced Scorecard, Industri Otomotif
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Suharlim, Henri. "STRATEGI PENGEMBANGAN BISNIS PROPERTI UNTUK KAWASAN CENGKARENG BUSINESS CITY." Jurnal Muara Ilmu Ekonomi dan Bisnis 3, no. 1 (July 19, 2019): 130. http://dx.doi.org/10.24912/jmieb.v3i1.4629.
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Pertumbuhan besar pembangunan real estate di Jakarta terutama di dekat Bandara Internasional Soekarno-Hatta dan pertumbuhan pesat kondisi ekonomi Indonesia karena program tax amnesty yang diadakan oleh pemerintah, harus meningkatkan peluang bagi perusahaan pengembang real estate lokal dan internasional. Business plan ini akan memberikan informasi dan konsep dasar yang diperlukan oleh ahli strategi bisnis atau investor dalam mengevaluasi kelayakan aspek dan sebagai pedoman dan informasi strategis untuk manajer berikutnya yang mencoba mengembangkan konsep bisnis konstruksi yang sesuai di Cengkareng, Jakarta Barat yang merupakan lokasi yang dekat dengan bandara internasional. Konsep bisnis ini bertujuan untuk menjadi konsep dasar bagi pemasar dan ahli strategi bisnis di Kota Bisnis Cengkareng (CBC) untuk membangun kembali area situs kosong menjadi produk bangunan yang sesuai dan menguntungkan bagi investor dengan memberikan informasi, perhitungan, dan konsep desain yang berguna untuk selanjutnya proyek dalam CBC. Berdasarkan hasil studi kelayakan rencana bisnis, rencana bisnis ini dihitung untuk mencapai hasil yang baik untuk investasi dengan mendapatkan nilai NPV sebesar Rp 219.556.798.184,16, dengan menggunakan asumsi biaya modal 10%. Ia juga berencana untuk mendapatkan nilai IRR 30%, lebih besar dari tingkat tahunan 10%. Ini menunjukkan bahwa investasi untuk business plan ini dapat melebihi tingkat investasi yang ditujukan oleh investor CBC sendiri. The massive growth of real estate development in Jakarta especially in near area Soekarno-Hatta International Airport and rapid growth Indonesia economic condition due to tax amnesty program that held by government , should increase opportunity for the local and international real estate developer company . This business plan will provide the information and basic concept that needed by business strategist or investors in evaluating aspect feasibility and as guidelines and strategic information for next managers who try to develop suitable construction business concept in Cengkareng , Jakarta Barat which is the location itself near with international airport .This business concept aim to become basic concept for the marketers and business strategist in Cengkareng Business City (CBC) to redevelope blank site area into suitable and profitable building product for the investors by providing useful information , calculation , and design concept for next project in CBC . Based on result of businessn plan feasibility study , this business plan is calculated to achieve good results for investment by gaining NPV value of Rp219,556,798,184.16 , by using assumption cost of capital 10% . It also planned to gain IRR value 30 % , it bigger than yearly rate 10% . It shows that the investment for this business plan can exceed the rate of investment that aimed by CBC investors themselves .
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Janavaras, Basil, and Emanuel Gomes. "Global Business Research and Strategic Planning Tools." Journal of International Business and Economy 8, no. 1 (July 1, 2007): 59–70. http://dx.doi.org/10.51240/jibe.2007.1.5.
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The web-based tools discussed in this paper support students and business practitioners alike in their roles as managers and decision makers in a global setting. More specifically, the software will enable users to perform a situation analysis of a company, determine best markets for a company’s products/services and develop an international business plan online. Project-Based Learning (PBL) is a teaching and learning method widely used at universities and businesses around the world. The three software - the Global Market Potential System Online (www.globalmarketpotential.com), the Global Marketing Management System Online (GMMSO, www.gmmso2.com) and the Export Import Management System Online (EIMSO), www.eimso.com) - are web-based PBL tools designed to be used for international business projects. The purpose of this paper is to briefly explain PBL, show how the software work, the benefits provided to both students and instructors using the software and discuss both pedagogical issues and student reactions based on a survey questionnaire.
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Nazarova Feruza Usmonovna. "Theoretical aspects of developing a strategic plan for socio-economic development of rural areas." American Journal of Economics and Business Management 3, no. 4 (September 17, 2020): 1–16. http://dx.doi.org/10.31150/ajebm.v3i4.197.
