How to Start Your Strategic Planning Session Off on the Right Foot

2020 ◽  
Vol 2020 (169) ◽  
pp. 6-8
Author(s):  
Cynthia Jarboe
Keyword(s):  
Strategic Planning ◽  
The Right ◽  
Planning Session

scholarly journals Strategi Marketing Public Relations Kopi Kenangan dalam Membangun Brand Awareness

Prologia ◽  
2021 ◽  
Vol 5 (1) ◽  
pp. 175
Author(s):  
Scelly Alvionita Chayadi ◽  
Riris Loisa ◽  
Sudarto Sudarto
Keyword(s):  
Strategic Planning ◽  
Public Relations ◽  
Planning Process ◽  
Brand Awareness ◽  
High Quality ◽  
Coffee Shop ◽  
Strategic Planning Process ◽  
Data Collection Technique ◽  
The Right ◽  
Public Relations Strategy

The rapid growth of the coffee business in Indonesia especially JABODETABEK, has resulted in very tight competition for entrepreneurs in the coffee sector, this has made coffee shop entrepreneurs have to be able and must have the right strategy in dealing with this competition. The purpose of this study is to determine the Marketing Public Relations strategy of Kopi Kenangan in building brand awareness for the last 3 years. The theory used in this research is Whalen's 7 step Strategic Planning Process. The method used in this research is qualitative with the case study method. The data collection technique used was in-depth interviews. The results of this study indicate that the Marketing Public Relations of Kopi Kenangan wants to instill the mindset of "Affordable with High Quality Coffee" into the minds of consumers by using the Marketing Public Relations strategy consisting of pull, push and pass carried out by PR & Communications Kopi Kenangan. So that the process of maintaining brand awareness starts from not realizing the original brand of Kopi Kenangan, to the peak of the mind which means the success of Kopi Kenangan as a coffee brand that is able to develop and compete.Pesatnya pertumbuhan bisnis kopi yang ada di Indonesia terutama JABODETABEK sehingga menimbulkan persaingan yang sangat ketat bagi para pengusaha bidang kopi, hal tersebut membuat para pengusaha kedai kopi harus mampu dan harus mempunyai strategi yang tepat dalam menghadapi persaingan tersebut. Tujuan dari penelitian ini adalah mengetahui strategi Marketing Public Relations Kopi Kenangan dalam membangun brand awareness selama 3 tahun terakhir. Teori yang digunakan dalam penelitian ini adalah Whalen’s 7 step Strategic Planning Process. Metode yang digunakan dalam penelitian ini adalah kualitatif dengan metode studi kasus. Teknik pengumpulan data yang digunakan adalah wawancara mendalam (depth interview). Hasil penelitian ini menunjukan bahwa Marketing Public Relations Kopi Kenangan ingin menanamkan mindset “Affordable with High Quality Coffee” kedalam benak konsumen dengan menggunakan strategi Marketing Public Relations yang terdiri dari pull, push and pass yang dilakukan oleh PR & Communications Kopi Kenangan. Sehingga proses untuk mempertahankan brand awareness yang dimulai dari tidak menyadari merek awal Kopi Kenangan berdiri, sampai pada puncak pikiran yang berarti keberhasilan Kopi Kenangan sebagai brand kopi yang mampu berkembang dan bersaing.

scholarly journals 7.6. Use of marketing tools in strategic planning and controlling the sales activities of an oil company

2021 ◽  
pp. 171-177
Author(s):  
Т.Б. Лейберт ◽  
Э.А. Халикова ◽  
S.V. Davletova
Keyword(s):  
Strategic Planning ◽  
Development Strategy ◽  
Business Performance ◽  
Governance System ◽  
Business Goals ◽  
Controlling System ◽  
Corporate Governance System ◽  
Strategic Goals ◽  
The Right ◽  
Oil Company

