Strategic Foundation is Catalyst to Business Success
Strategy is at the heart of every marketing, branding or communication program I've done in my career. Additionally, I've been asked to lead two companies in annual and five-year strategic business planning that includes operational, financial, information technology and other business functions as well as marketing. Below are brief descriptions of those strategic planning initiatives.
I use the "Three C's" model taught at Duke University's Fuqua School of Business. The model dictates that every business challenge - whether it's a short-term branding or marketing project or a long-term comprehensive strategic business planning process - must be viewed from the standpoint of the Company (products, services, people, processes, brand, assets, etc.); the Customer (prospect, influencer, decision maker, etc.) and the Competitive landscape (direct competitors, alternatives, substitute offerings, etc.). An analysis void of one of the Three C's will render a less than optimal strategic foundation and derive missed opportunities or present unanticipated challenges.
I use the "Three C's" model taught at Duke University's Fuqua School of Business. The model dictates that every business challenge - whether it's a short-term branding or marketing project or a long-term comprehensive strategic business planning process - must be viewed from the standpoint of the Company (products, services, people, processes, brand, assets, etc.); the Customer (prospect, influencer, decision maker, etc.) and the Competitive landscape (direct competitors, alternatives, substitute offerings, etc.). An analysis void of one of the Three C's will render a less than optimal strategic foundation and derive missed opportunities or present unanticipated challenges.
Company Kitchen Five-Year Business Plan: "Vision 2020"
I've led the Company Kitchen executive team and other managers to develop "Vision 2020," a five-year strategic business plan that included a rebranding of the company; a new model for working with third-party operators; a new sales development model; information technology initiatives; organic and acquisition growth strategies, human resource and culture development; measurement of KPIs and establishment of SOPs; as well as budgeting. The plan is fluid and we continue to develop it based on changes in the market place and competitive landscape.
Heartland Bank: Annual Business Planning 2007-08
I led Heartland Bank with annual strategic business planning for its four divisions including retail, commercial, mortgage and wealth management. The process included gathering insights from customers and prospects as well as input from all employees internally to set ourselves apart in the community banking landscape.