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The article examines the stages of development and implementation of the strategic development plan of rural areas for the socio-economic development of rural areas. The importance of a strategic plan in the development of rural areas is well established. The criteria for the formation of the strategic plan mission, methods of developing strategic plan objectives, the process of selecting strategic plan objectives are studied. The development and implementation of the strategic plan of the rural area is based on the strategic partnership of the population, business and government, as well as the importance of introducing strategic management elements in the rural district administration in order to increase the efficiency of territorial administration.
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Gagne, Kathy. "Using performance management to support an organization's strategic business plan." Employment Relations Today 28, no. 4 (2002): 53–59. http://dx.doi.org/10.1002/ert.10015.
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van Scheers, Louise, and Khathutshelo Mercy Makhitha. "Are Small and Medium Enterprises (SMEs) Planning for Strategic Marketing in South Africa?" Foundations of Management 8, no. 1 (January 1, 2016): 243–50. http://dx.doi.org/10.1515/fman-2016-0019.
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Abstract Substantial evidence shows that strategic marketing planning leads to increased small business performance, yet most small business owners do not draw up a plan for their businesses. This paper presents the results of a secondary research survey on strategic marketing planning of SMEs in South Africa. They indicate that while the higher performing SMEs give a higher priority to marketing than to other business functions, they are still sales- or production-oriented. The higher performing SMEs are more aware of strategic planning tools. They compete with value-added products and good buyer-seller relationships. The findings suggest that broad, small business marketing principles to some extent contribute to the success of SMEs.
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Bongarzoni, Paolo. "A New Digital Approach to Strategic Activities." International Journal of Business Strategy and Automation 1, no. 2 (April 2020): 12–24. http://dx.doi.org/10.4018/ijbsa.2020040102.
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As automation increasingly influences businesses, digitalization technologies and tools such as artificial intelligence, machine learning, etc., become essential to support the definition and implementation of strategy activities aimed at improving businesses' competitiveness in the digital, cloud-based, and data-driven world. Since this business growth corresponds to an enormous increase in the data volumes, it is fundamental for businesses to adopt several digital solutions in their strategy process together with a tailored digital strategy embedded in their strategic plan. The purpose of this article is to critically analyse the classic strategy activities' latest trends/needs and how they could be properly addressed by the available digital technologies. Finally, for every activity are mentioned some best practices tools and software, supported by management consultants, since they trigger a high return on investment in term of the time savings, less dedicated resources, and final business performance.
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Drago, William A. "Strategic Plan Intensity: Effectiveness in Different Contexts." Management Research News 19, no. 1/2 (January 1996): 1–13. http://dx.doi.org/10.1108/eb028435.
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Donlon, Patricia, and Maurice Line. "Strategic Planning in National Libraries." Alexandria: The Journal of National and International Library and Information Issues 4, no. 2 (August 1992): 83–94. http://dx.doi.org/10.1177/095574909200400202.
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Rapid change, reduced funding, ‘value for money’, a need to justify and re-examine functions, market orientation, and revenue generation are factors affecting most libraries today. Strategic planning tackles them as a whole. National libraries, as well as exhibiting much more variety than other types of library, differ from them in that they are more directly subject to government, have no clearly defined clientele, and have international as well as national responsibilities and therefore cannot act alone. These factors make planning more difficult but no less necessary. Audiences for a strategic plan are the government, other libraries, and the staff, who should be thoroughly involved in the process of planning, since much of the benefit is in developing strategic management attitudes and skills throughout the library. Business and marketing plans can form useful appendices. Annual operational plans are necessary to ensure that action follows. The help of an external ‘facilitator’ is often desirable. The experience of the National Library of Ireland, which has recently published a strategic plan, is used to illustrate the process.
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Yulianeu, Aneu. "Understanding the Strategic Plan in Managing Business Marketing in the Outbreak of Covid-19 in Indonesia." Journal of Advanced Research in Dynamical and Control Systems 12, no. 7 (July 20, 2020): 629–38. http://dx.doi.org/10.5373/jardcs/v12i7/20202045.
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Williams, David R., Kurt B. Haunschild, and Ed McCormick. "BRINGING YOUR STRATEGIC BUSINESS PLAN FROM MOUNT OLYMPUS TO MAIN STREET: DEVELOPING A STRATEGIC BUSINESS PLAN AND COMMUNICATING IT EFFECTIVELY TO ALL OF YOUR EMPLOYEES." Proceedings of the Water Environment Federation 2001, no. 8 (January 1, 2001): 218–28. http://dx.doi.org/10.2175/193864701790861794.
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Schmidt, Roger, and Marco Grütter. "Der Betriebsplan – eine Verbindung strategischer und operativer Managementprozesse (Essay)." Schweizerische Zeitschrift fur Forstwesen 163, no. 8 (August 1, 2012): 295–99. http://dx.doi.org/10.3188/szf.2012.0295.