Одним из важных аспектов в системе корпоративного управления вертикально-интегрированной нефтяной компании (ВИНК) является система стратегического планирования и контроллинга, основанная на целеполагании, выборе стратегических инициатив и ключевых целей бизнеса, ключевых показателей эффективности бизнеса. При этом необходимо понимать, что формирование стратегии развития бизнеса на долгосрочную перспективу в нефтяной компании невозможно без учета маркетинга, выступающего в качестве инструментария и информационной среды для обоснования и правильного выбора стратегических целей, а также для составления стратегического плана и организации его контроля. One of the important aspects in the corporate governance system of a vertically integrated oil company is the strategic planning and controlling system based on goal setting, the choice of strategic initiatives and key business goals, and key business performance indicators. At the same time, it is necessary to understand that the formation of a business development strategy for the long term in an oil company is not possible without taking into account marketing, which acts as a toolkit and information environment for justifying and choosing the right strategic goals, as well as for drawing up a strategic plan and organizing its control.

scholarly journals Stages of Using Ward and Peppard Methods in Information System Strategic Planning

2021 ◽  
Vol 3 (1) ◽  
pp. 78-86
Author(s):  
Anggy Giri Prawiyogi ◽  
Aang Solahudin Anwar
Keyword(s):  
Strategic Planning ◽  
Information Management ◽  
Business Strategy ◽  
Management Process ◽  
It Infrastructure ◽  
Work Efficiency ◽  
Process Automation ◽  
Doing Business ◽  
The Right ◽  
A Company

In an organization, there are three main targets for the application of information systems and information techniques that will be applied. In the information management process, automation is needed. This will help work efficiency. It is necessary to fulfill the need for information that will be used in decision making in management to increase effectiveness. There needs to be a change in the style and way of doing business in the company in order to increase competitiveness with competing companies. The goals or goals of a company and strategies in IT will enable us to achieve the 3 targets above, therefore it is necessary to have the right organizational business strategy that leads to the company's goals, as well as support that comes from designing IT infrastructure that is in accordance with the organization's business strategy in IT strategy.An understanding of the organization's business strategy needs to be mastered in order to be able to develop an appropriate IT strategy so that it can be a supporter of achieving the company's vision and mission. The ward and peppard methodologies will be used in the explanation of the following IT/IS strategic planning stages.  

Enhancing the Preparedness of SMEs for E-Business Opportunities by Collaborative Networks

2011 ◽  
pp. 254-270
Author(s):  
Heiko Duin ◽  
Klaus-Dieter Thoben
Keyword(s):  
Strategic Planning ◽  
Automotive Industry ◽  
Impact Analysis ◽  
Virtual Organisations ◽  
Collaborative Networks ◽  
Business Opportunity ◽  
Organisational Form ◽  
Business Opportunities ◽  
The Right

This chapter introduces virtual Organisations (VOs) as a special organisational form of collaborative networks of SMEs to conduct E-Business projects. VOs are normally not created from scratch, but instantiated from a strategic network or pool of enterprises. This enhances the preparedness of participating members when an E-Business opportunity occurs. The underlying strategic network acts as a breeding environment for the VOs. Therefore, it is called a VO Breeding Environment (VBE). Examples from the automotive industry are illustrating the development and needs of this concept. Strategic planning is important for such a network in order to increase chances of occurring business opportunities. The remainder of this chapter shows how scenario-oriented methods such as cross-impact analysis can be used to support a collaborative strategic planning in such networked organisations. The application of such methods allows long-term foresight and the anticipation of the right technological, financial and business oriented decisions.

Managing the Land Administration Process

2000 ◽  
Author(s):  
Peter Dale ◽  
John McLaughlin
Keyword(s):  
Strategic Planning ◽  
Limited Range ◽  
Management Control ◽  
Sufficient Information ◽  
Operational Control ◽  
Management Skills ◽  
Land Administration ◽  
Course Of Action ◽  
Routine Tasks ◽  
The Right

