Skip to main content Skip to search

Planning

Working ‘on’ your business is as important as working ‘in’ your business: take stock of your forward thinking in developing a sound strategic planning process

STRATEGIC PLANNING

It is commonly understood that a high proportion of businesses fail within the first 5 years.

What is less understood is that many of these don’t actually fail in a technical sense – they just fail to live up to expectations!

Poor strategic management of an organisation including lack of forward planning, inadequate financial or cash flow control and lack of records, will undoubtedly contribute to this outcome over time.

Have you got a clear strategy in place?

To avoid business failure – and achieve maximum success, focus first on strategy.

ABS work with clients to help align their expectations with a business framework that articulates your plan well and positions the organisation to better execute defined objectives.

We help you to identify key elements of the operation within the context of internal and external influences in developing a measurable and achievable forward plan.

Ongoing Process 

Regularly reviewing your business plan and communicating this with your team will help hone your focus on progress achieved, through ongoing monitoring and measurement.

Making assessments of your plan’s effectiveness will help to prevent wasting precious time and other resources which increase costs and steer the business off course, missing golden opportunities.

Your vision and mission should guide decision making as part of the overall strategy, as will your organisations values if practiced and known to all.

FUTURE SOLUTIONS

Ensure you are “business ready” to face unforeseen shocks or take advantage of unexpected opportunities, which may include:

Shocks

  • technoligical “disruptions” causing major shifts in demand or traditional markets
  • sudden downturns or poor economic conditions
  • natural disasters
  • competitor consolidations through mergers and acquisitions which change the competitive environment
  • changes in government policy
  • loss of key markets
  • failure of a critical supplier
  • supply chain disruption eg. strike action
  • currency movements or similar fluctuations

Opportunities

  • new technologies which may create efficiencies or open-up new markets
  • favourable policy announcements
  • new grants and concessions
  • growth corridors from businesses which suddenly come up for sale
  • marketing initiatives including social media
eggs-in-one-basket