Strategic Planning

On the other hand, coffee culture in Vietnam is established and strong since colonial time. Globalization and economic growth bring about two main growing segments that Supersaturates should target: Globalizes (well- educated, CARS-focus, globally influenced) and Brand Chasers (novelty, status-seeking). There are several deferent options for expansion but after careful consideration and analysis we come to the conclusion that Supersaturates should reintroduce Itself In Vietnam. In order to capture these segments, we propose offering inspirational value and theatrical performance as new elements of a Blue Ocean.

Additionally, we also come up with strategies for two other potential markets, Germany and India. The strategy is to make Supersaturates Vietnam a wholly-owned subsidiary and establish 11 outlets in Ho Chi Mini, Vietnam in the next 6 years, offering superior Italian coffee service by providing high quality and ethically grown coffee with artistic Italian ambiance to two targeted segments Globalizes (experts and Vietnamese who care about the environment and arts) and Brands Chasers (people who value superior brands), through 5 Italian city-theme designed outlets (Aroma, Venetian, Annapolis, Florence and Milan) with exhibition of local artworks, high-end cafe bars located in shopping malls and art galleries, associated with visible theatrical performance by the baristas and stopping collaborating with Lien Dhal Blah Dong. The implementation plan In the next 6 years for this strategy (research, operation plan and taking care of relevant necessary documents) suggests penetration of the market in 201 5 by entering the market as a wholly-owned subsidiary. In 6 years, the total expense cost is estimated to be USED 1235,000 for preparation, opening new outlets, communication plan and operation plan. This implementation plan will ensure the success of the proposed strategy.

Introduction

Lily Supersaturates is a franchise chain by Lily, stretching over 34 countries and purely of coffee-based drinks made from the finest Arabica beans processed with Lily machineries and technique. It has been a stunning success in its home market, Italy and others such as France and Germany, generating millions of revenues.

Lily aims to maintain its leadership in the market for authentic Italian cafe©s by building relationships with suppliers, increasing the number of outlets and differentiating itself from its competitors in term of quality and coffee-drinking experience. However, the launch in Vietnam has been a fiasco as 3 out of the 5 stores in the country have been closed after 4 years of operation. They now face the decision whether to pull out of the country and move to one of the countries in the case or reintroduce itself in the Vietnamese coffee market with a different strategic approach. . 0 Goals and Objectives Business Goals Expand the brand name to global market as the authentic Italian superior coffee service and premium service for transit customers. Business Objectives Achieving $1 50,000 revenue per outlet. In the existing markets, increase the total number of outlets by 5% as well as reinforce the operation of the opened one to achieve 20% increase in profitability in the next 5 years. To stand out from competitors by Italian coffee service experience (e. G. Italian-themed superior outlets, Italian coffee styles, bringing artistic value to the service experience). Marketing Goals To be sustainable in the current market and become top-of-mind brand when consumers search for superior Italian transit coffee. Marketing Objectives Increase the availability of Lily Supersaturates by opening at least 8 stores in each country. Offering superior and artistic Italian service environment to attract 40% more customers, generating 20% more profit in the next 5 years.

Problem Identification

From the ACS analysis, Lily Supersaturates is currently facing 2 main problems: lack of customer-oriented offer and lack of exposure in the Vietnamese coffee market. Firstly, the product and service offer is inappropriate as it is perceived to be overpriced and too conservative in making Italian authentic coffee by the Vietnamese customers – ho prefers their traditional black and milky coffee made from Robusta beans. Secondly, Lily Separateness’s image could not be seen anywhere except from their outlets.

Both of these problems demonstrate the lack of customer insight and marketing campaign coming from Supersaturates collaborator – Lien Thai Bin Dong Pity. Ltd. This master franchisee has shown inefficiency in investigating the customer’s wants and needs and what Supersaturates offers. Besides, the company is incapable in managing coffee chained shops as well as running effective marketing campaigns (Appendix E for more details). Situation Analysis existing chained coffee brands but also new entrants, mainly due to low market barriers and high concentration.

Moreover, the Vietnamese customers are not familiar with the taste of Arabica coffee beans. High threats of substitutes (fruit Juice/ smoothie bars) and low coffee consumption per capita combined with high price have a negative impact on Lily Supersaturates. However, acting in the company’s favor is its Italian brand name that is well perceived by the Vietnamese consumers. Apart from this, there are segments that pursue higher social statues via branded reduces.

In addition, the impacts of globalization as well as the development of sophisticated taste in coffee bring significant opportunities for Lily Supersaturates to penetrate the market. With these come increased concerns for ethics and sustainability coming from the growing segment of globally influenced people. Lily Supersaturates weaknesses lie in understanding customer insight leading to key problems and the lack of integrated marketing communication strategies to promote the brand in such high concentrated market like Vietnam.

However, having one the est. quality coffee in the world, enabled by strong relationships established by conducting ethical works with suppliers, the brand still has the capabilities to overcome those difficulties and expand their market share. Direct competitors Highland Trunk Nagy©n Cataracts Coffee Bean & Tea Leaf Gloria Jean’s Angel-in-us Indirect competitors Medium-large Independents Street vendors Strengths (S) High quality coffee beans Strong control over the production chain Expertise in processing Italian coffee Strong relationship with suppliers Foreign brand name – preferred by Vietnamese Lily has conducted Corporate Social Responsibility via its supply chain by remunerating the farmers higher compensation for higher quality Weaknesses (W) Lack of expertise in processing Vietnamese coffee as in growing, harvesting, roasting and filtering Unnecessary cost due to inefficient logistics Small outlet capacity Lack of market exposure Lack of sales promotion Large debt Transit model does not fit with Vietnamese culture Opportunities (O) Admiration for Italian brands Growing segment of status-conscious people, who like to be seen in a branded environment.

Growing segment of ethics-conscious people who are educated abroad Vietnamese has adopted to a coffee-drinking culture ever since Customers have been developing a sophisticated taste in coffee Vietnam is the 2nd largest coffee producer and Arabica production is growing (5% to 8%) SO Strategies Maintain high quality coffee served to match with the increasing sophisticated taste of Vietnamese people.

Penetrate the market by being the leader in high quality product Utilize the strength of foreign brand name in communication Target the growing segment of ethics-conscious and internationally educated people by stating the company’s CARS (care for farmers) WOO Strategies Sourcing part of the production chain to Vietnam To penetrate on growing segments to increase in sale to make up in debts by having high-end outlets.

