ࡱ> jRoot EntryRoot Entry FANFk@(Data 1TablekqeMacros @Fk3KFkih  !"#$%&'()*+,-./023456789:;=>?@ABCDEFGHIJKLMNOPQRSTUVWXYZ[\]^_`abcdefglmnopqrstuvwxyz{|}~CompObjjObjectPool3KFk3KFkWordDocument<)VMSDigSig(Author)$1@SummaryInformation( ODocumentSummaryInformation8VBA@Fk3KFkPROJECT   !"#$%&'()*+,-./0123456789:;<=>?@ACDEFGHIJKLMNOPQRSTVXY[]^_`bcefghijklmnopqrstuvwxy{|}~՜.+,D՜.+,X px  /hI Strategic Planning Checklist Title0 8@ _PID_HLINKSA6yGhttp://bookshelf.msn.com/na/msbp/weblinks/redir.asp?vs=00&id=4415022007zGhttp://bookshelf.msn.com/na/msbp/weblinks/redir.asp?vs=00&id=441501726lmmsbp://-r:1A50C2C5/  FMicrosoft Word Document MSWoOh+'0O 8D ` l x Strategic Planning ChecklistMitraMicrosoft Corporationckicr stra_pln.dotporMicrosoft Corporationck11rMicrosoft Word 9.0o@0@W~@e@RnGMVT$mu &&WordMicrosoft Word   @Times New Roman*wgw + - 2  05/13/98   2 w 5 '@"TahomaX +!w*wgwX + - - !6-   2    - - ' - !6-  52  Strategic Planning Checklist       2    - - ' - !l-  - !lI - - !-- !-- !-- !_ -- !_ -- !l-- !l_ -@"Tahoma !w*wgw - 2 = t '2 og This checklist presents a range of small business strategic options proven in hundreds of applications.                       2 on t ' 2  t '- !4-- !4-- !4-- !4-- !4^ -- !6-- !6^ --2  Past 2  a ' 2  a '2  Current 2 1 u '2  Future 2 ' u '2  Strategy 2 O t '2   Probable Co  %2 c nsequences, Risks   2  s '- !-- !-- !-- !-- !-- !-- !-- !-- !-- !-- !^ -- !d-- !d-- !d-- !d-- !d-- !d^ -- 2 ; s ' 2 ; s ' 2 ; s '-42 ; Sample Marketing Strategies      2 ; a '- 2 ; a '- !2-- !2-- !2-- !2-- !2-- !2-- !2-- !2-- !2-- !2-- !2^ -- !34-- !34-- !34-- !34-- !34-- !34^ --2  1. 2  .- 2 p . ' 2 p . '12 p Rationalize distribution.e     2 p a ' 2  a 'M2 , Cut back to most efficient network; look at             '/2  volume, geography, type.    2 1 o ' 2 8 o 'M2 p, Increase profit margins, lower inventories,             '=2 ! some costs go down; may need new v         '22  investment; moderate risk.      2 ! n '- !g-- !g-- !g-- !g-- !g-- !g-- !g-- !g-- !g-- !g-- !g^ -- !i-- !i-- !i-- !i-- !i-- !i^ --2  2. 2  .- 2 l . ' 2 l . '(2 l Develop the market.    2 l e ' 2  e 'D2 & Create demand for a brand new product.           2  r 'G2 l( Very high marketing costs, may increase             'C2 % receivables, impacts profit and loss s          'M2 , statement, hinders cash flow; large expense            '%2  budget; high risks   2  u(2  but high reward if       '2 4  successful.w  2 48 u ' 2 f u '- !c-- !c-- !c-- !c-- !c-- !c-- !c-- !c-- !c-- !c-- !c^ -- !,e-- !,e-- !,e-- !,e-- !,e-- !,e^ --2  3. 2  .- 2  . ' 2  . '%2  Penetrate the mar     2  ket. 2  e ' 2  e 'M2 , Increase market share: lower price, broaden             'G2 0( product line mix, add service and sales           ';2 b  personnel, increase advertising.      2 b e ' 2  e 'G2 ( Increases marketing and sales expenses,          'F2 ' need for working capital, and need for           'D2 & capital investment if capacity grows.           '2 0  Reduces shortt  2 0g -e 2 0s te /2 0~ erm earnings; high risk.      2 0 r '- !-- !-- !-- !-- !-- !-- !-- !-- !-- !-- !^ -- !,-- !,-- !,-- !,-- !,-- !,^ --2  4. 2  .- 2  . ' 2  . 'F2 ' Promote new products to present market.            2  r ' 2  r 'I2 ,) Develop, broaden, or replace products in           'C2 ^% product line, sell to present market.          2 ^ r 'M2 , Lower unit costs; increase inventory, sales            'M2 , volume, profit, and cash flow; some capital            '(2 , investment needed,    .2 , increased development,     'J2 ^* design, and manufacturing costs; moderate             '2   to high risk.a    2 G o ' 2  o '- !-- !-- !-- !-- !-- !-- !-- !-- !-- !-- !^ -- !,-- !,-- !,-- !,-- !,-- !,^ --2 ! 5. 2 ! .- 2  . ' 2  . ';2   Seek new markets, same products.         2  e ' 2 ( e 'C2 Z% Expand existing markets by geography           'F2 ' (abroad) or type for existing products.           2  a 'M2 , Increase sales volume and profit margins as             '%2 ( unit costs drop al     /2 ( nd as new market grows;         '2 Z  higher short  2 ZJ -i 42 ZV term selling costs; modest        'D2 & capital investment, increased working          '(2  capital; high risk.     2  a ' 2  a '- !-- !-- !-- !-- !-- !-- !-- !-- !-- !-- !^ -- !,-- !,-- !,-- !,-- !,-- !,^ --2 O 6. 2 O .- 2 $ . ' 2 $ . 'C2 $% Develop new products for new markets.          