Strategic planning in small and medium-sized companies

In analysing the characteristics of strategic planning applications in different types and sizes of companies, confusion often arises not because of the application but because of the definitions utilized. This paper analyses the use of strategic planning concepts in small and medium-sized companies in Holland. As the author points out, in this context the definition of small and medium-sized is determined by five strategically relevant criteria which are distinctive. The author points out, however, that whilst these criteria are distinctive of the category of small and medium-sized companies surveyed, they do not all have to occur at the same time; the higher the number that do occur, the more typical the company. Whilst this paper does not, as the author admits, represent the result of a systematic survey, the authors wide experience as a consultant is in itself a valuable background to his analysis. Indeed, the findings stated in this paper represent an analysis of the strategic planning practises of some 75–100 companies. Therefore, in view of the detailed criteria utilized and the number of companies analysed the results represent an important addition to our knowledge of the application of strategic planning.     

Strategic planning system for multinational companies

This article is based on a research study, the object of which is to illustrate the major components of global planning in the context of modern administration. Data were collected from a representative sample of multinational companies, both U.S. and non-U.S. based. The planning process in the companies surveyed followed a pattern based on formal planning systems. The author concludes that multinational corporate planning will in future become a blend of administrative and institutional types of plans.     

Strategic planning in 21 U.K. companies

This article is based upon an analysis of strategic planning performance in 21 UK companies and discussions with 91 executives in those companies. The author's findings stress some of the problems related to strategic planning particularly with regard to the importance of informal and political processes in planning.     

Corporate planning in South African companies

This paper is based on the research understaken by the author for his dostorate thesis. It describes the research methodology, data analysis and results of a survey of strategic planning as practised by South African companies, based over 500 questionnaires. The influence of the various interest groups revealed in the analysis is compared and discussed.     

Strategic planning in Tanzania

The Tanzania Wood Industry Corporation is one of the very few parastatal organizations that have developed and introduced a strategic corporate planning process. The novelty of the idea, the many operational problems that surround the managers and the lack of adequate training are some of the problems that have retarded the development and introduction of corporate planning in Tanzania. In 1980 the new CEO of TWICO contracted a Finnish management consulting firm to audit the whole corporation and to recommend a better management practice. Systems manuals were then developed and a grassroots based strategic corporate planning process was then introduced. Now in its third year, the impact on management is very encouraging.     

Strategic management in major Japanese hightech companies

Since the early 1980s, there has been remarkable progress in advanced technology in Japan and in leading Western countries. What is the present situation in technological development in major Japanese industries and what are the implications for strategic management? The author describes how Japanese industries have harnessed new technologies and suggests a number of concepts which underly these trends. Given the imperatives of advanced technology, he emphasizes the importance of positioning the technology development strategy in the context of strategic management paying particular attention to developing an open organizational culture through a flexible corporate planning system.     

Strategic planning in European multinationals

Recent environmental changes have brought about modifications in the strategic planning practices of multinational businesses. These modifications in the strategic planning practices were studied through the medium of in-depth interviews with planners in a number of concerns. Of the several changes observed, predominant are the shortening of time horizons and the increase in flexibility. Equally noteworthy is the surprising lack of change in the social concern of a number of the organizations. This article summarizes a study of the effects of environmental changes on multinational-business planning.     

Strategic planning in government-dependent businesses

As the role of government has expanded in various countries, standard distinctions between the public and private sectors have become blurred. This paper explores the special context within which strategic planning must take place in organizations with a very high dependence on government. Four types of government dependency are considered: ownership dependency (public enterprises); regulation dependency (private, regulated firms); input-dependency (e.g. non-profits dependent on state funding); and output-dependency (e.g. defence contractors who sell a considerable portion of their output to governments).Despite their seeming differences, all four types of government-dependent organizations (GDOs) experience five distinctive problems that seriously limit the relevance of traditional planning models (or what are often referred to as ‘rational, comprehensive models’). They are: fragmented strategic decision-making authority; heightened goal ambiguity; politicization of strategic decision-making; short-term orientation and internal bureaucratization.The concepts of strategy and strategic planning are as relevant to Government dependent organizations (GDOs) as they are to other kinds of firms, although the planning system has to be designed somewhat differently. Six tentative guidelines for designing the planning system in GDOs are presented in the paper: (1) plans must be ‘negotiated’ rather than ‘formulated’ in GDOs; (2) outsiders must be involved in the planning process; (3) socio-political issues must be integrated with technoeconomic tissues; (4) top management must play an active role in running the system, especially in managing interfaces with government; (5) the planning system should emphasize flexibility over discipline or rigor and (6) plans must be written up with the expectation that much of their contents could become public knowledge.The paper concludes with the view the GDOs may have a lot to learn from one another despite superficial differences in institutional status (public vs private) and nature of goals (for- profit vs not-for-profits).     

