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ToTCOOP+i Tech Lesson plan unit_5_final version_en

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Training for Board of directors in the agri-food cooperatives: Unit 1 - Financial Reporting

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ToTCOOP+i Tech Lesson plan unit_5_final version_en

  1. 1. 1 Competence Unit 5 / Training Unit 5 : Strategic planning Professional / Competence Standard Training Standard / Curriculum Activities Tasks Knowledge Skills Competences Training Objectives Training Contents Activities and Minimum Duration, in Hours (Theory and Practice, Physical and Online Learning) Training Methods, Didactical Resources, and Learning Media Trainin g Target Group Strategic planning within business administratio n of cooperative companies Analysis and assessmentof the general and changing business climate that affects both members and the cooperative, and ofthe organization's environment (e.g. political, social, economic, technical, digital, etc.), considering various driving forces in the environment, (for example, increasing competition, changing demographics , innovation processes, etc.) Analysis of challenges Agri-food sectoral knowledge : domestic (national and local) and international (European and extra- European) features and characteristics of the business of producing food agriculturally, in particular trends in agri-food sectors and food industry, sectoral macroeconomics, major operators and sector leaders’ strategies, sectoral market dynamics, European agri-food cooperatives' map, sectoral regulations and operational policies, legislation about food chain Innovation and innovative processes, included in new technologies field, affecting the agri- food sector Agri-food cooperative integration (relation between dimension and competitiveness, cooperation models and enterprise To analyse and assess the cooperative general and changing business climate, and the challenges relating to internal and external organizational growth, business volume, membership, territory served, assets, etc., reviewing and analysing materials - from management too - including previous year’s plans, budgets and financial information, summary of current year’s activities and progress, information on related organizations and national or international bodies, information on government policy and legislation that could affect the cooperative, analysis of the cooperative’s strengths and weaknesses as well as opportunities and threats, strategic recommendations, etc. To set and update organizational strategic goals and operational objectives addressed to management, and strategies and tactics to be implemented by the manager for achieving the goals and objectives, taking To provide leadership in developing cooperative plans to meet members’ needs Acquisition of the competence “To provide leadership in developing cooperative plans to meet members’ needs” Agri-food sectoral knowledge : domestic (national and local) and international (European and extra-European) features and characteristics of the business of producing food agriculturally, in particular trends in agri- food sectors and food industry, sectoral macroeconomic s, major operators and sector leaders’ strategies, sectoral market dynamics, European agri- food cooperatives' map, sectoral regulations and operational policies, legislation about food chain Theory: 6 (4.5 in classroom + 1.5 online) Practice: 6 (6 work-based +0 online) Training methods: Frontal / Instructor-Led Training (e.g., lectures, conferences, storytelling, etc.) Interactive methods (e.g., small group discussions, case and incident studies, simulations, active summaries, quizzes, question-and-answer sessions, question cards, role-playing, business and management games, participant control, etc.) Experiential / Hands-on methods (e.g., coaching, mentoring, understudy, job shadowing, apprenticeship, job instruction, committee assignments, demonstrations, drills, etc.) Didacticalresources: Blackboard or whiteboard, overhead projector, PC or laptop, printer, broadband internet access, etc.. Learning media: Printed and digital texts Learning Management Systems (e.g., discussion pages, threaded discussions, chat rooms, group pages, grade book, etc.) Social Media Applications and Peer-to-Peer Platforms (e.g., Facebook, Edmodo, Classroom 2.0, Peer2Peer University, etc.) Web Conference Software (e.g., Online Co-op member s elected in the Board of Directors