Technology rarely poses the major concerns in any effort to build and sustain an effective land administration infrastructure. Rather, the core challenges tend to be related to management issues, as will be discussed in this chapter. Management was described in our earlier book as the art and science of making decisions in support of certain perceived objectives. Like politics, it is the art of achieving the possible, the ability to get things done. Management skills are needed in order to implement policy decisions and to meet the objectives set for any organization. Good management seeks to do this in an optimum fashion—perfect solutions never arise. Management entails extrapolating trends from a limited range of facts—sufficient information is never available for decisions to be made with certainty as to their outcome. Better information will however bring about a better understanding of any system and hence create the possibility for its better operation. Information is needed to: 1. monitor what is going on so that areas where decisions need to be made can be identified; 2. help evaluate alternative strategies for dealing with the problems or opportunities that have been identified; 3. assist in selecting the right course of action; and 4. facilitate the implementation of whatever has been decided. Management operates at all levels from the personal to the institutional; for instance all individuals need to practise self-management in order to achieve their optimum personal goals. More particularly, management within an organization operates at three key levels—strategic planning, management control, and operational control. Strategic planning is the process whereby decisions are made on an organization’s objectives, including where the organization should position itself to cope with future trends and markets. Operational control involves the day-to-day processes of ensuring that routine tasks are carried out efficiently and effectively. Management control is the interface between these two, ensuring that adequate resources are secured, either in terms of people, money, or equipment, to achieve the organization’s mission and objectives.

Enhancing the Preparedness of SMEs for E-Business Opportunities by Collaborative Networks

2010 ◽  
pp. 30-45
Author(s):  
Heiko Duin ◽  
Klaus-Dieter Thoben
Keyword(s):  
Strategic Planning ◽  
Automotive Industry ◽  
Impact Analysis ◽  
Virtual Organisations ◽  
Collaborative Networks ◽  
Business Opportunity ◽  
Organisational Form ◽  
Business Opportunities ◽  
The Right

This chapter introduces virtual Organisations (VOs) as a special organisational form of collaborative networks of SMEs to conduct E-Business projects. VOs are normally not created from scratch, but instantiated from a strategic network or pool of enterprises. This enhances the preparedness of participating members when an E-Business opportunity occurs. The underlying strategic network acts as a breeding environment for the VOs. Therefore, it is called a VO Breeding Environment (VBE). Examples from the automotive industry are illustrating the development and needs of this concept. Strategic planning is important for such a network in order to increase chances of occurring business opportunities. The remainder of this chapter shows how scenario-oriented methods such as cross-impact analysis can be used to support a collaborative strategic planning in such networked organisations. The application of such methods allows long-term foresight and the anticipation of the right technological, financial and business oriented decisions.

scholarly journals Identification, analysis and improvement of red meat supply chain strategies considering the impact of COVID-19 pandemic: a hybrid SWOT-QSPM approach in an emerging economy

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Farshid Riahi Dorcheh ◽  
Seyed Hossein Razavi Hajiagha ◽  
Misagh Rahbari ◽  
Vahid Jafari-Sadeghi ◽  
Hannan Amoozad Mahdiraji
Keyword(s):  
Supply Chain ◽  
Strategic Planning ◽  
Protein Product ◽  
Red Meat ◽  
Competitive Strategies ◽  
Content Type ◽  
The Right ◽  
The Impact ◽  
Beef Supply Chain

PurposeIn recent years, and especially during the coronavirus disease 2019 (COVID-19) pandemic, the significant role of agriculture, specifically red meat, in household consumption has been increased. On the other hand, the lack of proper policymaking in the production and pricing of red meat and the lack of a comprehensive study on the beef supply chain has led to a reduction in the role of this protein product in the household food basket. Thus, in this research, comprehensive strategic planning considering the effect of the COVID-19 pandemic has been illustrated to overcome the aforementioned problems.Design/methodology/approachTo study the intended objectives, first, using qualitative methods, the strengths, weaknesses, opportunities and threats (SWOT) to the studied company's supply chain in Iran were identified and then using the SWOT-Quantitative Strategic Planning Matrix (QSPM) technique, the surrounding strategies have been analysed.FindingsThe results indicate that the most important strength of the studied company is the “access to the red meat market of the retirement plan”; the most important weakness is the “lack of required and on-time funding, especially in the condition of the COVID-19 pandemic”; the highest-ranked opportunity is the “access to banking facilities” and the main threat to the company is the “COVID-19 pandemic limitations and health protocols”. In the same vein, by examining the attractiveness score of internal and external factors, it was observed that diversity and competitive strategies would have a higher priority. Finally, the QSPM illustrated that activating the full capacity of existing infrastructure has the highest priority.Originality/valueAccording to the red meat supply chain and the link amongst different market levels, identifying, analysing and improving the beef supply chain is of particular importance. One of the threats facing the international community is the emergence of events such as the COVID-19 pandemic, which requires businesses to choose the right strategy to deal with the issue. Therefore, the main distinction of this study is to identify, analyse and improve the red meat supply chain of a real case due to the condition of the COVID-19 pandemic.