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The business plan – a combination of strategic and operational management processes (essay) Economic success must be the central objective in forestry business planning. Business planning thus differentiates from forest development planning. The latter, depending on the degree of commitment, must enter the operational environmental analysis as an influencing factor or as a restriction. The forest owners remain the most important stakeholders, shaping business organization and the management of their forests within the given legal framework. By means of the business plan, management comes to an agreement with the forest owners over their operative objectives, so that the result is a viable and promising strategy. The planning concept of the Bern State Forest Enterprise integrates existing operative elements into the business plan. Mission statement and management strategy are linked to operational management and implementation by further strategic objectives, such as a silvicultural concept. On an operational and dispositive level, the main instrument is forest production planning and monitoring. Strategic controlling measures complete the concept as described. The foresters on the ground, with their know-how and their operative planning data, contribute to strategic planning. The silvicultural concept is thus largely defined by the foresters responsible for biological production. Besides the strategies, structures and systems, sufficient attention must be paid to soft factors such as corporate culture, staff development and motivation. A successful implementation of the business plan can only be achieved through a high level of common identification with the business objectives.
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Kwadade-Cudjoe, Francis. "Organizational strategic marketing management: Critical analysis of the marketing strategies / practices currently employed by the Water Resources Commission, Ghana, indicating challenges and opportunities." Archives of Business Research 9, no. 3 (March 21, 2021): 140–56. http://dx.doi.org/10.14738/abr.93.9844.
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Strategic marketing management is the implementation of an organization’s marketing mission through focused processes to get the most out of existing marketing plan and to identify target customers. Again, it is to help the discovery of other marketing opportunities for the organization to transform plans into reality. The marketing plan should outline the marketing strategy of the organization for the coming year, quarter or month. A typical business marketing plan should include: overview of the marketing and advertising goals, description of the current marketing position, timeline of when tasks within the strategy will be completed, key performance indicators to be tracked, and description of the target market and customer needs. When an organization adopts this approach to market its products / services to customers / consumers, there is a strong expectation of success for the organization. The initial capital outlay pumped into businesses is normally huge, and this should not be made to go waste. However, most organizations gloss over this important point and put out mediocre plans and strategies to managing their businesses. Business wo/men should project their businesses from a better marketing angle with good competitive strategy to enable them achieve competitive advantage.
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Purwanto, Purwanto. "Strategi Bersaing untuk Mengoptimalkan Kapasitas Produksi: Studi Kasus pada PT. Jaya Indah Casting, Bekasi." Winners 12, no. 2 (September 30, 2011): 154. http://dx.doi.org/10.21512/tw.v12i2.674.
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Every company has to be able to adapt with the environment in order to survive in the middle of the condition as mentioned. Therefore, the management is supposed to manage their organization in a good manner and more professional to plan and control the company’s activities. PT. Jaya Indah Casting as a multinational company is selected as a study case for a research that aims to analyze the external and internal business environment; identify and evaluate business strategic implemented; find the future alternative strategic to be implemented by the company. The external business environment is analyzed by common business environment (economic, political, ecology and technology), Porter’s competitive forces, driving forces and key success factors. The internal business environment will be analyzed by SWOT method, organization structure, financial reports, process mapping, contingency plan and benchmarking, which altogether will be combined to formulate business strategic for the future. Results show that to survive the development and win the competition, PT. Jaya Indah Casting should implement growing strategic, operational strategic (new field and new product, new customer, quality and customer satisfaction), location and machine/tools maintenance.
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Brooks, Sue. "Strategic, future-proof succession planning connects Telefónica with success." Human Resource Management International Digest 22, no. 2 (March 4, 2014): 28–30. http://dx.doi.org/10.1108/hrmid-04-2014-0040.
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Purpose – Outlines the barriers to efficient, strategic and future-proofed succession plans, centered on a case study example of Telefónica. Design/methodology/approach – Draws on information provided by the company's UK and Europe talent manager. Findings – Describes the journey taken by Telefónica to build a succession plan that is both relevant now and adaptable to future demands, including key advice for HR specialist and resourcing teams. Practical implications – Shows that current succession plans are not working as effectively as they might. A fresh approach to the process can lead to HR developing a plan that is future proof, addresses the emerging talent market and is a true reflection of the current workforce. Social implications – Emphasizes the importance of effective talent management in a constantly evolving business world. Originality/value – Provides a useful case-study example of successful talent management and the main issues that a future-proof plan ought to consider.
