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Planning as Doing
   Accelerating the business planning process
  By: Brian Ward
Aristotle once said ‘That which we must learn to do before we can do it, we learn by doing it’. Planning as doing relies heavily on this maxim.

Seek Out Ugly Ducklings to Find the Best Profit Opportunities
  By: Donald Mitchell

You may recall the fairy tale of "The Ugly Duckling." It is the story of a cast-off baby bird that is mistreated because it is unattractive to the young ducklings raised with it. Much to everyone's surprise the ugly duckling matures to become a beautiful swan.


Six Breakthrough Strategies for Your Business
  By: Gary Lockwood
While business people generally expect they will take more time off and worry less about money as their business grows, they currently work long hours, spend little time with family and suffer from dangerously high levels of stress.

Strategic Leadership Focuses Your Strategic Planning
  By: Donna Price

Strategic planning and strategic leadership styles vary just as the employees and owners of companies involved in the planning process differ. Visit local bookstores or check on line to see hundreds of books claiming to have the secrets to a successful business and easy strategic planning. Technology and the Internet has forced companies to make changes. Has the ability to get along with and manage others changed? Many businesses today are international. Constant news reports keep everyone updated on issues affecting the business world. The skills needed to effectively manage others have not changed that much. Rather employees today are not as willing to put up with poor leadership or bullies in the manager's office, anymore. Employees have more choices and they expect leaders to be authentic.


Strategic Planning and Effects-Based Thinking: Part 1
  By: James D. Murphy

As the name implies, effects-based thinking (EBT) is an approach to strategic planning and decision making where the effects of specific actions are assessed, not in a narrowly defined and time-limited way, but through a perspective that is sensitive to broad-ranging and lasting impacts.  Effects-based thinking is the opposite of short-sightedness or myopia. 


Strategic Planning Improves Results with Consistent Implementation
  By: Donna Price

Strategic plans only help organizations when they are kept active and implemented. The strategic plan defines the business direction. That direction is based on the future, the vision of the company. Before an effective strategic plan can be developed a clear and compelling vision is needed. Visions are optimistic, the ideal picture of the future. The strategic plan is the map to the vision and then only effective if it is implemented.


SWOT Analysis
  By: Chris Mallon

Many very successful business owners may never have had a formal strategic plan. Some think, "Why do we need to do strategic planning? We're doing great just like we are."


The Importance of Strategic Advantage
  By: Phil Morettini
How does a company compete in the long run? I'm not talking about day to day stuff--but what sets your company apart, and gives it a place in the marketplace that allows it to survive, and hopefully, thrive?

Thinking Strategically About Your Business
  By: Gary Lockwood
What if annual business planning were easy and quick? What do you stand to gain from effectively planning for next year? An enterprise grounded with a clear direction and a plan to get there will have both focus on what is important and flexibility to respond to new opportunities.

To Implement Business Strategy, Create a Culture of Execution
  By: Joel H. Head

In the United States, the average firm only achieves about 63% of its strategic plan. Based on studies conducted by McKinsey, the Harvard Business School and others, 90% of strategies that fail do so because of lack of execution. Without a clear implementation strategy, even excellent business plans hardly stand a chance.


Top Market Strategy: Target the Best and Ignore the Rest
  By: Dr. Elizabeth Rush Kruger

Is your business strategy targeting your best market segment? Let's analyze how much the Top Market Strategy will multiply your sales and profit. You see, we are all created equal, but some prospects are more "equal" than others. If your business is typical, prospects in the top 20% will produce 16 times more sales and profit than other market segments. Do you want to predict who is in your top market segment? Learn how a universal principle governs your sales and profit.


Use Strategic Imperatives to Set Improvement Priorities
  By: Jim Clemmer
A key component of providing focus to an organization calls for leaders to identify "strategic imperatives" or "must-do's." There is only so much we can all give our attention to, so we need to ensure that we're aiming at high improvement targets that really matter.

What's Your Business Model?
  By: C.J. Hayden
Your business model is your plan for how you will generate sufficient revenue to meet your expenses and earn a profit. Unfortunately, many independent professionals don't actually have a profit-making plan. The real solution may be to choose a new business model.


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Place "+" (without the quotes) in front of words that must appear; "-" to exclude articles with certain words; and put double quotes around phrases. For example, fantastic search will find all case studies with either the word "fantastic" or "search" (or both). On the other hand, +fantastic +search will find only case studies with the words "fantastic" and "search". "fantastic search" will find only case studies that with the phrase "fantastic search". Note: Searches will not find words, such as 'management', that appear in more than half of the articles or words less than five letters long.

 


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