2 $ e ' 2 V e 'I2 ) Invest in developing, manufacturing, and          'O2 - marketing products unrelated to product line               '2  for  2   new markets.    2  e 'R2 $/ Will increase sales volume, costs, profits (if              'J2 V* successful); will have same problems as a           'P2 . new business if products unrelated to current              'J2 * line; will need more working capital, may            'I2 ) need new capital investment; increase in           '12   sales and marketing costsn      2    ; high risk.   2    ' 2 P   '- !-- !-- !-- !-- !-- !-- !-- !-- !-- !-- !^ -- !^-- !{ -- !{ -- !{ -- !^-- !{ -- !{ -- !^-- !{ -- !{ -- !^-- !{ -- !{ -- !^-- !{ -- !{ -- !^^ -- !{ ^ -- !{ ^ -Systemw fV    -                           05 *H &0"10 *H 0g +7Y0W03 +70%7)O•0 0 *H H ; ^s4?00)ъĽ5ǛSV0  *H 010U VeriSign Trust Network10U VeriSign, Inc.1,0*U #VeriSign Time Stamping Service Root1402U +NO LIABILITY ACCEPTED, (c)97 VeriSign, Inc.0 970512070000Z 991231070000Z010U VeriSign Trust Network10U VeriSign, Inc.1,0*U #VeriSign Time Stamping Service Root1402U +NO LIABILITY ACCEPTED, (c)97 VeriSign, Inc.00  *H 0. h|,-.  WSu3* [4 Z%}XsjxqX)X^-bXq"X/6MJ;"V~!lJGj6 -Ӵ90  *H :>{թy=q#+(ߌe,ZbVkbEƢ5"r-| CMlX 5ʉp*}a qfbB="2"d$006C!FXF%`0  *H 010U VeriSign Trust Network10U VeriSign, Inc.1,0*U #VeriSign Time Stamping Service Root1402U +NO LIABILITY ACCEPTED, (c)97 VeriSign, Inc.0 970512070000Z 991231070000Z01'0%U VeriSign Time Stamping Service10U VeriSign Trust Network1402U +NO LIABILITY ACCEPTED, (c)97 VeriSign, Inc.10U VeriSign, Inc.10UInternet00  *H 0aGܴ^i b1FI:?xZcEO n06- o' Q`5OTOз,B Ѝ^㖴"IBlӘV.:X"e匫xGBh[-}0  *H m`_i{p+b#D Q#tI'\q5+ൖ苧KsH ڋ %VNGWF8V!&;-%2Λ@GmGv0;~*1+ݰUApF-,~0 0 yfnжneq0  *H 0a10UInternet10U VeriSign, Inc.1301U *VeriSign Commercial Software Publishers CA0 980416000000Z 990416235959Z0]10UInternet10U VeriSign, Inc.1301U *VeriSign Commercial Software Publishers CA1F0DU =www.verisign.com/repository/CPS Incorp. by Ref.,LIAB.LTD(c)961>0<U 5Digital ID Class 3 - Microsoft Software Validation v21 0 UUS10U Washington10URedmond10UMicrosoft Corporation10U Microsoft Corporation0 0  *H  0&dm{AO o*q.S26h5IؖeS zpm̳*02X|k%gw #1_0[0u0a10UInternet10U VeriSign, Inc.1301U *VeriSign Commercial Software Publishers CAyfnжneq0 *H 0 *H  1  +70 +7 10  +70 *H  1UwF\잵-.7ɬ"0 +7 1~0|:8Strategic Planning Checklist>0!\ \ H H H H `!!M)U8H H }:X X)c\ @I!F9:"}:\`0/a[:"qe!qe}:!!Microsoft Business PlannerGo to Article :  HYPERLINK "msbp://-r:1A50C2C5/" Selecting a Marketing Strategy Strategic Planning Checklist Use this worksheet to check off and evaluate the strategies that best fit your business's past, present, and projected future marketing practices. Adjust this form as necessary to meet the needs of your company. Note: When you save this template as a document, note the document's file name and location. To edit the document next time, you must open it using Word. Every time you open this template from Microsoft Business Planner, a new document is created. See Also: HYPERLINK "http://bookshelf.msn.com/na/msbp/weblinks/redir.asp?vs=00&id=441501726"Inc. Online Small Business Resource Index: Marketing Strategy http://www.inc.com/idx/idx_t_Vh.html Inc. Online offers a selection of articles focusing on marketing strategies for small businesses. HYPERLINK "http://bookshelf.msn.com/na/msbp/weblinks/redir.asp?vs=00&id=441502200"Watch Out for Red Flags: How to Appraise Your Marketing Program http://www.edgeonline.com/main/edgemag/archives/how2appraise.shtm This article offers tips for recognizing when a marketing strategy may need revamping. Dearborn Financial Publishing, Inc. 1998, The Market Planning Guide, 5th Edition, by David H. Bangs, Jr., published by Upstart Publishing Company.  