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Nugroho, Arissetyanto, and Janfry Sihite. "ASEAN Tourism Destination: A Strategic Plan." EUROPEAN RESEARCH STUDIES JOURNAL XXI, Issue 3 (November 1, 2018): 293–98. http://dx.doi.org/10.35808/ersj/1061.
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Szymansky, Don, Mike Sweeney, Saeed Assef, Andrea Wilson, and Jim Carr. "Implementing SCADA and Automation to support Louisville MSD's Strategic Business Plan." Proceedings of the Water Environment Federation 2001, no. 15 (January 1, 2001): 319–20. http://dx.doi.org/10.2175/193864701790902851.
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Gabriel, Omari, and Dennis Lupiana. "Implementation of ICT Strategic Plans in Public Organizations of Developing Countries." International Journal of ICT Research in Africa and the Middle East 7, no. 2 (July 2018): 31–47. http://dx.doi.org/10.4018/ijictrame.2018070103.
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This article describes how many public organizations today are embracing ICT; the use of ICT has become widespread in every aspect of the organizations' endeavors in supporting and evolving public service delivery. The widespread use of ICT has caused a serious reliance on ICT, which in this atmosphere involves business reengineering, change of organization culture which requires good management. ICT strategic plans as a managerial tool will rationalize ICT solutions and coordinate all efforts. It is noticed that public organizations in Tanzania are marginally use ICT; therefore, this article identifies internal control mechanisms and ICT challenges that affect ICT strategic plan implementation. Four public organizations were chosen and 24 respondents were interviewed from these organizations. Analysis of data showed both internal control mechanisms and ICT strategic plan executor capabilities affects ICT strategic plans implementation. Lastly, this article recommends public organizations to put in internal control mechanisms for successfully implementing ICT strategic plans as well as to address executor issues.
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Bachmann, Peter, Simon Ammann, Beat Kunz, and Alfred Rupf. "Moderne forstbetriebliche Planung | Modern forest management planning." Schweizerische Zeitschrift fur Forstwesen 153, no. 5 (May 1, 2002): 184–89. http://dx.doi.org/10.3188/szf.2002.0184.
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With the inception of a two-step forestry plan, forest management planning takes on a new, more important, meaning. The new plan aims to optimise production performance in forestry enterprises and is strongly oriented towards economic considerations. In the medium term the emphasis is on strategic planning and operative planning takes place within the annual plan. The content of modern forest management planning is very different to prevailing management plans and calls for new solutions. The examples of forest enterprises of the City of Winterthur(2000 ha) and the Exchequer of Württemberg (5200 ha) serve to show how – apart from traditional policies – a business plan in accordance with modern management doctrine becomes the main steering instrument. In smaller forest enterprises it probably makes good sense to convert the business plan into a strategic planning instrument with a strong economic orientation which, in addition to sovereign considerations, strongly builds on the goals of ownership. Strategic planning will be an important task for the manager. The influence of the state is limited to those aspects which concern binding regulations in the public interest. The supply of information needs to be partially re-regulated with regard to survey levels, accuracy, repartition of coasts and responsibilities.
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Araya Leandro, Arnoldo. "Modelos de planeación estratégica en las empresas familiares (Models of strategic planning in the family business)." TEC Empresarial 11, no. 1 (April 21, 2017): 23. http://dx.doi.org/10.18845/te.v11i1.3093.
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<p><strong>RESUMEN</strong></p><p>Esta investigación presenta una revisión de la literatura sobre los modelos de planeación estratégica en las empresas familiares. La planeación estratégica en la empresa familiar es un proceso de diagnóstico, metódico, introspectivo y colectivo, de toma de decisiones, con relación a las actividades actuales y el rumbo que la familia empresaria debe tomar en el futuro para ajustarse a los cambios y demandas del entorno y de su estructura familiar, lo cual ayudará a su continuidad con el paso del tiempo, con resultados empresariales exitosos.</p><p>Toda empresa familiar desea que la familia permanezca como dueña del negocio de generación en generación, para ello se debe planear qué van a hacer para que este deseo se convierta en realidad. Este plan no puede ignorar el plan estratégico de la empresa ni el plan estratégico de la familia, con el fin de que ambas logren, en forma conjunta, las metas que se proponen. Existen varios modelos de planeación estratégica en las empresas familiares que ayudan a la continuidad del negocio familiar.</p><p> </p><p><strong>ABSTRACT</strong></p><p>This research presents a literature review on models of strategic planning in family businesses. Strategic planning in family business is a decision-making diagnostic process, methodical, introspective and collective, about the current activities of the family business, and the path it should take in the future to adjust to the changes and demands of the environment and the family structure, in order to keep the continuity over time with successful business results.</p><p>Every family company that wants the family to remain as owner of the company from generation to generation, should plan what they will do to make it possible. This plan cannot ignore the strategic business plan and the strategic family plan, so that both jointly achieve the goals proposed.</p>
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Pelawi, Dewan, Franky Franky, Charles Willy, and Bobby Irwanza. "Perencanaan Strategi Sistem dan Teknologi Informasi pada PT. Tripuri Mitra Nobelindo." ComTech: Computer, Mathematics and Engineering Applications 2, no. 1 (June 1, 2011): 341. http://dx.doi.org/10.21512/comtech.v2i1.2763.