  2. 2. 2 Activities Tasks Knowledge Skills Competences Training Objectives Training Contents Activities and Minimum Duration, in Hours (Theory and Practice, Physical and Online Learning) Training Methods, Didactical Resources, and Learning Media Trainin g Target Group relating to internal and external organizational growth, business volume, membership, territory served, assets, etc. Identification / updating of the cooperative’s mission, vision and/or values statements Definition and development, within the cooperative’s mission, vision and values statements, of organisational strategic goals and objectives, and strategies and tactics for management to implement to achieve the strategic goals and integration, tools to support cooperative integration) Strategic planning approaches and models (e.g., Conventional Strategic Planning, Issues-Based Strategic Planning, Organic Strategic Planning, Real-Time Strategic Planning, Alignment Model of Strategic Planning, Inspirational Model of Strategic Planning, Balanced Score Card, etc.) Methods, techniques, and tools for analysing and assessing the information and documentation about cooperative general and changing business climate and the internal and external organizational growth, business volume, membership, territory served, assets, etc., namely previous year’s plans, budgets and financial information, summary of current year’s activities and progress, information on related organizations and national or international bodies, decisions for retaining or amending vision, mission and values of the cooperative, for continuing or changing cooperative’s strategy, and about new projects and programs, included long-term ones, as well as on key measurements that will be used to monitor performance and progress. To monitor and evaluate, also by applying established key measurements methods and tools, the process of achievement of strategic goals and operational objectives and implementation of related strategies and tactics, and to identify and adopt the necessary adjustments Innovation and innovative processes, included in new technologies field, affecting the agri-food sector Agri-food cooperative integration (relation between dimension and competitivenes s, cooperation models and enterprise integration, tools to support cooperative integration) Strategic planning approaches and models (e.g., Conventional Strategic Planning, Issues-Based Strategic Planning, Organic Strategic Planning, Real- Time Strategic Planning, Alignment Model of Strategic Planning, Inspirational Model of Strategic Planning, Meeting/Conferencing Applications, Two-Way Audio, etc.)
  3. 3. 3 Activities Tasks Knowledge Skills Competences Training Objectives Training Contents Activities and Minimum Duration, in Hours (Theory and Practice, Physical and Online Learning) Training Methods, Didactical Resources, and Learning Media Trainin g Target Group objectives, as well as of related responsibilitie s and timelines, and methods to monitor an d evaluate th e management implementatio n Monitoring and evaluating the management implementatio n of organizational strategic goals and operational objectives, and strategies and tactics, and identification and adoption of necessary adjustments information on government policy and legislation that could affect the cooperative, analysis of the cooperative’s strengths and weaknesses as well as opportunities and threats, strategic recommendations, etc. Organisational mission, vision and values Methods, techniques, and tools for setting and updating strategic goals and operational objectives - included long-term ones - addressed to management, and strategies and tactics to be implemented by the manager for achieving the goals and objectives, Methods, techniques, and tools for monitoring and evaluating the process of achievement of strategic goals and operational objectives and implementation of related strategies and tactics, and for identifying and adopting needed corrections Balanced Score Card, etc.) Methods, techniques, and tools for analysing and assessing the information and documentation about cooperative general and changing business climate and the internal and external organizational growth, business volume, membership, territory served, assets, etc., namely previous year’s plans, budgets and financial information, summary of current year’s activities and progress, information on related organizations and national or international bodies, information on government policy and legislation that could affect the cooperative, analysis of the
  4. 4. 4 Activities Tasks Knowledge Skills Competences Training Objectives Training Contents Activities and Minimum Duration, in Hours (Theory and Practice, Physical and Online Learning) Training Methods, Didactical Resources, and Learning Media Trainin g Target Group cooperative’s strengths and weaknesses as well as opportunities and threats, strategic recommendatio ns, etc. Organisational mission, vision and values Methods, techniques, and tools for setting and updating strategic goals and operational objectives - included long- term ones - addressed to management, and strategies and tactics to be implemented by the manager for achieving the goals and objectives, Methods, techniques, and tools for monitoring and evaluating the process of achievement of strategic goals and operational objectives and implementation of related strategies and tactics, and for