scholarly journals Strategi Pengembangan Usaha Kedai Kopi “Kandera Coffee” Denpasar Bali menggunakan Metode Swot dan QSPM

2021 ◽  
Vol 9 (2) ◽  
pp. 228
Author(s):  
Komang Listia Damariyanti ◽  
Amna Hartiati ◽  
I Wayan Gede Sedana Yoga
Keyword(s):  
Strategic Planning ◽  
Development Strategy ◽  
Service Industry ◽  
External Factors ◽  
Coffee Shop ◽  
Food And Beverage ◽  
Factor Evaluation ◽  
Priority Order ◽  
The Right ◽  
Internal And External Factors

The rapid growth in the food and beverage service industry has also triggered the growth of new various concepts of business, one of which is the coffee shop. One of the coffee shop in Denpasar, namely Kandera Coffee, which has only been established since May 2020, doesn’t know yet the right strategy for developing their business. This study aims to determine the quadrant position of the Kandera Coffee shop when viewed through internal and external factors using the Internal-External Matrix and determine the appropriate priority development strategies for the the Kandera Coffee shop business. The methods used are SWOT and Quantitative Strategic Planning Matrix (QSPM). The research data were obtained from 5 expert respondents. The results showed that Kandera Coffee had 7 strengths, 5 weaknesses, 5 opportunities and 4 threats. Internal factors that influence the strength factor in the development of the Kandera Coffee business, namely the consistency of the taste of the product and service (0.29) and the weakness factor, namely the layout of Kandera Coffee shop is less ergonomic (0.13) and not very well known to the public (0, 13). While the external factors that influence the opportunity factor, namely build good relationship with customers (0.36) and the threat factors that influence, namely the level of coffee shop competitors is getting higher (0.34). The position of the Kandera Coffee shop is in cell V (five). This position is (hold and maintain) keep and maintaining with score the Interal Factor Evaluation (IFE) is (2.20) and External Factor Evaluation (EFE) is (2.56). Cell V consists of market penetration strategies and product development. The strategic priority order obtained based on the QSPM matrix is to provide the best service to customers (4,94), expand marketing on advertising and social media (4,87), improve product quality and maintain consistency of taste (4.63), develop a cozy coffee shop concept (4,61), give discounts to customers (4,59), and add a variety of coffee and food menus (4,10). Keywords :  business development strategy, coffee shop, Quantitative Strategic Planning Matrix (QSPM), SWOT

scholarly journals METHOD OF ASSESSMENT OF INFORMATION AND CONTROL DECISION SUPPORT SYSTEMS OF THE PRODUCTS FOR VIRTUAL INSTRUMENT-MAKING ENTERPRISE BASED ON THE SPIRAL MODEL OF THE PRODUCT LIFE CYCLE

2016 ◽  
Vol 2 ◽  
pp. 18-27 ◽  
Author(s):  
Andrii Sobchak ◽  
Igor Shostak ◽  
Olga Popova
Keyword(s):  
Life Cycle Assessment ◽  
Life Cycle ◽  
Strategic Planning ◽  
Virtual Instrument ◽  
Product Life Cycle ◽  
Instrument Making ◽  
Product Life ◽  
Break Even Point ◽  
The Right ◽  
Spiral Model

In the article it is reviewed and modified a method of product life cycle assessment (LCA) with the help of a new stage ­ "market monitoring", which allows at the stage of strategic planning to identify priorities for product release and production technology design. It is also found that the use of OLAP technology enables to visualize not only the stages of "start-release", but also to assess the necessity of termination of further production, using a developed spiral model of product life cycle assessment for virtual instrument-making enterprises. The developed model have shown that when reaching break-even point it should be the right way to conduct strategic planning, modernize the product in accordance with the consumer needs and give the product a new round or complete the project. Development of such models helps to ensure that the product life cycle for virtual instrument-making enterprises can stretch to infinity.

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