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Competitions faced by companies are some obstacles in achieving the business objectives to maintain the company's growth and survival. The use of information technology trend requires companies to use it in order to compete with competitors. Strategic planning of information system (IS) and information technology (IT) which refer to business strategy should be customized to the company's business processes. The process of finding a future application portfolio is preceded by the discovery of business strategy, IS/IT strategy managemen and IT strategy. The method used is the strategic planning of information system and information technology of Ward and Peppard. The discovery of business strategy through internal and external analysis of the company is done using tools: PEST, SWOT, Porter's five competitive model, Value chain, and CSF. The analysis of the current information systems helps determine the proposed IS and IT plan. The result achieved is strategic system plan and information technology that are appropriate to the company in achieving its business goals.
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Baskoro, Ringga Gilang. "INFORMATION TECHNOLOGY STRATEGIC PLAN USING WARD AND PEPPARD METHOD (CASE STUDY DIPLOMA PROGRAM OF BOGOR AGRICULTURAL UNIVERSITY)." Jurnal Penelitian Pos dan Informatika 9, no. 1 (October 1, 2019): 13. http://dx.doi.org/10.17933/jppi.2019.090102.
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<span lang="EN-US">Vocational college Bogor Agricultural University (IPB) have utilized information technology (IT) to support business process. The problem is that existing information technology has not been effective in supporting the main business process. Data processing and information systems become one of the things that need to be improved. To apply information technology to align with the needs of business processes required a plan to minimize the occurrence of failure in the implementation phase. As the guidance and direction of IT Operation in each organization, IT Strategic Plan plays the very important role in organization. Many IT projects fail since there was no adequate IT planning. The stages of IS strategy formulation are performed based on Ward & Peppard framework. IS and IT strategic plan formulated in this study consist of some components such: application portfolio, IT management and architecture recommendation in Vocational college Bogor Agricultural University (IPB). This study results of IT strategic plan formulation for Vocational College Bogor Agricultural University (IPB).</span>
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Cristancho Triana, Gerson Jaquin, Fabian Arley Ninco Hernández, Yezid Alfonso Cancino Gómez, Laima Catherine Alfonso Orjuela, and Pedro Elías Ochoa Daza. "Aspectos clave del plan de negocios para emprender en el contexto colombiano." Suma de Negocios 12, no. 26 (January 29, 2021): 41–51. http://dx.doi.org/10.14349/sumneg/2021.v12.n26.a5.
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Entrepreneurs require business plan models academically validate that allow the correct structuring of business ideas, therefore the aim of this paper is to determine the most relevant components should have to include in a business plan from the expertise and perception both academics and graduated community, that favor the establishment of nascent ventures. It was developed descriptive and correlational research, non-experimental, transversal with a quantitative approach, 440 surveys were answered by academics, university students, and professional graduated. The results indicate that the legal component is the most relevant because to the legal context concerning the creation of a company, followed by the financial module due to the implications in the protection of shareholders and the possible risks and obligations; It should be noted that for academics, the logistics component is more relevant, In contrast, graduate professionals consider the strategic, the sales and marketing components be more significant.
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Kuharskaya, Natalia. "FOREIGN EXPERIENCE OF STRATEGIC PLANNING FOR REGIONAL DEVELOPMENT." Economic Analysis, no. 30(1, Part 1) (2020): 118–25. http://dx.doi.org/10.35774/econa2020.01.01.118.
