Strategic Planning Outline BUS 475 University Of Pho

Strategic Planning Outlinebus475 Version 71university Of Phoenix Mate

Strategic Planning Outline BUS/475 Version University of Phoenix Material Strategic Planning Outline I. Title Page II. Table of Contents III. Executive Summary IV. Strategic Plan Part 1: New Business Division of an Existing Company; Vision, Mission, and Value Proposition V. Strategic Plan Part 2: SWOTT Analysis – Internal and External Environmental Analysis; Primary Internal Considerations for the Development of a Strategic Plan. VI. Strategic Plan Part 3: Assumptions, Risk and Change Management Plan; Summary of Strategic Objectives; Corporate Social Responsibility: Balanced Score Card and its impact on stakeholders; the Communication Plan VII. Strategies and Tactics Section VIII. Conclusion IX. Reference Page

Paper For Above instruction

The purpose of this paper is to develop a comprehensive strategic plan for establishing a new business division within an existing company, incorporating essential elements such as vision, mission, value proposition, environmental analysis, risk management, stakeholder engagement, and strategic tactics. The plan will lay a foundation for sustainable growth, competitive advantage, and corporate social responsibility, aligning with organizational goals and stakeholder interests.

The first step involves creating the title page, providing a formal introduction to the strategic plan, followed by a detailed table of contents enabling easy navigation through the complex document. An executive summary will succinctly encapsulate the strategic objectives, key points, and expected outcomes, offering stakeholders an overview of the overall plan.

In the initial strategic plan section, the focus will be on defining a new business division within an existing company—perhaps a technology firm expanding into renewable energy. This includes articulating a compelling vision that paints the future aspirations of the division, a mission statement that defines its core purpose, and a value proposition that highlights unique benefits offered to customers and stakeholders. These elements establish the strategic direction and serve as guiding principles.

The subsequent section involves conducting a thorough SWOTT analysis, encompassing internal factors such as organizational strengths and weaknesses, and external factors including opportunities and threats in the market environment. External considerations might include industry trends, competitor actions, regulatory changes, and economic conditions, while internal considerations delve into resources, capabilities, and organizational competencies essential for strategic development.

Moving forward, the plan discusses assumptions underpinning the strategic initiatives, potential risks associated with market entry or expansion, and strategies for change management to ensure smooth implementation. A summary of strategic objectives identifies clear, measurable goals aligned to corporate vision, emphasizing financial performance, customer satisfaction, innovation, and stakeholder engagement.

Corporate social responsibility (CSR) is integrated through the balanced scorecard approach, emphasizing the impact of strategic initiatives on various stakeholder groups including customers, employees, shareholders, communities, and the environment. An effective communication plan ensures transparent, consistent messaging throughout the implementation process, fostering stakeholder buy-in and organizational alignment.

The strategies and tactics section delineates specific initiatives, action plans, resource allocations, timelines, and performance metrics necessary to achieve strategic objectives. These tactical steps will be grounded in data-driven decisions, operational excellence, and continual assessment.

The conclusion will synthesize the strategic plan, reaffirming its alignment with organizational goals and emphasizing the importance of adaptive strategies in the dynamic external environment. Proper referencing of sources from reputable academic and industry publications will underpin the strategic recommendations, ensuring credibility and scholarly rigor.

References

• Porter, M. E. (1996). What is strategy? Harvard Business Review, 74(6), 61-78.
• Kaplan, R. S., & Norton, D. P. (1996). Using the Balanced Scorecard as a Strategic Management System. Harvard Business Review, 74(1), 75-85.
• Thompson, A. A., Peteraf, M. A., Gamble, J. E., & Strickland III, A. J. (2018). Crafting & Executing Strategy: The Quest for Competitive Advantage: Concepts and Cases. McGraw-Hill Education.
• David, F. R. (2017). Strategic Management: Concepts and Cases. Pearson.
• Johnson, G., Scholes, K., & Whittington, R. (2017). Exploring Corporate Strategy. Pearson.
• Barney, J. B., & Hesterly, W. S. (2015). Strategic Management and Competitive Advantage: Concepts and Cases. Pearson.
• Hill, C. W. L., & Jones, G. R. (2012). Strategic Management: Theory: An Integrated Approach. Houghton Mifflin.
• Grant, R. M. (2019). Contemporary Strategy Analysis. John Wiley & Sons.
• Hitt, M. A., Ireland, R. D., & Hoskisson, R. E. (2017). Strategic Management: Concepts and Cases. Cengage Learning.
• Yip, G. S. (2003). Total Global Strategy. Sloan Management Review, 44(1), 71-75.