  5. 5. 5 Activities Tasks Knowledge Skills Competences Training Objectives Training Contents Activities and Minimum Duration, in Hours (Theory and Practice, Physical and Online Learning) Training Methods, Didactical Resources, and Learning Media Trainin g Target Group identifying and adopting needed corrections
  6. 6. 6 Learning Modules List Learning Module 1: Basics of Strategizing. Benefits of strategic planning. (60 min) Learning Module 2: How to plan? (90 min) Learning Module 3: SWOT – tool for planning (120 min) Learning Module 4: Setting up Vision / Mission (60 min) Learning Module 5: Setting up targets & draft of Strategic plan (180 min) Learning Module 6: Videos, case studies (120 min) Learning Modules Description. Learning Module 1: Basics of Strategizing. Benefits for strategic planning Duration: 60 min. Short description: Basic information about strategic planning, agri-food sector, deffinitions. Module structure:  Introduction & brainstorming (Group discussions and main points of importance of strategic planning. Groupsof max 6 participants,brainstormingreasonsforstrategicplanning,evaluation of ideas)  Lecture (slides 1-12)  Self-assessment and peer-evaluation: Peer-evaluation of ideas mentioned by the group members. Methodological recommendationforimplementationand evaluation: Strategic plan process, contents of each stage; •Decision Making (useful when selecting which goals and strategies to follow) Documentation/InternetLinks: http://www.businessdictionary.com/definition/strategic-plan.html Learning Module 2: How to plan? Duration: 90 min. Short description: Strategic planning is an organization's process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy. It may also extend to control mechanisms for guiding the implementation of the strategy. Strategic planning became prominent in corporationsduringthe 1960s and remainsanimportantaspectof strategicmanagement.Itisexecuted by strategicplanners or strategists, who involve many parties and research sources in their analysis of the organizationanditsrelationshiptothe environmentinwhichitcompetes. Inthissectionthe process of strategic planning is reviewed. Strategy includes processes of formulation and implementation; strategic planning helps coordinate both. However, strategic planning is analytical in nature (i.e., it involves "finding the dots"); strategy formationitself involvessynthesis (i.e., "connecting the dots") via strategic thinking. As such, strategic planning occurs around the strategy formation activity. (http://www.fao.org)
  7. 7. 7 Module structure:  Lecture (slides 13 - 31)  self-assessment and peer-evaluation: evaluation during next group works Methodological recommendation for implementation and evaluation:  Consultants(youmaywantto use a consultanttohelpyouplanand carry outstrategicplanning)  Creative Thinking (very important when setting goals and how they will be reached)  Innovation (very important when designing strategies, or methods to reach goals)  Decision Making (useful when selecting which goals and strategies to follow)  FacilitatinginFace-to-Face Groups(these skills are very important when helping a group come to consensus) Documentation/Internet Links: http://www.lebcounty.org/LCCJAB/Documents/Basic_Overview_of_Various_Strategic_Planning_Models .pdf - BasicOverviewof VariousStrategicPlanningModels http://managementhelp.org/strategicplanning/models.htm - BasicOverview of VariousStrategic PlanningModels http://www.fci.coop/about-us/food-co-op-development-model/ - model forthe developmentof food cooperatives –FourCornerstonesinThree Stages http://managementhelp.org/strategicplanning/index.htm#anchor1234 – information about strategic planning Learning Module 3: SWOT – tool for planning Duration: 120 min. Short description: This SWOT Analysis of The Co-operative provides a strategic SWOT analysis of the company'sbusinessesandoperations.ThisSWOTanalysisshows strengths, weaknesses, opportunities and threats. This SWOT analysis of The Co-operative Food can provide a competitive advantage. Module structure:  Lecture (slides 32 – 41)  Group work – creating draft of SWOT and presenting to other groups. Groups of max 10 participants. Questions during making SWOT: o STRENGTHS: 1) What are your assets? 2) Which assetisstrongest? 3) What differentiatesyoufromyourcompetitors? 4) Do you have immenselytalentedpeople onyourstaff? 5) Is yourbusinessdebtfree orhave a betterdebtstructure thanyour competitors? 6) Do you have a broad customerbase? 7) What unique resourcesdo youhave?