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Introduction. The strategic goals of socio-economic development of the regions of Ukraine, which were set in numerous concepts, strategies, programs and other strategic documents, both at the state and regional levels, were not achieved. This is due to the lack of interconnectedness of these documents, the mechanism of control over their implementation and inconsistency with the real needs of the regions. Goal. The aim of the study is to reveal the organization of strategic planning of regional development in France, Germany, USA, Canada and Japan, which may become the basis for further, more thorough, strategic planning of regional development in Ukraine. Results. The creation and implementation of the French regional development strategy is seen as an ongoing process with an emphasis on restructuring the regions, maximizing their potential, supporting small and medium-sized businesses by coordinating the state plan with private business and coordinating their interests with the state. Considerable attention is paid to the ecological component of development at the meso level. The main requirements of strategic planning in Germany are: consensus of economic interests of major regional stakeholders; identification of specific participants in the strategic planning process, coordinators and users of the achieved results; establishing clear priorities in the development of the territory provided with resources; the adequacy of the coordinator's organizational structure in relation to the process of achieving the stated goals in the strategic plan. Strategic planning of regional development in the United States is based on total computerization, based on a single network of nine economic regions of the country, which is the basis for a comprehensive approach to regulating regional development in accordance with national strategy, establishing the format of effective plans and reports and procedures. in case of non-compliance, personal responsibility for achieving results. In Canada, it is important in strategic planning to test the tools provided for in the strategic plan in certain territorial areas of administrative entities. The mechanism for implementing strategic planning in Japan is based on a strong focus on achieving group goals, whereby the central government determines the range of tools for regional development, regional bodies are responsible for its implementation, and private business plans its activities based on national strategy indicators. Improving foreign experience should be built taking into account the specifics of our country.
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Prasetiawan, Iwan. "IT Master Plan." Ultima InfoSys : Jurnal Ilmu Sistem Informasi 10, no. 1 (August 30, 2019): 1–8. http://dx.doi.org/10.31937/si.v10i2.895.
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The rapid development of business, supported by technological developments that are not less rapid, it requires a strong and precise alignment between business strategies or organizations with the Information Systems (IS) strategy and Information Technology (IT)strategies as supporters. An IT strategy plan includes many aspects, covering several aspects which include aspects of technology architecture,roadmap / work plan, and supporting standards for its implementation. This Guidelines for Preparation and Implementation of the IT MasterPlan, explains the methods and main steps in managing and implementing IT strategy to support the implementation of the main tasks and the achievement of the strategic objectives of an organization or company. An important aspect that concern to the author is the importance of organizational and management involvement. Which is a key aspect of the planning process, together to ensure that all IS components have the same goals and direction as the business so it is easy to identify organizations that have not aligned. The logical relationship between business strategy and IT strategy does not usually occur directly, but through an intermediary for determining the IS Strategy, the strategy must be able to translate business strategies into the perspective of data and information flow to finally determine the information and communication technology work plan up to the specified year compiled in an IT Master Plan.
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Butuner, Dr Hakan, Sinem Yilmaz Aslan, and Ahmet Koklu. "Development of an Entrepreneurial Small Business’ (Abler by Robomedika’s) Strategic Plan by Shortened Systematic Strategic Planning (SSP)—Case Study." International Business & Economics Studies 1, no. 1 (March 4, 2019): 1. http://dx.doi.org/10.22158/ibes.v1n1p1.
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<p><em>As many sources exhort managers to “think strategically”</em><em>,</em><em> only a few addresses how to make this happen. Shortened </em><em>S</em><em>ystematic </em><em>S</em><em>trategic </em><em>P</em><em>lanning (SSP) consists of a pattern of step-wise procedure for straight-forward planning, and the fundamentals involved in any strategic planning project. The use of shortened SSP is more suitable for the development of strategic plans for small- and medium-size businesses. SSP has been applied to and tested on different businesses’ subject issue and has been generated by the composition of the cause-and-effect relations of them. </em></p><p><em>The intention here is to provide a new perspective and benefit for the strategic planners by introducing this new systematic methodology and demonstrating its implementation on an entrepreneurial and new business called Abler. Accordingly, let shortened version of SSP easily understood and universally applied to any small- and medium-size businesses. You are guided how to identify in what circumstances you might use its specific tools and how to target them directly at achieving effective results. The data that are used in this case are fictitious and only help for this study. Though, the given case does not cover all the steps of a typical SSP and use all the recommended techniques, it still reflects the basics. </em></p>
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P. Afthonidis, Evangelos, and George D. Tsiotras. "Strategies for business excellence under an economic crisis." TQM Journal 26, no. 6 (October 7, 2014): 610–24. http://dx.doi.org/10.1108/tqm-10-2012-0078.