Strategic Planning Checklist This checklist presents a range of small business strategic options proven in hundreds of applications. Past CurrentFutureStrategyProbable Consequences, RisksSample Marketing StrategiesRationalize distribution. Cut back to most efficient network; look at volume, geography, type. Increase profit margins, lower inventories, some costs go down; may need new investment; moderate risk.Develop the market. Create demand for a brand new product.Very high marketing costs, may increase receivables, impacts profit and loss statement, hinders cash flow; large expense budget; high riskbut high reward if successful. Penetrate the market. Increase market share: lower price, broaden product line mix, add service and sales personnel, increase advertising. Increases marketing and sales expenses, need for working capital, and need for capital investment if capacity grows. Reduces short-term earnings; high risk.Promote new products to present market. Develop, broaden, or replace products in product line, sell to present market.Lower unit costs; increase inventory, sales volume, profit, and cash flow; some capital investment needed, increased development, design, and manufacturing costs; moderate to high risk. Seek new markets, same products. Expand existing markets by geography (abroad) or type for existing products.Increase sales volume and profit margins as unit costs drop and as new market grows; higher short-term selling costs; modest capital investment, increased working capital; high risk. Develop new products for new markets. Invest in developing, manufacturing, and marketing products unrelated to product line for new markets.Will increase sales volume, costs, profits (if successful); will have same problems as a new business if products unrelated to current line; will need more working capital, may need new capital investment; increase in sales and marketing costs; high risk.  Sample Marketing StrategiesRationalize market. Prune back to most profitable segments, higher volume segments; concentrate marketing focus. Reduce sales volume, increase profit margins, lower working capital needs, increase cash flow as percent of sales, decrease receivables; willingness to accept lower sales totals; moderate risk.Maintain products and market share. Business continues as before; same products, same markets.Increase at industry growth rate with stable, short-term profit margins; decrease working capital and increase cash throw off overtime; may lower unit costs; investment in strategies to hold position; low risk. Cut costs. Reduce costs uniformly through management edicts.Increase profit margins, achieve lowest possible return of all efficiency strategies; needs excellent implementation to apply intelligently; moderate risks due to arbitrary nature of cutbacksmay have invidious consequences. Abandon unit. Sell or liquidate unit because it doesnt fit in with companyor because it is worth more to someone else. Improve cash flow from sale of assets, create possible morale problem in rest of organization; low risk.Sample Financial StrategiesRationalize product line. Narrow profit line to most profitable items.Reduce sales volume, improve working capital, profitability, may lead to underutilizing assets in short term; hard to give up old winners; low to moderate risk. Pure survival. Hunker down to meet most adverse conditions by eliminating or paring down some aspects of the business.Reduce sales volume, considerably reduce costs, improve ROI short term, improve cash flow temporarily; courage needed, moderate risk due to possible loss of market share, some danger from creditors and other trade sources. Pause in action. Slow down or establish a one-year moratorium on new capital investment; normal maintenance of business. No effect on sales short term, may disrupt growth plans, weaken business over long term, decrease sales and earnings if pause is too lengthy; courage and large measure of steadfastness; low risk.Sample Production StrategiesImprove technology. Improve operating efficiency through technological improvements in physical plant, equipment, or processes.Decrease variable costs and increase fixed costsan overall reduction can considerably increase profits, affects sales volume slightly; low to high capital investment; low to moderate risk depending on the extent to which the particular technology is proven.  Sample Operating StrategiesImprove methods and functions. Invest in new ways of doing existing tasks by adding new soft technologies: for example, new patterns of work flow, CAD/CAM, production planning, inventory control, etc., to improve effectiveness and/or efficiency. Improve operating performance, improve functional rather than product costs; expense investment; creative thinking needed; low to moderate risk.  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