  8. 8. 8 8 Do youhave a sustainable competitive advantage? 9) Do you have specificsalesormarketingexpertise? o WEAKNESSES: 1) What areas do youneedtoimprove on? 2) What necessaryexpertise/manpowerdoyoucurrentlylack? 3) In whatareas do yourcompetitorshave anedge? 4) Are you relyingonone customertoomuch? 5) Do you have adequate cashflow tosustainyou? 6) Do you have adequate profitlevels? 7) Do you have a well of new ideas? 8 Are youoverleveraged(toomuchdebt)? o OPPORTUNITIES: 1) What external changespresentinterestingopportunities? 2) What trendsmightimpactyour industry? 3) Is there talentlocatedelsewhere thatyoumightbe able toacquire? 4) Is a competitorfailingtoadequatelyservice the market? 5) Is there an unmetneed/wantthatyoucan fulfill? 6) Are there trendsemergingthatyoucan profitablyservice? 7) If youpackage your productdifferently,canyouextracta higherpremiumforit? 8 Can youtake advantage of the historicallylowinterestratestorefinance your debt? o THREATS: 1) Is there a betterequipped(funding,talent,mobility,etc) competitorinyourmarket? 2) Is there an entitywhomaynotbe a competitortodaywhichcouldpossiblybecome one tomorrow? 3) Are your keystaff satisfiedintheirwork?Could theybe poachedbya competitor? 4) Is yourintellectualpropertyproperlysecured(trademarks,copyrights,firewalls,data securityplans,etc) againsttheft&loss(bothfrominternal &external sources)? 5) Do you have to relyonthirdpartiesforcritical stepsinyour developmentprocess that couldpossiblyderailyourdeliveryschedule? 7) What if your supplierrunsoutof productand you experience anextendedstockout or shortage? 8 What if there isa natural disaster? 9) What if your customersgo bankrupt? 10) What if yourwebsite ishacked? 11) What if youare sued?  self-assessment and peer-evaluation: peer evaluation by other groups Methodological recommendation for implementation and evaluation:  Decision Making (useful when selecting which goals and strategies to follow)  FacilitatinginFace-to-Face Groups(these skills are very important when helping a group come to consensus)  FocusGroups (getinputfrominternal & external customers to identify issues, goals, methods)  Group-BasedProblemSolvingand Decision Making (these activities are at the core of strategic planning)  Problem Solving (this is helpful, especially when tackling difficult decisions) Documentation/Internet Links: http://www.swotanalysis24.com
  9. 9. 9 Learning Module 4: Setting up Vision & Mission Duration: 60 min. Short description: Leaders should emphasize the current mission statement to employees, which clarifies the purpose and primary, measurable objectives of the organization. A mission statement is meantfor employeesandleadersof the organization.Strategicplansmay involve changing the mission statement to reflect a new direction of the organization. Highlighting the benefits of the change and minimizing the deficits will help employees and the public buy into the change. Module structure:  Lecture (slides 42 – 49)  Group work (max 5 participants, setting vision & mission of the cooperative, 30 min)  self-assessment and peer-evaluation: peer evaluation by other groups Methodological recommendation for implementation and evaluation:  Decision Making (useful when selecting which goals and strategies to follow)  FacilitatinginFace-to-Face Groups(these skills are very important when helping a group come to consensus)  Group-BasedProblemSolvingand Decision Making (these activities are at the core of strategic planning)  Valuing Diversity (it's best to get a wide variety of perspectives when planning) Documentation/InternetLinks: http://smallbusiness.chron.com/purpose-mission-vision-statements- strategic-planning-13161.html Learning Module 5: Setting up targets & draft of Strategic plan Duration: 180 min. Short description: Goals, objectives and strategies BusinessGoal:Goalsare the broadprimaryoutcomestowardswhicheffortandactions are directed in a business.Theyare whats,nothows and a business might have multiple goals to achieve. For example, "we must be a leader player and increase our share in the home loan market". Normally there is no measurement in the definition of a goal and only gives you the general direction of the company. BusinessObjective:Businessobjective differsfrombusiness goal in the sense that they are measurable and specific. It actually