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Purpose – The purpose of this paper is to reveal the appropriate course of actions of any executive toward attaining business excellence, under the limitations and particular conditions that arise in an economic crisis environment. Design/methodology/approach – This paper takes the approach of an extended literature review. Findings – Business excellence is an ideal path for any enterprise which seeks the attainment of a strong competitive advantage in times of economic crisis. This path, through the implementation of the principles of Total Quality Management, leads to a strategic plan that helps the enterprise not only to survive but also to strengthen its position while exploiting opportunities that arise during the recession. The basic elements of such a plan are the satisfaction of all customers and stakeholders, the quest for innovation and the implementation of an aggressive policy in marketing and investments. Toward this target, the most crucial elements are the involvement of the management and, second, the commitment and efforts of all human resources. Practical implications – The business community and specifically the higher management of any company could reformulate its strategic plan according to the findings of this survey, in order to gain a sustainable competitive advantage over competition. Originality/value – On the basis of extended literature review, there has been no research work to connect the strategic thinking of enterprises and their management with business excellence in times of economic crisis, which is attempted in this paper. The added value of attaining this goal during harsh times should be a beacon for the higher management in its quest for sustainable competitiveness.
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Hagan, Linda M. "Building The Case For Educating Business Leaders On The Importance Of Public Relations." American Journal of Business Education (AJBE) 4, no. 8 (July 27, 2011): 43–48. http://dx.doi.org/10.19030/ajbe.v4i8.5301.
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An organizations well-developed strategic plan and reputation can crumble in minutes if it mishandles key communications, particularly during crises. Todays leaders need to appreciate the value of professional public relations and how it helps organizational effectiveness by building strategic relationships, maintaining a favorable reputation, minimizing damage from crisis, and generating revenue. Graduate business schools, educating future business leaders, need to include strategic communication and public relations as part of the required curriculum. This paper makes a case for educating business leaders on the importance of public relations as a critical management function.
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Abou-Moghli, Azzam A. "Significance of Strategic Management in the Development of International Businesses-A Visionary Approach." International Journal of Business Administration 9, no. 5 (August 3, 2018): 71. http://dx.doi.org/10.5430/ijba.v9n5p71.
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Organizations face endless obstacles for the protection of current marketplace and market shares. Strategic management act as a contributing factor to make stream of movements towards sustainable successive operational business development in the international business. Therefore, the present study has discussed the significance of strategic management in the development of international businesses. The study results have shown that existing financial institutions are improved and new firms within international market are emerged as a result of rapid development of financial market. The successful transition for initiating tactical adjustments on the basis of preconceived scenarios is guaranteed through the integration of acts of strategic development. Moreover, the development of strategic plan needs a great deal of strategic thinking to bring the organization’s aim to fruition. The goals of strategic marketing are achieved by ensuring a strong focus on the customer needs. The marketing tools utilized by majority of the organizations to achieve competitive advantage include; loyal customer relationship, innovation, alliances, and communication. The international strategic management tends to drive strategies of successful businesses within diverse market environment. The results have concluded that organization can gain success by developing strategic alliance with companies of similar field of operation. Moreover, mostly companies have successfully modified and created new expansion strategies to enter the marketplace.
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Majama, Nomsa Sisi, and Tebogo Israel ‘Teddy’ Magang. "Strategic Planning in Small and Medium Enterprises (SMEs): A Case Study of Botswana SMEs." Journal of Management and Strategy 8, no. 1 (February 3, 2017): 74. http://dx.doi.org/10.5430/jms.v8n1p74.
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Although small and medium enterprises contribute immensely to the economy of a country, they are characterised by low performance and high failure rate which is often blamed on lack of resources such as funds, land and skilled labour. Many business management specialists argue that even on the availability of such resources, some SMEs still fail due to lack of strategic planning. Extent literature indicates that formal strategic planning improves business performance as it involves deriving a game plan that enables SMEs to anticipate and respond to the turbulent market by arranging their resources and capabilities accordingly. As such, this research investigates the status of strategic planning by SMEs in Botswana. The study also investigates the perceived value of Strategic Planning by SME owner managers, and the extent of planning as well as identifying the barriers that prevent effective strategic planning. Using semi-structured interviews of 36 Small and Medium firms selected across several sectors, the study finds that strategic planning efforts do exist within SMEs but most of these firms engage in strategic planning activities to a limited extent. The study also finds several barriers, which contribute to lack of strategic planning. For instance, the study finds that most SME owner/managers have limited knowledge in the area of strategic planning. Some indicated that they do not plan because of the size of the business. Whereas some admitted that they still possess the traditional based thinking where most business decisions are based on intuition. The findings of this study have implications for policy decision makers and SME owner managers.
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Feng, Wei, Yong Ma, and Shengliang Deng. "FJ CTS Group: Strategic Restructuring for Turnaround." Asian Case Research Journal 18, no. 01 (June 2014): 199–221. http://dx.doi.org/10.1142/s0218927514500084.