Threats (T) Fierce competition between chained coffee shops High threat of new entrants High threat of substitutes Low supply of Arabica in Vietnam Low consumption of coffee, compared to global scale Novelty seeking Vietnamese people are not familiar with Arabica coffee beans SST Strategies Penetrate the market by focusing on premium quality, rather than competing on price Focus on relationships with Vietnamese Arabica growers to consolidate local apply WET Strategies Avoid in going into a price-war with other competitors to increase sales by keeping premium price for premium quality Avoid introducing Robusta coffee beans but bring new taste in the market Differ to other competitors in term of having small capacity yet high-end outlets

Strategic Solutions and Situation Scenarios

• Strategy 1: To achieve $500,000 revenue per store by 2018 by offering a holistic package of high-quality and ethically-grown Italian coffee as well as an aesthetically and intellectually stimulating coffee experience to a segment of well-educated and episcopate Germans in transit, who are concerned for CARS and appreciative of modern arts, through outlets adorned with arts, glassware and merchandises showing Separateness’s efforts in improving the environment and the growers’ living condition. Description: Cups and dishes will have artworks from modern artists and a piece of information on how sustainable the product is made or how Lily contributes to help the farmers in its supply chain printed on them. However, everything will be kept minimal and sleek, adhering to the current theme. They might be modified in the preparation period as ell as in the middle and end of the 5-year plan to be updated. Merchandise sales, either on separate notice or on the design, will state clearly that part of the profit will go to people in need, R helping lessen the product’s carbon footprint and impact on the environment. Potentials Higher sales, not only from food and drinks but also from merchandises Reinforce the image of Supersaturates in customer’s mind Higher profit margin since Germany is close to Italy (approve. 500 kilometers between Rome and Berlin) The extreme costs of acquiring artworks and fancy decoration The messages come out as pretentious.
• Strategy 2: To establish 5 outlets in India in the next 5 years, offering a high quality Italian coffee and prestigious experience to a segment who seeks for a higher social status and novelty of the population, through luxury-designed outlets on Rajah Street, New Delhi, India. Description: Prestigious experience: Customers visiting Lily Supersaturates will experience the luxury service environment designed base on Italian interior style as well as well- trained waiters serving at the table. The superior coffee service given can place significant impression on the customers and spread the brand value proposition as he authentic Italian cafe©. Higher social status and novelty seeking segment: Since India has very high power distance (Hefted 2013), it is indicated that people want to confirm their status and be recognized using premium product/ service brand. Figure Hefted value of India (Hefted 2013) Rajah Street, New Delhi, India: this street is considered to be “The Royal Street” of India in which many luxurious retailers and hospitality ventures located. By setting Lily Supersaturates outlet in this area, the level of exposure to target customers is higher. Potentials Risks Huge market of growing middle class First mover advantage as the market has low level of competition Lack of acceptance from a tea-drinking population Banking system and bureaucracy may hinder business.
• Strategy 3: To become wholly-owned subsidiary and establish 11 outlets in Ho Chi Mini, Vietnam in the next 5 years, offering superior Italian coffee service by providing segments – Globalizes (expatriates) and Brands Chasers (people who value superior the baristas and stopping collaborating with Lien Thai Bin Dong. Description: Stop collaborating: Lien Thai Bin Dong does not do well in term of marketing for its partners (Appendix E). Hence, Lily should end the collaboration and take full control over the new outlets operation and communication. Vietnam government will allow foreign wholly owned subsidiary from January 201 5 (distinguishing 2013); hence, Lily Supersaturates has one year for taking care of legal documents and business preparation. Globalizes: we chose this segment because they are well educated as well as leaning toward healthier, more ethical and artistic lifestyle. Hence, they will appreciate the value propositions of Lily Supersaturates, which is high quality and ethically grown coffee alongside with the artistic ambiance. Moreover, this segment also wants self-identity; hence, fitting with Lily Supersaturates offers. Brand chasers: this segment prefers to be seen using superior brand name product/service. Therefore, it is sufficient for Lily Supersaturates target this segment. By establishing 5 Italian city-themed outlets, 1 high-end bar in shopping mall and 5 high-end bars in the art galleries with mentioned tactics, Lily Supersaturates can get closer to the targeted customers and transfer the image of superior Italian experience to them. Potentials Lily Supersaturates can be more active in marketing campaign and have more control ever the business by stop collaborating with Lien Thai Bin Dong Co. The preparation time increases Lily Separateness’s likelihood to success.

More in-depth research for the market can be made in this period. The artistic and ethical value will attract globalizes and superior value will attract the Brand Chasers. By providing the Italian city themed outlets, Lily Supersaturates can emphasize on the Italian experience provided to its customers. The high-end bars located in galleries require less financial investment. However, the customers the galleries bring to Lily Supersaturates. Lily Supersaturates will have more work to do in terms of market researching to understand the local consumption behavior and handling with Vietnam regulations. The 5 Italian city themed outlets required heavy financial investment. 6. Recommended Strategy and Justification In terms of per capita coffee consumption, Germany ranks the highest across the three countries. Although Vietnamese taste differs from Indian taste of coffee, across all walks of life. India on the other hand, is a low-competition, untapped market. On the contrary, Germany is a saturated market with various different established competitors. The ease of doing business in Germany is the lowest, while Vietnam comes second and India is the hardest with high barriers of bureaucracy. Three strategies above aim to penetrate different markets. Although each market has their potential, the first two markets can cause some problem for Supersaturates.

The first one to be eliminated is India market. Although there are less coffee industry concentration and the match of taste between Indian people and Lily Supersaturates product, India has a tea-drinking culture with the slow switching toward coffee. Moreover, since Supersaturates currently does not possess any outlets in this neutron, it is very hard for the firm to establish their business due to the nation baking system and bureaucracy. In fact, India ranked 17th out of 189 countries in term of starting business (The World Bank 2013). Therefore, Supersaturates should not open its store in India. Secondly, Lily may also face difficulties penetrating Germany market.

Despite the substantial coffee drinking market, Germany’s coffee industry has very high level of concentration and saturation, which leads to fierce competition. Hence, it is tremendously hard for Supersaturates to stand out from the clutter to be successful. The recommended strategy is strategy 3, penetrating Vietnamese globalizes and brand chasers by offering premium and ethical-grown coffee as well as authentic Italian service with artistic and novelty value. Although there are high threats of substitution and fierce competition, about 64% Vietnamese people have positive sentiments toward Italian brand and about 58% people link Italian brand with luxury (Miami and Memorial 2012).