Strategic planning for MIS

This article report on a study of the strategic decision to develop computerized management information systems (MIS) in 32 business organizations. THe findings suggest that this decision is a complex policy decision which involves protracted environmental negotiations, a high and escalating commitment of organizational resources, and extensive organizational preparation. Eleven organizational and environmental factors which influence the decision are identified through a literature review. The influence of these factors on the success of the decision is examined and recommendations are made for managing the decision-making process to insure improved decision outcomes.     

Strategic planning and inflation

The author of this article argues that inflation is a neglected area in corporate planning despite the events of 1974/1975. The planning problem which companies face because of inflation is defined, while acknowledging that it is difficult to solve. Recent experience has shown that inflation has a direct impact on every major area of business. Thus it is essential that there is a meaningful attempt to handle these problems in planning. The author discusses his approach to grasping this nettle.     

Strategic planning for distribution

The process of long range planning is relatively new to both the corporation and the distribution area. Until recent years the distribution function was considered a functional area which reacted to, rather than anticipated, corporate marketing effort. New technology in data processing and other areas has provided the support capability for developing both tactical and strategic planning. With this increased capability has come a new responsibility for distribution management to be future oriented—to anticipate the appropriate support role of physical distribution in supporting both short term and long term corporate goals.     

Strategic planning for endgame

This article is based on the author's study of 61 firms managing businesses in environments of declining demand. It suggests ways in which firms might better prepare for this problem by managing their own exit barriers and by making strategic investments to affect the level of their competitors' exit barriers.     

Strategic planning for resources

In the field or purchasing and supply, 1973 was a year to be remembered. A world-wide boom in industrialised countries produced record prices in markets for food, raw materials and manufactured goods. Rates of inflation in the U.S.A., Western Europe and Japan began to approach South American levels. The value of the dollar, the pound and other major currencies fluctuated dramatically, and the stock market experienced falls comparable to those which occurred during the slump in the thirties. Finally, 1973 was the year of the oil embargo, when oil prices were almost doubled and oil supplies to the West were cut by 15–20%, resulting in the rationing of oil and other commodities in Western Europe.By any standards, this was a momentous year. It is conceivable that supply markets will never be quite the same again. The traditional form of multi-national business, integrated from supply to consumer markets, is fast disappearing as the companies formed in developing countries to secure the supply of oil, food and raw materials are being taken over by the host governments. Indeed it may be that after the traumatic experiences of this year, negotiations for food and key raw materials will be increasingly carried out by governments rather than by private companies.To cope with shortages and higher prices in food, fuels and essential raw materials, government bodies and public and private enterprises will have to develop new capabilities. Western governments have responded quickly by setting up Ministers and Ministries for Energy and by establishing huge budgets for research into the exploration and exploitation of alternative fuels. The large oil companies have declared that they are in the “energy business” and have bought interests in nuclear power and coal.But what does the energy and resource crisis mean for the average firm? It seems that in the 1970s we are experiencing a level of competition for supplies similar to the competition for consumer markets which first produced “Marketing” in the late fifties and early sixties.     

Corporate planning in small companies— a survey

The current state of research on corporate planning is directed at investigations of actual practices within specific industries. It is believed that by so doing, a more generally applicable theory of corporate planning will ultimately be developed. Within this broad framework, the study reported upon in this article was undertaken so that a determination could be made of the current level of actual planning by small businesses. More specifically, it focuses upon the corporate planning process within small and medium sized companies located in New England, U.S.A.     

Organized planning in major U.K. companies

Corporate Long Range Planning began to be fashionable in Britain in the 1960's. Now it should be possible for the managers which pioneered this development to analyse their experience for the benefit of others. This article reports the results and conclusions from a detailed study of corporate planning in 27 major British companies, each with 2–8 years experience. The aim was to discover why organized planning was introduced; what factors affected its development and what results were achieved.     

Strategic planning for the board

Although the planning operation is regarded by some observers as unrealistic in conditions of rapid change and increasing competition, the discipline of strategic thinking and the need for strategic leadership continue to be of vital importance. The author examines the purpose of the Board of Directors and its role in the management of strategy.     

Strategic planning for public relations

Public relations is a key activity for most chairmen of public companies and nationalized industries. It is somewhat suprising therefore how few large companies consider developing an explicit public relations strategy as part of their overall business plan. The reason for this may be partly due to the relatively low regard which senior line managers have for public relations managers and partly because there is a lack of understanding of the nature and use of public relations as a tool of strategic management. The purpose of this article is to discuss why and how business planners should pay more attention to developing explicit public relations strategies for their organizations.