Planning for 2012

November 1. Every year I intend to spend time at the beginning of third quarter planning for the next year. And every year when I flip the calendar from October to November, I recognize that, yet again, I am behind in giving serious thought to what must be done the following year to ensure success. Now, I do push my clients to plan early, but somehow I always end up behind!

When you own a business, it’s really hard to take a full day (or more) away from operations, so here is my plan:

• I am setting aside one afternoon without interruption to brainstorm about next year. Some of the questions I’ll ask:

a.       How successful were we at meeting last year’s goals?

b.      Where do we want the firm to go in 2012 (and 2-3 years beyond)?

c.       Have we integrated our message across all platforms well?

d.      Have we taken advantage of new marketing means and the tried and true?

e.      Do we have the right resources to get there?

f.        What can we do differently to help us succeed?

g.       Are we meeting the needs of our clients?

h.      Have things changed within the firm where we need a brand review (or do you have a brand image and message)?

i.         Without consideration to budget, what would I do?

• After mulling the answers to the above questions over, I’ll dedicate a second session to laying out a high level plan.
• Session three will have to include the budget. Love brainstorming, but not so much the budget process…
• The fourth and final session will be a more detailed planning session based on those pesky budget numbers and key benchmark goals.

Last but not least will be the old company meeting where we talk through next year’s plan and how the team can meet our goals. It’s a big task, but breaking it into manageable chunks works every time. Do you have a process you follow to do your annual plan? I’d love to hear what works for you and what doesn’t!

BUILD YOUR TEAM

In today’s hectic business environment, managers and employees can lose focus on strategy and long-term goals while fighting daily fires. It doesn’t matter if your business has five employees or 50, a retreat or annual meeting can be a positive, team building experience that can refresh attitudes and renew a common sense of purpose.

Your retreat should always take place away from the office and technology. Depending on the type of retreat you choose and your budget, this can range from meeting in the backyard of a senior manager who lives on the lake to renting space at a local hotel to a full-service weekend “adventure” retreat that includes outdoor team building exercises. The point is that you are away from distractions. Have everyone dress comfortably and intersperse some physical activity with your sit-down sessions to keep people from tuning out. Add a creative session or two to get the juices flowing; this doesn’t have to be anything fancy—you can use something as simple as an opposites word game or simple drawing exercise. And don’t forget healthy, nutritious food to keep everyone alert (okay, and some chocolate for good measure).

There are several types of sessions that may be of value during a retreat:

Social Presence: Get input from your staff on your social media presence and policies, and get them involved in representing the company. In the “Facebook world,” all employees can and should help by watching for comments about the company and sharing the good things you do.

Branding: Do your employees understand the company brand? Engage them on ways to ensure brand consistency and ask them for new ideas that will promote the brand.

Strategic Planning: What is the firm’s strategy? Its goals? Are employees aware of the goals? If the strategy and goals have been defined, involve employees so they understand and can help focus on meeting these goals. If the goals haven’t been set yet, get employee input. Many times people at lower levels have insight into the customers and market that senior managers lack.

Team Building/Motivation: Wrapping up your day with a motivational session sends everyone away energized and ready to tackle the world when they return to work!

Tell clients that the office will be closed that day and provide an emergency-only number for them to call if necessary. The goal is to get your team back on track and focused on the long-term health of the business. Need more information about sessions for your retreat? Give us a call at (919) 850-0605 or e-mail us at info@theexpertspeakers.com.

Strategic Plans that Grow Your Business

The last few months of the year are generally the months when businesses work on strategic planning and budgeting for the upcoming calendar year. Planting seeds so to speak. And for many business owners and managers, the task can seem overwhelming!

Strategic Planning helps save money when you set solid goals and develop your plan with checklists for your target markets, brand messages and budget. By setting up these checklists, you have an easy decision making guide process to follow and you will be less likely to make impulsive decisions or follow paths that will draw you away from goal conversion.

The overall strategic plan is supported by sub-plans for each functional area. The strategic marketing plan will define how the marketing department will support the overall plan and aid in accomplishing the stated goals. These sub-plans cannot be created in silos, but rather all departments must coordinate their efforts to ensure the plans are integrated and working toward the same end. As an example, if the overall plan includes the introduction of a new product in 2011, marketing must work with operations to learn product features and the timetable for release so that it may create packaging, sales materials, update web content, plan advertising campaigns, etc. Marketing must also coordinate with finance to ensure that funds are available for these programs.

In its’ supporting role, the strategic marketing plan should include the following elements:

1. A clear definition of the target markets. These targets may be different by product or service and may be narrow or broad, depending on your needs. You may also define secondary and/or tertiary markets, if appropriate. Consider geography, demographics, preferences/”likes” and behavioral restrictions. The majority of marketing efforts should focus on this group (or groups) and use the appropriate messages and channels for the group. Generally, the more defined your target is, the higher the conversion rate will be.
2. A detailed list of action items to accomplish the plan.
3. Assign budget dollars to each task or set of tasks and assign a team member to be responsible for managing to the budget.
4. Resources and due dates must be assigned, and teams built to coordinate efforts.
5. Define measurement & review checkpoints to keep the project on track.

A strategic marketing plan is a living document, like a plant. Results should be reviewed on an ongoing basis and tasks, focus and budget adjusted to ensure goals are met. Integration and coordination are key to an effective plan. A well thought out strategic plan is an asset and should help you manage to the bottom line and grow your business.