quantifies the thoughts and sets a target so that the strategy can be planned aroundit. Inotherwords,objectivesare measurable stepsanorganisationtakestoachieve itsgoals. For example, “increase the share in Home Loan segment to 15% by end of 2015 financial year”. Although businessgoals and objectives are loosely interchangeable, business objectives are subset of business goals. Business Strategy: Strategy is the organisation's approach to persuade the customers to buy the products or services. Strategy is how, not what. On the other hand, strategy is the organisation's approach to compete with other organisations to absorb more customers in order to achieve the
  10. 10. 10 objectives.Itimpliesthe marketingandadvertisingcampaignsthatare plannedtoattain the objectives. "For example, convince the customers that our home loan product is the best in the market by TV and Online advertisement." Module structure:  Lecture (slides 51 – 53; after group work slide 54)  Group work (additional word file “Strategic plan for cooperative” )  self-assessment and peer-evaluation: peer evaluation by other groups Methodological recommendation for implementation and evaluation:  Decision Making (useful when selecting which goals and strategies to follow)  FacilitatinginFace-to-Face Groups(these skills are very important when helping a group come to consensus)  Group-BasedProblemSolvingand Decision Making (these activities are at the core of strategic planning)  Problem Solving (this is helpful, especially when tackling difficult decisions) Documentation/InternetLinks: https://www.linkedin.com/pulse/20140616055721-142774715-business-goals-vs-objectives-vs- strategies-vs-tactics Learning Module 6: Videos & case studies Duration: 120 min. Short description: Strategic planning examples and tips Module structure:  Individual work / reading / listening  Group discussions  self-assessment and peer-evaluation: peer evaluation by other groups Methodological recommendation for implementation and evaluation:  Decision Making (useful when selecting which goals and strategies to follow)  FacilitatinginFace-to-Face Groups(these skills are very important when helping a group come to consensus)  Group-BasedProblemSolvingand Decision Making (these activities are at the core of strategic planning)  Problem Solving (this is helpful, especially when tackling difficult decisions) Documentation/InternetLinks:  StrategyToolsfor BusinessModel Innovation: http://www.strategytools.io/ & videohttps://www.youtube.com/watch?v=rNN2bAV9Qqg&t=1303s  Martin Reeves:Yourstrategyneedsastrategy (video): https://www.youtube.com/watch?v=YE_ETgaFVo8
  11. 11. 11 Is itpossible tolookaheadwithoutstumblingoverwhat’sinfrontof you?All toooftencompaniesspend precioustime layingoutlongtermstrategicplans,onlytodiscoverthattheirmapsare out of date ina month.BusinessstrategyexpertMartinReevesoffersasolution.He advocatestransitioningfromrelying on a single "classical"approachtostrategyandmovingtowardsa more tailoredapproachto strategy and execution,selectingfrom5 distinctpatternsof success. Martin leadsThe StrategyInstitute,BCG’svehicle forexploringideasfrombeyondthe worldof business, whichhave implicationsforbusinessstrategy.Currentresearchthemesincludemeta-strategy, evidence-basedtransformation,corporate longevityandstrategiesof sustainability.MartinjoinedBCG inLondonin 1989 and latermovedtoTokyo,where he ledthe Japanhealthcare practice foreightyears and wasresponsibleforBCG’sbusinesswithWesternclients.  Promotingthe strategicpositionof the Mediterraneancooperativesysteminthe global economy. Strengtheningitsinnovation,competitivenessandclusterizationof national andregional policies,forthe developmentof cooperative systemandthe declinationof the policylinesincoordinatedactions betweenspecificsector(fishery,tourism, agriculture andenvironmental).These are ICSobjectives. ICS isa EU projectfinancedbyMED PROGRAMME For more information: http://www.medcoop.eu/ Video:https://www.youtube.com/watch?v=8_XGHXxH1Ps