Hence, the value proposition of Supersaturates to Vietnamese market is appropriate and has a high chance of success in this market. Eliminate Price Reduce Raise Ambiance Availability Augmented products Social status Promotion Create Inspirational Value (Arts) Theatrical Performance (Baristas’ coffee-making process) ambiance. By conducting a blue-ocean strategy, which includes avoiding price competition and adding an element of inspiration, Lily Supersaturates separates itself from the current competition and carves a new niche for premium coffee. (Refer to Appendix H for details)

Bibliography

1. Alone I and Leasers M 2012, The Espresso Lane to Global Markets, Richard Vive School of Business, Ontario, Canada.

Summarises key aspects of the: 1- project, research activities undertaken 2- ideal generation activities 3- decisions made 4- development stages 5- prototyping 6- final proposal (a summary of the group based presentation) … etc. 1. Topic choose: 2. 1 Which topic we choose: We choose “the most handmade elements in an art-work” as our topic. 2. 2 Why/how to choose this topic: a) Find something we all interested b) We can easy to control (familiar)-and think about as a designer what kinds of things that we can do in the project.

Practice, integrate the module we have learned. c) easy to rise target people’s interests d) positive outcomes (value for society) 2. 3 What the key design management knowledge we want to use and practice in this project: A. Design research — gather the relevant resources to analysis the background, current situation and future trend of the project. Based on which, to find out the existing gaps and opportunities, so that to position the project more properly. B. Design management — how to organize a team to achieve the goal. E. g. ime management, communication skill, teamwork etc. C. Design in business — (a) In strategic level: refine core value, target the audiences; (b) In tactical level: choose and develop the strategy of spread the information of the event and gather enough people to involve in, gain financial outcome…etc. D. Design manifestation in visual way — (a) How to make the strategic planning more tangible using visual communication in the way of gathering people. (b) How to using visual as a tool to introduce the project more easily in the presentation.

E. Design brief — how to present the project in a clear and easy way. 2. 4 Challenge/difficulty of the topic: (a) This is the second time to using design research skill to go through a whole project (b) To use different language to communicate with members (c) Finish the work in only 5 days (d) Separated the task of the project into small piece in a small team (e) Have less experience on practicing the marketing and branding theory in a practical way (f) How to visualize the idea effectively g) Find evidence to convince audience (h) Do not familiar with Guinness record 2. How to face and conquer the challenge: 3. 5 Schedule of the project process Explain the process, highlight A. We make a schedule based on the module timetable. Because we not only want to follow the module needs but also want to practice what we have learn in a more real situation. B. We did the desk research in order to gain more information about what have already done and its pros and cons. This will help us to develop our own project.

Since we have less experience in the topic. C. We use code (e. g. 4 key points and 5W1H) to help us to go through the whole project. D. Based on our background we planning to take more times on research and find evidence rather than do the visualization. 3. The gap we have not fulfill: A. Research coding and feasible analysis has not done enough so that which leads the project of the topic we choose is too large that we actually cannot control it properly. B. It is hard to negotiate members’ opinions and choose one topic C.

Hard to consider each point without missing, and to find the critical point to highlight and manifested as a good idea to show. D. Oral communication and presentation 4. What we have learned: A. More professional way of design thinking in which gathers idea and narrows it, and also not make us fell stress and be lost from the question. B. Storytelling and keywords can make the presentation more attractive and explain more effectively. C. Divided things into small part, it will become easier to control and conquer.

For instance, we divided the whole project into three steps: prepare, launch, exhibition. It really helps us to keep our developing process the case more rational. D. Pay much attention on research and design prototyping is really important. Other wise, we have to face too much-unexpected problems. (e. g. The most error happened on the topic choosing part, by less consider our own ability and deepen research about Ai Weiwei’s project. We doing some real seeds that really help us to communicate the idea to others and presentation).

Discuss the proposition that despite the potential advantages of formal strategic planning approaches, it is of limited benefit to organisations operating in uncertain and dynamic environments. About this discussion, I would like to introduce two steps. First step, I want to introduce the potential advantages of formal strategic planning approaches. Then I will introduce the second step: some important reasons about the formal strategic planning is of limited benefit to organisations operating in uncertain and dynamic environments.

Finally, the main purpose of this paper is to prove the formal strategic planning is of limited benefit to organisations operating in uncertain and dynamic environments. My conclusion will emphasize it again. First, how should we understand the formal strategic planning? The objective of the formal strategic planning is to convey that a company’s strategic planning process includes specific systematic procedures used to gain the involvement and commitment of those principal stakeholders affected by the plan (J. Richard Falshaw, Keith W.

Glaister, Ekrem Tatoglu, 2006). What is the purpose of strategic planning? Generally, formal Strategic planning is an organization’s process of defining its strategy, or direction, and making decisions on allocating its resources to carry on this strategy. In order to determine the direction of the organization, it is necessary to know its current position and the possible ways through which it can pursue a particular course of action strategic planning do with at least one of three key questions: “What do we do? ” “For whom do we do it? ” and “How do we excel? (J. Scott Armstrong, 1986) OK, I have a simple introduction about the character and purpose of formal strategic planning. Then we must make clear about the structure about formal strategic planning approaches. There is common view about strategic planning researchers that the strategic planning process consists of three major parts: (1) Formulation (which includes developing a mission, setting major objectives, assessing the external and internal environments, and evaluating and selecting strategy alternatives). (2) Implementation. (3) Control. J. Richard Falshaw, Keith W. Glaister, Ekrem Tatoglu, 2006). Some famous formal strategic planning approaches include SWOT analysis (Strengths, Weaknesses, Opportunities, and Threats), Balanced Scorecards, Scenario planning, PEST analysis (Political, Economic, Social, and Technological), STEER analysis (Socio-cultural, Technological, Economic, Ecological, and Regulatory factors). What are potential advantages of formal strategic planning approaches? Generally, formal planning has these advantages: 1. Formal plans represent a useful standard. . It is fully formulated; communicated plan is an important motivational device. 3. The analysis and survey by all those participating in the planning process is useful and can improve the companies’ understanding of it’s position. 4. Plans which swift actions in anticipation of future changes in the environment is a better approach to strategic management than an advertisement to events. Take me for example, for 20 years, contradictions between the planning and process schools of strategy have shaped the debate on strategy planning.

