my question this time is for " strategic planning career "
1- after researches I found in an article that strategic planning in market = business developer , please comment on that
2- in both case , what I have to do to reach strategic planner position in a company or firm ? from where ;
qualifications
studies
experience required
specially for entry level
2- the same thing for "business developer" position ?
3- is their an MBA for strategic planner specialization ?
4- whats the difference between strategic planner & project manager form where ;
- salaries
- experience needed to reach each position
- responsibilities , roles , tasks
5- to be a well experienced strategic planner or business developer beside my own talents & skills , is that let me have strong basis to do my own business in the feature ?
wish to hear from you soon
thanks
Answer AJ,
HERE IS SOME USEFUL MATERIAL.
REGARDS
LEO LINGHAM
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1- after researches I found in an article that strategic planning in market = business developer , please comment on that
ROLE OF BUSINESS DEVELOPMENT
FOCUSES ON DEVELOPING BUSINESS .
DOES RESEARCH ON MARKET -SALES-PRODUCT.
business development driven change
Business development potentially includes everything involved with the quality of the business . Business development planning first requires establishing the business development aims, and then formulating a business development strategy, which would comprise some or all of the following methods of development.
sales development
new product development
new market development
business organization, processes development (eg, outsourcing, e-business, etc)
logistics and supply-chain development
communications (capabilities and training) development
strategic partnerships and distribution routes development
international development
acquisitions and disposals of businesses/products
Generally business development is partly scientific, and partly subjective, based on the feelings and wishes of the business owners or CEO. There are so many ways to develop a business which achieve growth and improvement, and rarely is just one of these a single best solution.
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ROLE OF STRATEGIC PLANNER
FOCUSES ON THE STRATEGIES WITH WHICH THE COMPANY
CAN PRODUCE THE BEST RETURN ON INVESTMENT.
DOES RESEARCH-economy-environment-technology-social-trade
-industry-opportunities-threats-internal operation-finance etc etc
Dimensions of Strategy
There are 5 key questions that must be asked and answered
for the product group"s strategy to be clear and focused.
1. What is the thrust of focus for future business
development ?
2. What is the scope of products and markets that will and
will not be considered?
3. What is the future emphasis or priority and mix for
products and markets that fall within that scope?
4. What key capabilities are required to make this strategy
happen?
5. What does this strategy imply for growth and return
expectations?
What elements of the product/service do the Customers/segments value most? What
are their objectives? What are they really buying? What are their priorities? What
changes are taking place?
UNMET NEEDS
Why are some customers/segments dissatisfied? Why are some changing brands or
suppliers? What are some unmet needs they can identify? What are some unmet needs
they are unaware of?
Competition Analysis
WHO ARE THE COMPETITORS?
Against whom do we usually compete?
Who are our most intense competitors?
Who are our less intense but still serious competitors?
What are the substitute products?
Can these competitors be grouped on the basis of their products or strategies?
Are there any potential competitive entrants?
EVALUATING THE COMPETITORS
What are their strategies? Their level of commitment?
Do they have a significant advantage or disadvantage?
What is their image/positioning strategy?
Which are the most successful/unsuccessful competitors? Why?
What are their strengths/weaknesses?
What are their leverage points?
Structure of the Segment/Customer
1. SIZE AND GROWTH
What are their size and growth characteristics?
What are the driving forces behind their sales trends?
2. POTENTIAL AND PROFITABILITY
How intense is the competition among existing suppliers?
What is the threat from potential entrants?
What is the bargaining power of suppliers?
What is the bargaining power of buyers?
How difficult is selling into these accounts or segments?
3. PRICE
What are the value added components for various types of competitors?
4. DISTRIBUTION
What are the alternative ways of servicing this segment or account?
5. TRENDS
What are the trends in this segment/customer?
6. KEY SUCCESS FACTORS
What are the key success factors needed to compete successfully?
Environmental Analysis
1. TECHNOLOGY
What technological development or trends are affecting or could affect the
segment/customer?
To what extent are existing technologies maturing?
2. GOVERNMENT
What changes in regulations are possible?
What will their impact be?
3. ECONOMICS
What are economic prospects and inflation in which the segment/customer
operates?
How will they affect strategy?
4. GENERAL TRENDS
What are the significant trends/future events?
What threats and opportunities do you see?
What are the areas of uncertainty?
What is the impact of these on your strategy?
Internal Analysis
1. Performance Analysis
Sales
Profitability
Product Quality
Customer Satisfaction
Cost
Product Performance
2. Determinants of Strategic Options
Past Strategy
Current Strategy
Strategic Problems
Organisational capabilities and Constraints
Strengths
Weaknesses
A. Strengths B. Weaknesses
C. Problems
D. Constraints
E. Others
OPPORTUNITIES
What to look for
New Market Segments New Customer More
sales in the current customers New end ‑ uses
New / modified products New geographical
locations Displacing competition Others:
THREATS
What to look f or
Competition
Declining Market
Reduction in the No.s of customers
Others
UNCERTAINTIES
What to look for
Demand
Legislation
Availability
Technical Development (Product)
Financial Resource
Pricing / G.P.