  12. 12. 12 DEFINITIONS STRATEGY The art and science of planning and marshalling resourcesfortheir most efficientand effective use.The term is derived fromtheGreek word forgeneralship orleading an army. Source:http://www.businessdictionary.com/definition/strategy.html STRATEGIC PLAN A broadly-defined plan aimed atcreating a desired future. Source:http://www.businessdictionary.com/definition/strategic-plan.html COOPERATIVE Firmowned,controlled,andoperatedbyagroup of usersfor theirownbenefit.Eachmember contributesequitycapital,andsharesinthe control of the firmonthe basisof one-member,one-vote principle (andnotinproportiontohisor herequitycontribution). Source:http://www.businessdictionary.com/definition/cooperative.html MISSIONSTATEMENT A writtendeclarationof anorganization'score purpose andfocusthatnormallyremainsunchangedover time.Properlycraftedmissionstatements(1) serve asfilterstoseparate whatisimportantfromwhatis not,(2) clearlystate whichmarketswill be servedandhow,and(3) communicate asense of intended directiontothe entire organization. A missionisdifferentfromavisioninthatthe formeristhe cause and the latteris the effect;amissionis somethingtobe accomplishedwhereasavisionissomethingtobe pursuedforthataccomplishment. Alsocalledcompanymission,corporate mission,orcorporate purpose. Source:http://www.businessdictionary.com/definition/mission-statement.html
  13. 13. 13 STRATEGIC PLAN DRAFT FOR COOPERATIVE “X” Strategicplanningis anorganization'sprocessof definingitsstrategy,ordirection,andmakingdecisions on allocatingitsresourcestopursue thisstrategy.Itmayalsoextendtocontrol mechanismsforguiding the implementationof the strategy.Strategicplanningbecame prominentincorporationsduringthe 1960s and remainsanimportantaspectof strategicmanagement.Itisexecutedbystrategicplannersor strategists,whoinvolve manypartiesandresearchsourcesintheiranalysisof the organizationandits relationshiptothe environmentinwhichitcompetes.[1] Strategyhas manydefinitions,butgenerallyinvolvessettinggoals,determiningactionstoachieve the goals,and mobilizingresourcestoexecute the actions.A strategydescribeshow the ends(goals) will be achievedbythe means(resources).The seniorleadershipof anorganizationisgenerallytaskedwith determiningstrategy.Strategycanbe planned(intended)orcan be observedasa patternof activity (emergent)asthe organizationadaptstoitsenvironmentorcompetes. Strategyincludesprocessesof formulationandimplementation;strategicplanninghelpscoordinate both.However,strategicplanningisanalytical innature (i.e.,itinvolves"findingthe dots");strategy formationitself involvessynthesis(i.e.,"connectingthe dots") viastrategicthinking.Assuch,strategic planningoccursaroundthe strategyformationactivity.
  14. 14. 14 KEY ELEMENTS of STRATEGIC PLAN FOR COOPERATIVE “X” Michael Porterwrote in1980 that formulationof competitivestrategyincludesconsiderationof fourkey elements:  Companystrengthsandweaknesses;  Personal valuesof the keyimplementers(i.e.,managementandthe board);  Industryopportunitiesandthreats;and  Broadersocietal expectations.[3] Cooperative fieldof work isspecificanditrequiresadoptedapproachtowardsstrategicplanning.We will be usingapproachdeterminedbydifferentcooperativesusingthe followingkeyelementsfor planningstrategy:  Analysis  Strategy formulation  Goal setting  Activities/ action plan  Control & Feedback
  15. 15. 15 STRATEGIC PLAN FOR COOPERATIVE “X”  SAMPLE STRATEGY FOR COOPERATIVE X Aim of strategy: To improve the qualityof the Cooperativeworkandoutputsinorderto developmostefficientuse of resources. Contents: Managementmessage /introduction Cooperative information&background Mission& values Analysisof the currentsituation(SWOT) Goals,objectivesandstrategies Indicatorsforassessment
  16. 16. 16 STRATEGIC PLAN FOR COOPERATIVE “X” Management message / introduction In thispart the managementinformsstaff membersandshareholdersaboutmotivationforsettingup strategicplanfor cooperative.Itshouldalsobe motivationalforstaff andanypersonwhois involvedin cooperative. An example isgivenbelow: Planning the strategy for cooperative X is crucial as we want to create more impact for the market share by cooperative and expand our activities in future by diversifying production for local and international markets. Strategy is being built by involving staff of the cooperative and also shareholders who have the advisory role in planning process and setting up new challenging goals with realistic approach. We hope this plan fitsour common dream of cooperative future perspectivesand everybody involved is important to this plan! Chairman of the board, Name, surname
