STRATEGIC PLANNING 

Summit Advisors Strategic Planning forces you to scrutinize your company.  You must examine your strengths, weaknesses, opportunities, threats, policies, and people.  It forces you to confront reality and make tough decisions.  Your strategic plan will fuse all the critical elements-corporate finance, situational analysis, mission statements, task assignments, implementation guidelines, control systems, and contingency plans.  In the end, you’ll have a road map to future growth and success.

We Only Facilitate the Strategic Planning Process

We firmly believe that the plan must come from the client

After you spend hours formulating your strategic plan... will it succeed?

It’s the execution of your strategy that produces results.

What factors lead companies to fail in executing their best ideas—and how can you avoid making the same mistakes?

We will help you to execute your strategic initiatives to ensure successful outcomes:

Execution Traps—avoid sabotaging of your efforts

Execution Breakthrough Goals—short-term breakthrough goals and rapid-cycle action can be the key to achieving your long term visions and goals

Execution Disciplines—a systematic process needs to be followed to assure that successful plan execution is built into your organization’s culture

THE STRATEGIES PLANNING PROCESS

 Essentially, the process consists of: 

-          Detaching the company officers periodically from their daily jobs to enable them to concentrate on developing their planning skills.

 -          Placing the officers in an environment conducive to an intensive study and solution of organization's planning problems.

 -          Providing guidance and direction throughout the planning process so that management acquires the skills to produce and implement a workable long-range strategic plan.

 THE FIRST STEP IN THE PROCESS

 PLANNING SESSION

 The objectives of the sessions are to:

 -          Agree upon a definition of the nature of the organization, the polices which guide its future development, its organization and manpower resources, and its fundamental characteristics.

 -           Analyze existing resources and identify strong areas that can be exploited and weak areas that should be strengthened.

 -           Establish tentative objectives for the long-term continuing development of the organization and specific targets to be reached during the planning period.

-           Determine what kinds of additional information will be needed about specific aspects of the organization to evaluate possible courses of action.

-           Assign specific data-gathering tasks to each officer, and realistic due dates for assembling this data. On the basis of these due dates the organization will schedule its next session.

INTERCESSION FOR DATA GATHERING

The length of time between the two sessions is determined by the quantity and availability of the information required. While it should be kept as short as possible to preserve the momentum of the process, it is essential that all necessary input data be converted into, and presented in, a meaningful form - before the next session begins.

Depending on the firmness of the tentative objectives set in the previous session, it may be desirable to assemble data for alternative strategies to achieve objectives.