Here we illustrate that a scenario-based approach to strategic planning can serve as a new management tool in the field with the potential to overcome differences between the two opposing schools of strategy. The scenario-based approach to strategic planning builds on the strengths of traditional scenario planning. It is an open and creative approach that considers many strategy options and takes multiple perspectives into account. Synchronously, it overcomes the weaknesses of traditional scenario planning by offering a systematic process to scenario creation that is built on specific management tools and is easy to implement.

The outcome of this approach is an important strategy that is complemented by several strategic options derived from different scenarios (Torstenwulf Philip Meissner and Stephan Stabner , 2010). Torstenwulf Philip Meissner and Stephan Stabner (2010) illustrate the benefits of scenario-based approach using experience gained in a consulting project in the German photovoltaic industry. And they further proof that the approach can thus be used in an extremely flexible way to account for the increasing volatility of environmental developments.

These advantages of our approach are apparent in the illustrative case study presented. By combining traditional scenario planning, strategic thinking, real-option reasoning and strategic planning, this approach makes the intricacy, dynamics and volatility of the current business world manageable. On the other hand, the approach can be applied for different time horizons. Our project experience leads us to believe that the approach increases the effectiveness and efficiency with which strategic planning can be conducted in practice (Torstenwulf Philip Meissner and Stephan Stabner , 2010).

I have illustrated Torstenwulf Philip Meissner and Stephan Stabner’s research about Scenario planning, so we can make clear about the potential advantages of formal strategic planning approaches. About the limited benefit to organisations operating in uncertain and dynamic environments, I think there is a lot of evidence to prove this case. The major change for managers is guaranteeing competitiveness as well as profit capacity for their companies in turbulent environments. The rate of change in the business setting has never been as fast as it is currently (Grant, 2003).

In Torstenwulf Philip Meissner and Stephan Stabner’s research, they also think What formal strategic planning seems to be lacking most is the flexibility and open system that allow for the responsiveness and creation required in dynamic, complex and uncertain environments (Torstenwulf Philip Meissner and Stephan Stabner , 2010). In the environment of globalization, the world is changing more and more rapidly. Managers must face a series of unexpected events. For example, like financial crisis, economic downturn and Arab Spring. Each incident and formal strategic planning approaches in test managers.

In the past, plan researchers have not concentrated on uncertain settings. The majority of the existing devices in strategic management unreservedly presume a benign environment that is basic yet not very dynamic. (Harrington, Lawton and Rajwani, 2005). For firms to thrive in an uncertain future, they have to develop realistic strategies on the basis of many options that react to the prerequisites of various likely futures opposed to one strategic guarantee. (Grant, 2003). So how to treat the formal strategic planning is of limited benefit to organisations operating in uncertain and dynamic environments?

In this essay, “A causal analysis of formal strategic planning and firm performance: Evidence from an emerging country”, the nature of the external environment (difference from very uncertain and unstable to certain and stable) will influence the organization structure made by the companies. It is argued that in uncertain and dynamic environments the most effective organization structures start to be more organic when in stable and more certain environments more artificial structures will be received (Keith W. Glaister et al, 2008).

Although some studies have found that certain parts of strategic planning are relative with performance, theory also predicts that these relations will be influenced by external environment. If one of the purposes of strategic planning is to point the organization in its association with the external environment, so organizations that precisely project and estimated environmental changes should display an extraordinary or specific level of performance. In this sense strategic planning may be more useful in an uncertain environment than a calm one.

So the relative between planning and performance may be stronger in an uncertain environment, and weaker in a calm environment. There exist, however, some opposite arguments that strategic planning is more likely to have a positive influence on firm performance in relatively less uncertain environments where future conditions are easier to anticipate(J. Richard Falshaw, Keith W. Glaister, Ekrem Tatoglu, 2006 ). About a company’s future development, the external environment of the strategic analysis is very important. Robert M.

Grant referred this point in his essay “Strategic Planning in a Turbulent Environment: Evidence from the Oil Majors”, First, a view of the external environment: This typically included guidance as to some characters of energy markets over the planning period? -For demand, supply, prices, and margins? -which were not so much forecasts as a set of assumptions relating to prices and supply and demand conditions that provided a common basis for strategic planning across the firms. Second, corporate management provided most direction to the planning process through a statement of priorities, guidelines, and expectations.

A key part of this direction was setting company wide performance targets (e. g. , ‘raise return on capital employed to 12%,’ ‘reduce costs per barrel by 10%,’ ‘a 110% reserve replacement rate,’ ‘reduce the ratio of debt to equity ratio to 25% by 2000’). Guidance often concern to resource allocation, e. g. , ‘to shift investment from downstream to upstream,’ ‘to refocus on core businesses,’ ‘to take advantage of opportunities in China and East Asia,’ ‘to increase the proportion of gas in our hydrocarbon reserves (Grant, 2003).

In the process of management of the company, what is the role of analytical formal planning in dynamic environment? Different people have different views; Grant thought strategic planning is a responsible. Increasing volatility and indeterminacy of the external environment was accompanied by two changes in strategic planning responsibilities: first, a shift of decision-making responsibility from corporate to business-level managers; second, a shift of planning responsibilities from planning staff to line managers (Grant, 2003).

There is other view; Hamel and Prahalad argue that the role of strategy should be not adapting an existing industry structure but rather to change it. ” They see the role of competitive creation as identifying the orthodoxy in a present strategy and redefining the terms of engagement to exploit this orthodoxy. And the emerging Infocom mega-industry provides an interesting laboratory for testing the adequacy of existing frameworks for competitive strategy. They are not designed to deal with the kind of turbulence that we are witnessing in this industry.

Strategists may have to assume a low role in dealing with turbulence. When being a pioneer and an innovator will help, it is not enough. Investing in and growing a customer base can strengthen the chances of success, but success in the end is determined by industry forces outside the companies’ control. “Co with the flow” is not an inspiring strategy but perhaps the best a company can do when face turbulence (Chakravarthy B, 1997). Each method is not a panacea.

Although formal strategic planning approaches have many advantages, it also makes limited benefit, like Scenario planning. However, the approach has only been applied in a few companies to date. Therefore, research on a larger scale is necessary to determine the performance of the scenario-based approach to strategic planning (Torstenwulf Philip Meissner and Stephan Stabner , 2010). Evidence of the impact of environmental turbulence upon strategic planning is limited. Cross sectional studies have produced contradictory findings.