Customer Satisfaction / Buying Policies
Others
OBSTACLES
What to look for
Sales Representation
Production /Raw Materials
Sourcing
Distribution
Inadequate Promotion Support
Inventory
Customer Service
Others
Sustainable Competitive Advantage,
What are they?
1 . Reputation
2. Quality
3. Customer Service
4. Product Support
5. Product‑line depth?
6. Product‑line breadth?
7. Technical superiority
8. Customer base
9. Market share
10. Size
11. Distribution
12. Adaptable operation
13. Sales force network
14. Powerful well‑known parent company
15. Good engineering
16. Distributor support
17. Customer oriented
18. Continued product innovation
19. Product convenience
20. Financial package
====================================================
2- in both case , what I have to do to reach strategic planner position in a company or firm ? from where ;
qualifications
studies
MBA
experience required
5/7 years management experience
specially for entry level
MBA + 2/3 research experience.
----------------------------------------------
2- the same thing for "business developer" position ?
qualifications
studies
graduate [ MBA preferred ]
experience required
2/3 years sales / marketing experience
specially for entry level
graduate + market research experience.
====================================
3- is their an MBA for strategic planner specialization ?
There is no MBA [ strategic planning]
but you can have projects on ''strategic planning ]
==========================================
4- whats the difference between strategic planner & project manager form where ;
SP =STRATEGIC PLANNER AND PM=PROJECT MANAGEMENT
- salaries
AT THE MIDDLE MANAGEMENT LEVEL
SP [ 125,000-----------200,000] annual
PM [100,000 -----------150,000] annual
------------------------------------------
- experience needed to reach each position
AT THE MIDDLE MANAGEMENT LEVEL
SP [5/7 YEARS ]
PM [ 4/5 YEARS]
-----------------------------------------------
- responsibilities , roles , tasks
STRATEGIC PLANNING MANAGER
Primary objective Develop, direct and control the corporate planning and development activities of the organisation. Prepare and monitor business plans ‑and advise the Chief Executive and/or Board as appropriate.
Specific accountabilities
Develop short, medium and long range corporate strategies and business plans for the achievement of overall business objectives.
Direct the organisation's forecasting and business analysis activities.
Assist management in the preparation of business plans, reports, budgets and forecasts.
Assist the Chief Executive and senior management in defining and implementing corporate strategy.
Provide advice to management in developing business planning and forecasting techniques.
Ensure management are informed of political and economic factors which may influence business plans.
Direct internal business research and review present programmes and planning projects with the Chief Executive and other relevant executives.
Review proposals for major capital expenditures to ensure their conformity with corporate plans and justification on economic grounds.
Evaluate existing and proposed major investments and provide the Chief Executive and/or Board with detaiIed statistical and financial data to thoroughly assess such projects.
Investigate and assess business opportunities appropriate to the organisation, including licences, patents, joint ventures and possible mergers.
Review the operating results of all divisions, activities and investments in light of budget objectives and corporate plans.
Maintain necessary contact with key customers, industry associations or government representatives.
Select and train subordinate staff. Consult with subordinate staff and review recommendations and reports.
Ensure activities related to the function comply with relevant Acts, legal demands and ethical standards.
----------------------------------------------------
PROJECT MANAGER [ IT INDUSTRY ]
Primary objective
Control and co‑ordinate IT systems development projects to meet time and efficiency goals and project objectives.
Specific accountabilities
Define the scope of systems development projects.
Appoint project leaders and provide them with clear terms of reference including targets to be met and resources to be
allocated.
Monitor and control the development and cost of systems by initiating regular reviews.
Make detailed plans for systems implementation in conjunction with users, and assist in the testing and installation of the
systems or software, if required.
Ensure all project group activities are co‑ordinated with other project groups, operations and other user areas.
Plan and control quality standards so that systems or program requirements for maintenance, modification, documentation
and efficiency are met.
Evaluate and recommend new project systems and techniques.
Assist with long term plans for application systems development and software.
Select, train and develop project teams.
======================================
5- to be a well experienced strategic planner or business developer beside my own talents & skills , is that let me have strong basis to do my own business in the feature ?
wish to hear from you soon
STRATEGIC PLANNER/ BUSINESS DEVELOPER experience
gives you a strong base in
-knowledge
-skills
-competencies
-good understanding of business / industry.
THIS BACKGROUND IS VERY BENEFICIAL WHEN YOU
GO INTO YOUR OWN BUSINESS.
IN ADDITION, YOU NEED
-sensitivity in dealing with your own money.
-sensibility in making your own business decision.
-taking risks with your money.
A LOT OF VERY GOOD MANAGERS, WHO GO INTO THEIR
OWN BUSINESS FAIL, BECAUSE THEY FIND IT DIFFICULT
TO MAKE RISKY DECISIONS.