  17. 17. 17 STRATEGIC PLAN FOR COOPERATIVE “X” Cooperative information & background General information (location, size of the cooperative, annual turnovers, services / products etc). A well-writtenorganizational backgroundsection can help propel your grant application to success. On the otherhand,an ineffective organizational background section can deter funding groups from giving your applicationfullconsideration.Aneffective organizational backgroundstatementshould be concise while paintingacompellingpicture of yourorganization, its history and its mission. It sets the stage for the rest of your grant application by drawing a clear connection between your organization's mission and experience to the funding your organization seeks. Write in the beginning of the organizational background section a description of the mission of your organization in one or two sentences. Identify your organization's constituents and services. Include your organization's long-term goals, as well as what achieving these goals makes possible on a larger scale. Explain the history of your organization and how it took to reach its current design. An exhaustive history is not necessary; a brief paragraph of five to seven sentences will suffice. Identify the major pointsof change or expansion,include keypeople andrelationships, as well as specific metrics that can give the reader an idea of your organization's performance. Detail the programs that your organization operates in a short, bullet point list. Show how your organizationachievesitsmissiononaday-to-daybasis.Provide yourorganization'sspecific benchmarks and accomplishments when possible. [http://peopleof.oureverydaylife.com/write-organizational- background-5883.html] STRATEGIC PLAN FOR COOPERATIVE “X” Cooperative MISSION & VALUES There are various issues to consider in making an organizational strategic plan. Strategic plans often mean a change in organizational structure or a move toward change. Change can be a difficult process and sometimes requires time. It is important to get employees on board with the decision making process. This can be articulated through the mission and vision statement of the organization. Articulating and repeating the positives of the move toward change in the organization will help employees stay engaged and motivated in the process. Mission Statement Leadersshouldemphasize the currentmissionstatementtoemployees,whichclarifies the purpose and primary, measurable objectives of the organization. A mission statement is meant for employees and leadersof the organization.Strategicplansmayinvolve changingthe missionstatementtoreflect a new direction of the organization. Highlighting the benefits of the change and minimizing the deficits will help employees and the public buy into the change.
  18. 18. 18 Vision Statement Like mission statements, vision statements help to describe the organization's purpose. Vision statementsalsoincludethe organizationvalues. Visionstatementsgive directionforemployee behavior and helpsprovide inspiration.Strategicplansmayrequire amarketingstrategy,whichcould include the vision statement to also help inspire consumers to work with the organization. Source:http://smallbusiness.chron.com/purpose-mission-vision-statements-strategic-planning- 13161.html] STRATEGIC PLAN FOR COOPERATIVE “X” Analysis of the current situation (SWOT) ThisSWOT Analysisof The Co-operativeprovidesastrategicSWOTanalysisof the company'sbusinesses and operations.ThisSWOTanalysisshowsstrengths,weaknesses,opportunitiesandthreats.ThisSWOT analysisof The Co-operativeFoodcanprovide acompetitive advantage. Strengths -domesticmarket -monetaryassistance provided -barriersof marketentry Weaknesses -highloanratesare possible Opportunities -growingdemand -growthratesand profitability -venture capital -income level isata constantincrease -global markets Threats -cashflow -financial capacity -price changes -increase inlaborcosts Financial andStrategicSWOTAnalysisprovidesacomprehensive insightintothe company’shistory, corporate strategy, businessandfinancialstructure,managementandoperations.The reportcontainsa detailedSWOTanalysis,informationonthe company’sproductsandservices,keycompetitors,aswell as detailedfinancial information. [source http://www.swotanalysis24.com]