Long evidence is fragmented, but more consistent: in response to increasing environmental turbulence, strategic planning systems actually have changed from the highly formalized processes of the 1960s and 1970s (Grant, 2003). In conclusion, formal strategic planning approaches indeed have a huge potential advantage. Some famous formal strategic planning approaches include SWOT analysis, Balanced Scorecards, Scenario planning, PEST analysis and STEER analysis have many advantages. If companies do not have strategic planning, it is bound to be about to disappear.

If companies ignore the strategic planning, it is bound to be lagging behind the development of enterprise. According to previous research and study about strategic planning, strategic planning can mobilize workers to actively increase the cohesion. It also can make enterprises competitive mechanism enhanced. Strategic planning can be summed insufficient and the shortfall, it is an important measure in the steady development of enterprises. I’ve used a lot of evidence fully proved these points.

About the formal strategic planning is of limited benefit to organisations operating in uncertain and dynamic environments, I also have used many evidences and examples to prove it. In general, with the development of the times, companies as an open system, it focuses on the external environmental factors there will be more and more, more and more diversified development trend, and thus the external environment faced by the enterprise will become more complex and uncertain. Even Scenario planning, Torstenwulf Philip Meissner and Stephan Stabner have pointed it had many potential advantages.

They also said,in an increasingly complex, dynamic and volatile world ,Scenario planning has only been applied in a few companies to date (Torstenwulf Philip Meissner and Stephan Stabner , 2010). Finally, I must emphasize once again, in the environment of globalization, the world is changing more and more rapidly. Managers must face a series of unexpected events. In a word, formal strategic planning approaches indeed have many potential advantages; it is of limited benefit to organisations operating in uncertain and dynamic environments.

References J. Richard Falshaw, Keith W. Glaister, Ekrem Tatoglu, “ Evidence on formal strategic planning and company performance” (2006) Management Decision, Vol. 44 Iss: 1 pp. 9 – 30 Hugh G. Courtney, Jane Kirkland, and S. Patrick Viguerie, “Strategy under uncertainty”. (1994) Keith W. Glaister, Omer Dincer, Ekrem Tatoglu, Mehmet Demirbag, Selim Zaim, (2008),”A causal analysis of formal strategic planning and firm performance: Evidence from an emerging country”, Management Decision, Vol. 46 Iss: 3 pp. 365 -391 Robert M.

Grant “Strategic Planning in a Turbulent Environment: Evidence from the Oil Majors” Strategic Management Journal, Vol. 24, No. 6 (Jun. , 2003), pp. 491-517 Selsky et al. , 2007. Contrasting Perspectives on Strategy Making in Hyper Environments. Organization Studies, 28(1), pp. 71-94. J. Scott Armstrong (1986). “The Value of Formal Planning for Strategic Decisions: A Reply” Strategic Management Journal 7: 183–185. Chakravarthy B, ‘A New Strategy Framework for Coping with Turbulence’ Sloan Management Review, Winter 1997

Torstenwulf Philip Meissner and Stephan Stabner “ A scenario-based Approach to Strategic Planning-Integrating Planning and Process Perspective of strategy” (2010) http://www. scenariomanagement. de/fileadmin/user_upload/Scenario-based_strategic_planning_WP. pdf Harrington, D. , Lawton, T. &Rajwani, T. 2005. Embracing and Exploiting Industry Turbulence: The Strategic Transformation of Aer Lingus. European Management Journal, 23(4), pp. 450–457. Bibliography Johnson G, Scholes K, Whittington R, Exploring Corporate Strategy 8th Edition, 2008 – Chapter 2 Campbell D, Edgar D, Stonehouse G, Business Strategy 3rd Edition, 2011, Palgrave – Ch 3

INTRODUCTION

Besides organizing, controlling and leading, planning is one of the management functions. Good planning is crucial to enable an organization to function effectively. Planning is done for two purposes, firstly as a protection to the organization and secondly to increase the affirmative levels of an organization according to C. W. Roney (Certo, 2000). As a protection to the organization, a manager can forecast the effects from each of the suggestions or alternative actions that will be carried out.

Then managers will be able to ensure what needs to be done, how to carry out the actions, why it has to be done, when to do it, who should implement it with proper planning. And it is done to increase the affirmative levels of an organization. According to Fayol – The plan of action is, at one and the same time, the result envisaged, the line of action to be followed, the stages to go through, and the methods to use. It is a kind of future picture wherein proximate events are outlined with some distinctness.

Planning is deciding in advance what is to be done. It involves the selection of objectives, policies, procedures and programs from among alternatives. A plan is a predetermined course of action to achieve a specified goal. It is a statement of objectives to be achieved by certain means in the future. In short, it is a blueprint for action. Louis A Allen Management planning involves the development of forecasts, objectives, policies, programs procedures, schedules and budgets. Theo Haimann Planning is deciding in advance what is to be done.

When a manager plans, he projects a course of action, for the future, attempting to achieve a consistent, co-ordinated structure of operations aimed at the desired results. Koontz O’Donnell Planning is an intellectual process, the conscious determination of courses of action, the basing of decisions on purpose, acts and considered estimates.

TYPES OF PLANNING

According to Dessler (2001) there are three main types of planning which are planning based on format, organization hierarchy and frequency of use.

PLANNING BASED ON FORMAT

Descriptive planning is a planning written in the form of statements that state what needs to be achieved and how it is achievable for example, planning of an individual’s career. Budgeting is plan that stated quantitatively by using financial terms. Graphics planning is a planning that explains what needs to be achieved and how to achieve it in the form of charts. For example Gantt chart, it illustrates the time period required in order to implement an activity in the form of bar chart.

PLANNING BASED ON ORGANIZATIONAL HIERARCHY

There are three levels in an organization – top management, middle management, lower management.

Top management (strategic plan) Strategic planning focuses on long-term issues for the survival, growth, and overall effectiveness of the organization. Companies need to be visionary, and must develop long-term strategies to meet changing conditions in their industries. Strategic planning involves developing a strategy to meet competition and ensure long-term survival and growth. The marketing function plays an important role in this process in that to provides information and other inputs to help in the preparation of the organization’s strategic plan long term plan. Middle management (tactical plan)

Tactical planning focuses their goals on a shorter time frame, usually ranging from one month to one year. Middle managers give authority and responsibility to team leaders or supervisors, after that they provide direction, necessary resources, and feedback on performance as tasks are completed. Usually they need more detailed information than top managers, but less information than team leaders and supervisors. They also use business support systems, knowledge management systems, and user productivity systems to perform their jobs. Lower management (operational plan) Lower management carries out day-to-day operational plans.

