Process-based Strategic Planning by Rudolf Grünig

By Rudolf Grünig

A company's techniques outline its destiny path, specifying not just audience positions for a few years to come back, but in addition the most important aggressive benefits either on the point of marketplace deals and of assets. constructing destiny ideas is a crucial and intricate job, that's the center factor during this booklet. After a brief advent to strategic making plans, a heuristic method for selecting destiny ideas is gifted. This technique is split into 8 steps, and for every of those steps, particular techniques for problem-solving are supplied and illustrated via many concrete examples. the hot version is improved.

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If there is too much divergence from the strategic plans and their implementation, or if the premises behind the strategies do not correspond to reality, then planning must begin again. Although the three stages form a single process, they do not take place consecutively; there is considerable temporal overlapping. For example, stages two and three, implementation and strategic control, will obviously take place simultaneously. This overlapping in time means that there is an interplay between the three separate tasks, with each influencing the other two.

Strong positions mean substantial market shares in the served markets or market niches. The attractiveness of markets depends on their size, growth rate and intensity of competition. ƒ Long-term competitive advantages in market offers. Strong market positions can be gained in different ways. These include better prod- 10 Idea of strategic planning uct quality, recognizably better customer services, more effective or intensive advertising, long-term price advantages etc. ƒ Long-term competitive advantages in resources.

Because of the product life cycle, R. Grünig and R. 1007/978-3-642-16715-7_2, © Springer-Verlag Berlin Heidelberg 2011 15 16 Idea of strategic planning turnover or contribution margin tend to reduce over time. By comparing projected future figures with what would be necessary to ensure the survival of the company, a crucial gap can be identified. 2 shows how this is done. While gap analysis identifies the gap which needs to be bridged, it offers no clues as to how this can be done. 3 we see that the gap in turnover or contribution margin can be closed with an improved market penetration, with new customers for existing products, with new products for existing customers, or with new products for new customers.

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