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Strategic Planning and Marketing Oct' 30, 2006


strategic planning principles for continuous renewal. strategic planning assignment choice of 'corporate' library due Nov 7 email me ... – PowerPoint PPT presentation

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Title: Strategic Planning and Marketing Oct' 30, 2006

Strategic Planning and MarketingOct. 30, 2006
  • todays topics
  • marketing client services in the not-for-profit
    environment turning features into benefits
    with Della Paradis
  • strategic planning principles for continuous
  • strategic planning assignment choice of
    corporate library due Nov 7 email me

a design an intention or proposed proceeding a
of or serving the ends of strategy
strategic plan
  • statement(s) of direction for policy action
  • - anticipating the changing environment
  • leading to meaningful change to be achieved in
    2-5 yrs

overall strategic planning cycle
proposing a process for developing the strategic
carrying out the proposal to end up with
the strategic plan to be implemented through
work (action or operational) plans
1 month for you to develop the proposal
6 months for someone to carry out the proposal
and end up with the strategic plan
3 years for management staff to implement the
strategic plan
  • "Would you tell me, please, which way I ought to
    walk from here?
  • "That depends a good deal on where you want to
    get to," said the Cat.
  • "I don't much care where," said Alice.
  • Then it doesnt matter which way you go, said
    the Cat.
  • " so long as I get somewhere," Alice added as
    an explanation.
  • "Oh, you're sure to do that," said the Cat, "if
    you only walk long enough. - Alice in
    Wonderland, by Lewis Carroll, p.63

Planning starts with vision, and vision comes
from reviewing the past and imagining the future
from considering what we want and what world we
are entering.
principles of outcomes-based strategic planning
  • anticipating the future creating a shared,
    preferred, values-based, outcomes-based vision
    (mental image) of how the orgn wishes key
    stakeholders to perceive it
  • by preparing for likely changes
  • through evidence-based situation assessments
  • by means of inclusive, participatory processes
    involving key stakeholders
  • to make risk-taking, good-enough choices
  • for establishing and monitoring priorities for
    the use of resources to serve clients well
    (strategic staffing and strategic budgeting
    i.e., strategic management)

Edmonton Public Library Strategic Plan,
  • introduction
  • our mission
  • our enduring values
  • where we have come from
  • the environment in which we work
  • where we are headed a vision for 1020
  • strategies to take us there

Brantford Public Library Strategic Plan, 2001-2003
  • Executive summary
  • Introduction
  • Mission, values, principles
  • The changing world around us
  • Changes in our society
  • What this means for public libraries
  • Community goals (actions with timelines for each
  • Organizational goals

Toronto Public Library Strategic Plan,
tp_index.jsp see handout
  • Message from the Mayor
  • Welcome to Urban Stories The Next Chapter
  • Our Vision
  • Our First Strategic Plan
  • Engaging Torontos Citizens
  • Key Priorities 2004-2007
  • 1. Books and Culture 2. Low-Income
    Neighbourhoods 3. Newcomers 4. Youth
  • Our Operating Principles
  • Our Mission
  • Our Values

process of outcomes-based strategic planning
  • identify, consult, and involve all stakeholders
    (users, non-users, staff, partners, suppliers,
    vendors, donors, champions, supporters) i.e.,
    those who influence library direction and
    operation those who contribute to library
    outputs those who benefit from library services
  • scan environment external, internal SWOT,
  • prepare mission, vision, and values statements
  • formulate strategic goals and objectives, outputs
    and outcomes (impacts, benefits)
  • political, economic, social, technological,
    demographic, legal aka PEST or STEEP (social,
    technological, economic, environmental,

analysis planning tools
  • SWOT analysis formal informal internal
    environment organizational structure
    information flow policies traditions
    practices union presence management style
    management staff beliefs, values, ethics HR
    policies including recruitment, orientation,
    training, retention staff skills technology
    budgets planning systems
  • PESTDL assessment environmental scanning,
    trend analysis, market analysis primary ways of
    receiving input from and about stakeholder groups
    including competitors, partners, suppliers and
  • project management for organizing, sequencing,
    scheduling, monitoring tasks staff Gantt
    chart, PERT network analysis, CPM analysis

in sum effective planning depends on
  • good project management
  • wide-ranging, inclusive stakeholder consultation
    including appropriate level of staff
  • situation environmental scan thoroughness
  • user-centred, outcomes-based focus
  • staff training
  • management staff commitment to implementation
    continuous review, evaluation, feedback,
  • marketing and communication planning both
    internally externally

levels of service planning
strategic planning creating the
  • what to do
  • when
  • how
  • who
  • with what

operational planning creating the
present for delivering service
alphabet soup of planning techniques different
names, same ideas
  • PPBS planning programming budgeting system
  • ZBB zero-based budgeting
  • MBO management by objectives
  • TQM total quality management
  • TQL total quality leadership
  • SPC statistical process control
  • BPR business process reengineering
  • QA quality assurance
  • CI continuous improvement
  • quality improvement
  • zero defects

What writers have said about planning
  • The most successful strategies are vision, not
    plans. Henry Mintzberg
  • I have always found that plans are useless, but
    planning is indispensable. - Dwight Eisenhower
  • A vision without a plan is an hallucination.
  • The typical mission statement is a long, awkward
    sentence or paragraph that demonstrates
    managements inability to think clearly. Scott
  • We dont plan to fail we only fail to plan.