Operational employees primarily receive data that they need to perform their jobs day to day. In many companies, operational employees also need information to handle tasks and make decisions that were assigned to supervisors which is called empowerment, and gives employees more responsibility and accountability.

PLANNING BASED ON FREQUENCY OF USE

One time usage planning is a planning that is only used once. Specially prepared to fulfill specific purposes. For example the organization may open more than one branch, but each plan made only applicable to the specific branch only.

Because it have different resources like money, manpower, customer’s distribution, size of the branch area etc. Standing plan is a planning that is repeatedly used. Used to manage situations that frequently arise in an organization such as employees disciplinary problems. Standing plans have three types which are policy, procedure and regulations. i. Policy Principles or general guidelines to manage situations. ii. Procedure Actions or process that must be taken if a certain situation arises. iii. Regulations Specific guidelines when taking an action.

WORKPLACE HISTORY

Malaysia Airline System Berhad is doing business as Malaysia Airlines since its inception as an independent airline in 1987. Proudly running as the national-flag carrier of Malaysia from main home base of Kuala Lumpur International Airport (KLIA) with secondary hubs at Kuching and Kota Kinabalu on the second island of the Malaysian state. With a concentration of network on both regional as well as international sectors, MAS has come to be known as world renowned airlines well as a local favorite along with its subsidiary, MAS Wings, because of staff hospitality and its marketing campaigns.

It has been understood that there are various issues and opportunities that are being faced to MAS. Some of these are an overstaffing problem involving more than twenty-thousand employees all over the world. Another one, being incurred net losses of RM 479 million by the third quarter of 2011 and at the end of the fourth quarter the airline had incurred a loss of RM 2524 million, indicating a substantial decrease from a profit of RM 234 million in the previous year. Malaysia Airlines Vision is to be the Preferred Premium Carrier by using A380 as the flagship product.

To support the vision, Malaysia Airlines mission is to be the best-in-class, top 10 commercially viable airline in the Asia Pacific region that returns sustainable profits to the shareholders. Business plan updated June 2012

RECOVERY PLAN (TOP MANAGEMENT) BUILD A PROFITABLE NETWORK

Malaysia Airlines will realign the network based on demand and profitability result in the termination of MAS highly unprofitable routes to South Africa and Argentina and its only destination in Latin America.

Other long hauls routes that unprofitable will also be eliminated MAS will deploy aircraft optimally to suit mission and for cost effectiveness. WIN BACK CUSTOMERS Malaysia Airlines will completely revamp the commercial team to improve performance and review sales and distribution channels. MAS plans to win or gain back its premium long hauls passengers through changing its carriers. A phase-out of MAS ageing widebody aircraft will be pursued and simultaneously new passenger facilities will be introduced.

By the end of 2013 the carrier will be operating only three types of modern widebody aircraft – A330-300s, B777-200ERs and A380s. Then MAS will put in place best-in-class revenue management to fix corporate travel business and revamp our internet booking engine. MAS will enhancing our marketing and branding efforts and grow ancillary revenues.

RELENTLESS COST FOCUS

Malaysia Airlines will radically improve productivity and efficiency by increased aircraft utilization. Then MAS will streamline assets and resources across group. After that MAS will review and revamp legacy rocesses and work practices and reduce reliance on 3rdparty and in source jobs where possible. Lastly overhaul the procurement and contracting practices, and review existing contracts for greater cost savings.

BRIDGE THE FUNDING GAP

The funding gap that must be bridged given the aircraft deliveries of 2012. This bridge has five pillars of support:

1. Positive operating cash flow
2. New debt and leasing arrangements
3. Working capital boost via the return of pre-delivery payment deposits
4. Proceeds from potential spin-offs
5. Unwavering support of our shareholders

GAME CHANGERS (MIDDLE MANAGEMENT)

i. Capture regional point-to-point traffic * Deepen and optimize regional & domestic networks * Shift focus to point-to-point traffic markets * Optimize traffic hubs in KLIA, PEN, KCH, BKI ii. Alliance and partnerships * Enter one world for greater market access, connecting traffic flows, and seamless frequent flyer arrangements * Explore collaboration and joint venture opportunities to capture new markets and consolidate market position while reducing the financial risks of participating individually. iii. Profitable ancillary businesses Build a profitable portfolio of ancillary businesses around the core airline

FOUNDATION (OPERATIONAL PLAN)

i. Branded customer experience Improve product quality, including business class product offering in to match best in market and radically improve service levels at all customer service touch points also create and build on service delivery differentiation. ii. Continuous operational improvement Continuously improve processes and work practices by simplify work steps. Remove legacy practices by reduce bureaucracy. Inject innovation in solving issues and problems. iii. Winning organization

Review organization design and manpower requirements. Improve talent and succession planning. Revamp work rules to increase productivity. Reinforce performance based compensation and rewards. Rally staff through active engagement & communication.

REFERENCE

1. Dessler, (2011, 12). Malaysia Airline Business Plan. Retrieved 03, 2013, from http://malaysiaairlines. com/content/dam/mas/master/en/pdf/corporate-info/Malaysia%20Airlines%20Business%20Plan. pdf
2. Unknown, (2013, 06). Malaysia Airline Report. Retrieved 03, 2013, from http://www. scribd. com/doc/97200708/Malaysia-Airline-Report

Implementation Plan

Overview

The Implementation Plan describes how the information system will be deployed, installed and transitioned into an operational system. The plan contains an overview of the system, a brief description of the major tasks involved in the implementation, the overall resources needed to support the implementation effort (such as hardware, software. facilities, materials, and personnel), and any site-specific implementation requirements.

The plan is developed during the Design Phase and is updated during the Development Phase; the final version is provided in the Integration and Test Phase and is used for guidance during the Implementation Phase. The outline shows the structure of the Implementation Plan. 1INTRODUCTION This section provides an overview of the information system and includes any additional information that may be appropriate. 1. 1Purpose This section describes tile purpose of the Implementation Plan. Reference the system name and identify information about the system to be implemented.

System Overview

This section provides a brief overview of the system to be implemented, including a description of the system and its organization.

System Description

This section provides an overview of the processes the system is intended to support. If the system is a database or an information system, provide a general discussion of the description of the type of data maintained and the operational sources and uses of those data.

System Organization

This section provides a brief description of system structure and the major system components essential to the implementation of the system.

It should describe both hardware and software, as appropriate. Charts, diagrams, and graphics may be included as necessary.