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This case describes how Fujian CTS Group, a state-owned company in Fujian Province, China, transformed from a company suffering from three consecutive years of losses to a profitable conglomerate through strategic restructuring. This case focuses on the whole process of strategic restructuring, including the background of the restructuring, the formulation and implementation of the strategic restructuring plan, as well as the results of the restructuring. FJ CTS group was founded in December 1949 as “Xiamen Overseas Chinese Service”, known as the first travel agency of PR China. After 60 years of development, Fujian CTS Group has developed into a conglomerate with core businesses of travel service, hotel, and tour bus. With the rapid development of China's tourism industry and quick change of business environment, Fujian CTS Group faced fierce competition from many domestic and foreign tourism enterprises, and the company had suffered from three consecutive years of losses since 2003. At the end of 2005, in order to get the company out of financial difficulties and achieve profitability, the board of directors of the group started to work on strategic restructuring program. At the end of 2006, the restructuring plan was completed. In early 2007, the group began the implementation of restructuring plan. Since then, with two years' great efforts, the restructuring of the group had been completed successfully. The company's overall revenue rose steadily, operating performance greatly improved. Until the end of 2009, the total assets of the group reached 13.52 billion Chinese yuan and the three core businesses (travel service segment, hotel segment, and tour bus segment) of the group all achieved good financial performance. The group has achieved turnaround through effective restructuring.
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ACAR, A. ZAFER, and MEHTAP ÖZŞAHIN. "THE RELATIONSHIP AMONG STRATEGIC ORIENTATIONS, ORGANIZATIONAL INNOVATIVENESS, AND BUSINESS PERFORMANCE." International Journal of Innovation Management 22, no. 01 (January 2018): 1850009. http://dx.doi.org/10.1142/s1363919618500093.
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Today’s complex and competitive business environment restricts the managers to plan their futures strategically. Thus, strategic orientation approach is taking the place of traditional approach to strategic management by spreading strategic thinking to the employees like a corporate culture. The aims of this study are to explore the mutual relationships among market orientation, technology orientation, and organizational innovativeness, and to examine the joint effects of those key drivers on firm performance, and to advance the understanding of the role of the strategic orientations of the firms. Due to the general structure of the research model, a questionnaire survey on 161 manufacturing firms has been concluded. According to analysed data a strong relationship between strategic orientations and the firm performance is indicated. Foremost, the results show that product innovation can significantly assist a competitor-oriented firm in improving its financial performance, while a technology-oriented firm improving its growth and market performance.
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Jayasuriya, Rohan, and A. B. Sim. "Strategic planning in hospitals in two Australian States: An exploratory study of its practice using planning documentation." Australian Health Review 21, no. 3 (1998): 17. http://dx.doi.org/10.1071/ah980017.
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Hospitals are under pressure to respond to new challenges and competition. Manyhospitals have used strategic planning to respond to these environmental changes. Thisexploratory study examines the extent of strategic planning in hospitals in twoAustralian States, New South Wales and Victoria, using a sample survey. Based onplanning documentation, the study indicated that 47% of the hospitals surveyed didnot have a strategic or business plan. A significant difference was found in thecomprehensiveness of the plans between the two States. Plans from Victorian hospitalshad more documented evidence of external/internal analysis, competitor orientation and customer orientation compared with plans from New South Wales hospitals. The paper discusses the limitations of the study and directions for future research.
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Sewell, William, Roger Mason, and Petrus Venter. "Strategic alignment of the South African retail sector with the national development plan." Journal of Governance and Regulation 3, no. 4 (2014): 235–351. http://dx.doi.org/10.22495/jgr_v3_i4_c2_p11.
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This paper provides an evaluation of the strategy alignment of the South African retail sector with the National Development Plan (NDP) governance values and objectives. The paper considers the commercial realities which form the framework for retail decision-makers when they address the challenges in aligning their business growth strategies with the regulatory framework of a capable, developmental state. Within that context, the outcomes of a retail stakeholder alignment study of the NDP strategy themes are analysed. The method involved a policy survey of a purposive sample of retail business and governance stakeholders. The survey findings reflect retailer alignment with many NDP regulatory and ‘active citizenry’ strategies, but with strong beliefs that others are not the retail business sector’s governance responsibility.
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Dobbs, Matti F. "Managing Diversity: The Department of Energy Initiative." Public Personnel Management 27, no. 2 (June 1998): 161–74. http://dx.doi.org/10.1177/009102609802700204.
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More and more executives are recognizing that managing diversity is not a quick fix program but a strategic process that must be aligned with the organization's strategic plan and implemented as a part of business objectives. This case study describes the U. S. Department of Energy's (DOE) Diversity Initiative, a strategic process to change the organization's culture to one that values diversity and quality as a part of on-going business. The case discusses the role of human resource management in facilitating the Initiative.