Integrated Strategic Planning

Linking Marketing, R&D, and Production Strategies

Develop and implement an integrated business strategy that results in profits, growth, and clear direction for the entire organization.

For those in leadership positions, the major planning challenges are to: think strategically and gain a competitive advantage in crowded markets; link the leader’s vision, the overall business plan, and the departmental strategies; decide among future market, product, and technology opportunities; and obtain multi-functional commitment to implementation.

You will leave this course with key elements of your own strategic plan and processes for building and executing business strategies to be implemented with your management team.

Benefits of Attending
	Expand strategic thinking
	Improve the integration of business strategies
	Work through a pragmatic process and case study for building and implementing a strategic plan
	Determine the best systems for employing cross-functional planning teams to resolve the trade-offs between R&D, marketing, engineering, and manufacturing

Who Should Attend

This course is applicable for CEOs, general managers, and senior executives to attend from all industries and size companies. Many participants bring a
colleague to broaden their company’s strategic planning integration efforts.

Key Topics

The key issues covered in this two-day executive course include:
	Developing and integrating marketing, R&D, production, manufacturing, service, and business unit strategies
	Moving from fire-fighting to thinking strategically
	Implementing a disciplined planning process
	Strategic positioning, improving competitiveness, and deciding on your competitive advantage
	Winning in highly competitive, cost-sensitive markets
	Deciding upon your next market segment, product, or diversification for growth
	Incorporating quality, customer satisfaction, process improvement, reduced time-to-market, benchmarking, and culture change into strategy
	Converting strategies to time-specific action plans with a format for regular follow-up

Course Scope

Building an Integrated Strategy
	Thinking strategically while working the day-to-day business issues
	Deciding which comes first: technology, product, quality, market, manufacturing, distribution or finance
	Understanding the influence of culture and values
	Selecting a dominant strategy that integrates marketing, R&D, and production strategies
	Focusing on the winners, dropping the losers
	Examining your firm’s mission and strategic intent
	Measuring integrated, strategic planning progression

Tools for Developing the Integrated Strategic Plan–How To's
	Analyzing the organization’s present situation: strengths, core competencies, weaknesses, markets, competitive position, product development, customer satisfaction, cycle time, culture, and teamwork
	Setting the future direction: vision, mission, industry, market and competitor assumptions, products and services, customer focus, financial targets, and strategic objectives
	Building competitive strategy alternatives: investment choices, offensive, defensive, and functional strategies
	Selecting and validating strategy
	Writing the ‘grand strategy’
	Developing elements for your own strategic plan

Focusing on Key Strategic Issues and Opportunity Selections
	Locating yourself in the product life cycle—the effects on marketing, R&D, and production
	Extending the life cycle: strategies to employ in growth and mature markets
	Challenging choices:
		Short-term profit versus investment
		Cost reduction versus quality, high versus low volume
		Standard versus customized products
	Exiting and pruning unprofitable ‘old favorite’ product-markets
	Choosing your next market, product, and alliance:
		Using intuition, analysis, and the opportunity matrix
		Filling the ‘planning gap’
		Identifying your best opportunities: internal, acquisition, alliance, diversification, and global

Beating the Competition
	Projecting, assessing, and preempting competitor actions
	Differentiating to gain a competitive advantage
	Using linked strategies as competitive weapons
	Determining your competitive edge
	Corporate and business unit strategies: horizontal or portfolio management

Building Each Functional Strategy
	Marketing/Sales
		Incorporating changing market needs
		Key elements of marketing strategy
		Partnering with R&D and production
	R&D/Engineering
		R&D’s role in business strategy
		Integrating product and technology roadmaps
		Implementing innovation, utilizing concurrent engineering, and achieving speed
	Production/Manufacturing
		Balancing cost, quality, schedule, and service

Tying it all Together
	Determining your stage of functional linkage and integration
	Linking objectives, culture, and key success factors
	Gaining agreement and commitment, and overcoming conflicts
	Translating the strategic plan into the annual operating plan with departmental and business unit objectives, action plans, and budgets

Executing the Plan
	The leader’s role
	Making strategy happen—the key to success
	Getting your people to assume ‘ownership’ for implementation
	Importance of communication, organization, and culture
	Using TQM, MBO, matrix management, process, and network teams for implementation
	Measuring and rewarding successful planning
	Making strategy planning a process, not a one-time event; with follow up and flexibility for change

Special Feature

Participants are invited to attend a dinner the first evening of the course, providing an opportunity to share information and ideas with the instructor and other participants.

Instructor: Haig M. Bazoian
Fee: 2008 - $2495
Credits: 1.4 Continuing Education Units (CEUs)
CPE Credit Information
Field of Study: Business Management and Organization, Marketing, Management Advisory Services
Program Level: Overview.
No prerequisites or advance preparation is required.
Instructional Method: Group-Live offering
Continuing Professional Education (CPE) credits: 16
Dates: July 24-25, November 13-14, 2008
Time: 8:30am - 4:30pm 1st Day; 8:00am - 4:00pm 2nd Day
Dinner: 5:00pm 1st Day
Program Coordinator: Delores Lee, 626.395.4043

Integrated Strategic Planning - pdf brochure

The Industrial Relations Center is registered with the National Association of State Boards of Accountancy (NASBA) as a sponsor of continuing professional education on the National Registry of CPE Sponsors. State boards of accountancy have final authority on the acceptance of individual courses for CPE credit. Complaints regarding registered sponsors may be addressed to the National Registry of CPE Sponsors, 150 Fourth Avenue North, Suite 700, Nashville, TN, 37219-2417. Web site: www.nasba.org.

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