Project References

This section provides a bibliography of key project references and deliverables that have been produced before this point in the project development.

Glossary

Provide a glossary of all terms and abbreviations used in the manual. If it is several pages in length, it may be placed in an appendix.

MANAGEMENT OVERVIEW

The subsequent sections provide a brief description of the implementation and major tasks involved in this section.

Description of Implementation

This section provides a brief description of the system and the planned deployment, installation, and implementation approach.

Points of Contact

In this section, identify the System Proponent, the name of the responsible organization(s), and titles and telephone numbers of the staff who serve as points of contact for the system implementation. These points of contact could include the Project Manager. Program Manager, Security Manager. Database Administrator, Configuration Management Manager, or other managers with responsibilities relating to the system implementation.

The site implementation representative for each field installation or implementation site should also he included, if appropriate. List all managers and staff with whom the implementation must be coordinated.

Major Tasks

This section provides a brief description of each major task required for the implementation of the system. Add as many subsections as necessary to this section to describe all the major tasks adequately. The tasks described in this section are not site-specific, but generic or overall project tasks that are required to install hardware and software, prepare data, and verify the system.

Include the following information for the description of each major task, if appropriate:

• What the task will accomplish
• Resources required to accomplish the task
• Key person(s) responsible for the task
• Criteria for successful completion of the task

Examples of major tasks are the following:

• Providing overall planning and coordination for the implementation
• Providing appropriate training for personnel
• Ensuring that all manuals applicable to the implementation effort are available when needed
• Providing all needed technical assistance Scheduling any special computer processing required for the implementation
• Performing site surveys before implementation
• Ensuring that all prerequisites have been fulfilled before the implementation date
• Providing personnel for the implementation team
• Acquiring special hardware or software
• Performing data conversion before loading data into the system
• Preparing site facilities for implementation

Implementation Schedule

In this section, provide a schedule of activities to be accomplished during implementation. Show the required tasks (described in Section 2. , Major Tasks) in chronological order, with the beginning and end dates of each task.

Security

If appropriate for the system to be implemented, include an overview of the system security features and requirements during the implementation.

System Security Features

In this section, provide an overview and discussion of the security features that will be associated with the system when it is implemented. It should include the primary security features associated with the system hardware and software. Security and protection of sensitive bureau data and information should be discussed, if applicable.

Reference the sections of previous deliverables that address system security issues, if appropriate.

Security During Implementation

This section addresses security issues specifically related to the implementation effort, if any. For example, if LAN servers or workstations will he installed at a site with sensitive data preloaded on non-removable hard disk drives, address how security would be provided for the data on these devices during shipping, transport, and installation because theft of the devices could compromise the sensitive data.

IMPLEMENTATION SUPPORT

This section describes the support software, materials, equipment, and facilities required for the implementation, as well as the personnel requirements and training necessary for the implementation. The information provided in this section is not site-specific. If there arc additional support requirements not covered by the subsequent sections, others may be added as needed.

Hardware, Software, Facilities, and Materials

In this section, list support software, materials, equipment, and facilities required for the implementation, if any.

Hardware

This section provides a list of support equipment and includes all hardware used for testing time implementation. For example, if a client/server database is implemented on a LAN, a network monitor or “sniffer” might be used, along with test programs. to determine the performance of the database and LAN at high-utilization rates. If the equipment is site-specific, list it in Section 4, Implementation Requirements by Site.

Software

This section provides a list of software and databases required to support the implementation. Identify the software by name, code, or acronym.

Identify which software is commercial off-the-shelf and which is State-specific. Identify any software used to facilitate the implementation process. If the software is site-specific, list it in Section

Facilities

In this section, identify the physical facilities and accommodations required during implementation. Examples include physical workspace for assembling and testing hardware components, desk space for software installers, and classroom space for training the implementation stall. Specify the hours per day needed, number of days, and anticipated dates.

If the facilities needed are site-specific, provide this information in Section 4, Implementation Requirements by Site.

Material

This section provides a list of required support materials, such as magnetic tapes and disk packs.

Personnel

This section describes personnel requirements and any known or proposed staffing requirements, if appropriate. Also describe the training, if any, to be provided for the implementation staff.

Personnel Requirements and Staffing

In this section, describe the number of personnel, length of time needed, types of skills, and skill levels for the staff required during the mplementation period. If particular staff members have been selected or proposed for the implementation, identify them and their roles in the implementation.

Training of Implementation Staff

This section addresses the training, if any, necessary to prepare staff for implementing and maintaining the system; it does not address user training, which is the subject of the Training Plan. Describe the type and amount of training required for each of the following areas, if appropriate, for the system:

• System hardware/software installation
• System support
• System maintenance and modification

Present a training curriculum listing the courses that will be provided, a course sequence. and a proposed schedule. If appropriate, identify which courses particular types of staff should attend by job position description. If training will be provided by one or more commercial vendors, identify them, the course name(s), and a brief description of the course content. If the training will be provided by State staff, provide the course name(s) and an outline of the content of each course. Identify the resources, support materials, and proposed instructors required to teach the course(s).

Performance Monitoring

This section describes the performance monitoring tool and techniques and how it will be used to help decide if the implementation is successful.

Configuration Management Interface

This section describes the interactions required with the Configuration Management (CM) representative on CM-related issues, such as when software listings will be distributed, and how to confirm that libraries have been moved from the development to the production environment.

IMPLEMENTATION REQUIREMENTS BY SITE

This section describes specific implementation requirements and procedures.

If these requirements and procedures differ by site, repeat these subsections for each site; if they are the same for each site, or if there is only one implementation site, use these subsections only once. The “X” in the subsection number should be replaced with a sequenced number beginning with I. Each subsection with the same value of “X” is associated with the same implementation site. If a complete set of subsections will be associated with each implementation site, then “X” is assigned a new value for each site.

Site Name or identification for Site X

This section provides the name of the specific site or sites to be discussed in the subsequent sections.

Site Requirements

This section defines the requirements that must he met for the orderly implementation of the system and describes the hardware, software, and site-specific facilities requirements for this area. Any site requirements that do not fall into the following three categories and were not described in Section 3, Implementation Support, may be described in this section, or other subsections may be added following Facilities Requirements below:

• Hardware Requirements – Describe the site-specific hardware requirements necessary to support the implementation (such as. LAN hardware for a client/server database designed to run on a LAN).
• Software Requirements – Describe any software required to implement the system (such as, software specifically designed for automating the installation process).
• Data Requirements – Describe specific data preparation requirements and data that must be available for the system implementation. An example would be the assignment of individual IDs associated with data preparation.
• Facilities Requirements – Describe the site-specific physical facilities and accommodations required during the system implementation period. Some examples of this type of information are provided in Section

Site implementation

Details This section addresses the specifics of the implementation for this site. Include a description of the implementation team, schedule, procedures, and database and data updates. This section should also provide information on the following:

• Team–If an implementation team is required, describe its composition and the tasks to be performed at this site by each team member. Schedule–Provide a schedule of activities, including planning and preparation, to be accomplished during implementation at this site. Describe the required tasks in chronological order with the beginning and end dates of each task. If appropriate, charts and graphics may be used to present the schedule.
• Procedures–Provide a sequence of detailed procedures required to accomplish the specific hardware and software implementation at this site. If necessary, other documents may be referenced. If appropriate, include a step-by-step sequence of the detailed procedures. A checklist of the installation events may he provided to record the results of the process. If the site operations startup is an important factor in the implementation, then address startup procedures in some detail. If the system will replace an already operating system, then address the startup and cutover processes in detail. If there is a period of parallel operations with an existing system, address the startup procedures that include technical and operations support during the parallel cycle and the consistency of data within the databases of the two systems. Database–Describe the database environment where the software system and the database(s), if any, will be installed. Include a description of the different types of database and library environments (such as, production, test, and training databases).
• •Include the host computer database operating procedures, database file and library naming conventions, database system generation parameters, and any other information needed to effectively establish the system database environment. Include database administration procedures for testing changes, if any, to the database management system before the system implementation.
• •Data Update–If data update procedures are described in another document, such as the operations manual or conversion plan, that document may be referenced here. The following are examples of information to be included: -Control inputs -Operating instructions -Database data sources and inputs -Output reports -Restart and recovery procedures

Back-Off Plan

This section specifies when to make the go/no go decision and the factors to be included in making the decision.

The plan then goes on to provide a detailed list of steps and actions required to restore the site to the original, pre-conversion condition,

Post-Implementation Verification

This section describes the process for reviewing the implementation and deciding if it was successful. It describes how an action item list will be created to rectify any noted discrepancies. It also references the Back-Off Plan for instructions on how to back-out the installation, if, as a result of the post-implementation verification, a no-go decision is made.

Operational Plan

Operational Planning What is it? The organisation has an operational plan that clearly states the actions to implement goals and strategies identified in the strategic plan. Your organisation has completed the strategic planning process. An operational plan details the actions required to implement each strategy, assigning responsibilities, setting timeframes, identifying resources required and indicating what difference the specific actions will make.

When developing your operational plan, ensure it is clear and able to be understood by all members of your organisationDeveloping the Operational Plan·You will need to have at least one workshop to develop your operational plan with someone who will drive the process. This person is called a facilitator. ·A facilitator is a person who has experience or training in running work groups. He or she guides the operational planning process, ensuring the actions and timeframes are pitched at the appropriate level. Your facilitator could be: (1) an outside specialist facilitator (2) a prominent member from your community who has experience facilitating developing plans in the past, or (3) a member of the Management Committee or staff member to facilitate the process. ·It is very important the facilitator is trusted by the group. Each participant must feel comfortable to express their opinions. The most successful plans are those where all participants feel they have fully participated in the planning sessions and own the actions.

Picking a good facilitator is the first step in successful planning. ·The organisational plan is primarily the responsibility of staff, representatives from the Management Committee and community will help ensure it reflects the intent of the Strategic Plan. Goals and strategies from Strategic Plan to action ·Goals and strategies that were identified in the strategic planning process will now be used for the operational or action planning process. Who is going to do what? When will they do it?

What resources will they need and how will you know when the action has been completed successfully? ·The strategic plan provides a framework for the operational planning process, but how do you turn your goals and strategies into actions and then into results to achieve these goals? ·Make sure the actions are realistic. Does the organisation have the resources (personnel, physical facilities, training, equipment, funding, etc. ) required to do this activity? If not, how will we obtain them and if additional resources can’t be obtained, how o we adjust the activity in line with the resources available. ·For each of the actions you need to identify the way to measure its success or otherwise. What differences will you see as a result of these activities? These are sometimes called outcomes or performance measures. These outcomes need to be measurable, preferably by numbers or timelines. ·Finally, you need to have someone to be responsible to ensure the activity occurs and the outcome is achieved. Who will do it? ·A table can be one good way of recording this process.

An example follows:Goal: Healthier people in our communityStrategy|Action/Activity|Who|When|Resources| Community awareness activities relating to health promotion|Open Day held on a quarterly basis to promote health issues|Indigenous Health Project Officer|June 2007|$ advertisingPromotional materials| Children are informed of health issues |Information sessions on health promotion at the local school on a monthly basis|Indigenous Health Worker|July 2007|Resources| ·What has been described is the operational planning process.

The results are made into either a booklet or a poster which is called the operational or action plan. This can then be used by the members of the organisation to follow the goals, strategies and proposed actions outlined in the operational plan. ·It provides the organisation with a guide that can be monitored, reviewed and evaluated at regular intervals to ensure the organisation is implementing its strategic plan. Related Documents Strategic Planning Topic Guide [->0]Strategic Plan Template [->1]Operational Plan Template ->2] References Business Plans for Dummies – Paul Tiffany & Steven Peterson IDG Books World Wide Inc 1997 Developing Your Organisation For Queensland Incorporated Associations Queensland University of Technology, 2005 Monitoring Performance Improvement – M Tovey Prentice Hall 2001 Strategic Planning the Murri Way Kit – HACC Resource Unit 1997 Websites used for examples of Mission Statements and Goals Ernabella Arts from Powerhouse Museum web site http://www. phm. gov. au/hsc/paperbark/contemporary. htm

Wal-Meta The Aboriginal and Torres Strait Islander Public Sector Employment Development Unit http://www. wal-meta. qld. gov. au/aboutus/mission_statement. htm Batchelor Institute for Indigenous Tertiary Education http://www. batchelor. edu. au/public/documents. html [->0] – http://www. qld. gov. au/ngo/documents/VOICE/gov_accountability/topicguide/StrategicPlanning. rtf [->1] – http://www. qld. gov. au/ngo/documents/VOICE/gov_accountability/templates_samples/StrategicPlan. rtf [->2] – http://www. qld. gov. au/ngo/documents/VOICE/gov_accountability/templates_samples/OperationalPlan. rtf