  19. 19. 19 Please see the sample SWOTbelow: SWOT Analysis [example] Strengths 1. 500 employees serving in close to 250 stores benefitting over 800 members 2. It is the largest cooperative in the xx region 3. Consultancy board is set up in order to develop new markets 4. Has a diverse portfolio ranging from food retail to agriculture services 5. Developing demand on goods provided by cooperative Weaknesses 1. Increase in corporate costs has eroded profits away 2. No major presence outside XX (country) Opportunities 1. For new market exploration, it is possible to use EU Funding 2. Emerging markets like India, South-east Asia, South Africa etc. Threats 1. Bank credits - limited 2. Group lost lot of money and had significant debt STRATEGIC PLAN FOR COOPERATIVE “X” Goals, objectives and strategies BusinessGoal:Goals are the broadprimaryoutcomestowardswhicheffortandactionsare directedin a business.Theyare whats,nothows and a business might have multiple goals to achieve. For example, "we must be a leader player and increase our share in the home loan market". Normally there is no measurement in the definition of a goal and only gives you the general direction of the company. BusinessObjective:Businessobjective differsfrombusinessgoal inthe sense that they are measurable and specific. It actually quantifies the thoughts and sets a target so that the strategy can be planned aroundit. Inotherwords,objectivesare measurable stepsanorganisationtakestoachieve itsgoals. For example, “increase the share in Home Loan segment to 15% by end of 2015 financial year”. Although businessgoals and objectives are loosely interchangeable, business objectives are subset of business goals. Business Strategy: Strategy is the organisation's approach to persuade the customers to buy the products or services. Strategy is how, not what. On the other hand, strategy is the organisation's approach to compete with other organisations to absorb more customers in order to achieve the objectives.Itimpliesthe marketingandadvertisingcampaignsthatare plannedtoattain the objectives. "For example, convince the customers that our home loan product is the best in the market by TV and Online advertisement."
  20. 20. 20 Tactic: Tactics are actions or tools an organisation takes to achieve the objectives associated to a strategy. They are whats, not hows. Strategies and tactics must work in tandem, without tactic the organisation has big thinker and no action. In other words, the organisation needs both big wings (strategies) andfeet(tactics).Forexample,“Create anew home loanproductwithreducedinterest rate and zero dollar administration fee.” To make the best use of these concepts and advance your organisation's capabilities, educate your organisationonthe differencesof the termsandexplain your expectation from them. A team might be engagedinstrategydevelopment,whileanotherteaminvolved in tactics. Ensure that all tactics align to strategiesandall strategiestake into account the tactics. Don’t forget that goals, objectives, strategies and tactics are dependent to each other and work in tandem. [source https://www.linkedin.com/pulse/20140616055721-142774715-business-goals-vs-objectives-vs- strategies-vs-tactics] STRATEGIC PLAN FOR COOPERATIVE “X” Indicators for assessment - KPI The setting of Key Performance Indicators (abbreviated as KPI) is an important aspect of the strategic planningprocessandplaysa majorrole inthe measurementof progressof the organisationtowardsthe attainmentof itsplanned goals. This measurement of progress is an essential feature of strategic plan implementation (i.e. plans are one thing, but making things actually happen is quite another). Organisationmanagementmustperiodicallyassessprogressandtake corrective actionif progress is not being achieved. Without periodic assessment of progress, strategic plans are likely to fail. The terms "Performance Measures" and "Performance Indicators" mean the same and the use of the word"Key"as inKeyPerformance Indicatorsmerelymeansthe Performance Measuresthatare deemed to be most important. Example of a key performance indicator: As a typical example, organisations in sport very often have a goal to reach a certain number of members.Forexample, a COOPERATIVE might have a goal to reach 1000 members within a period of 5 years. In such a case, it is important to periodically measure the total number of members and to determine whether progress is being made. Obviously, the Key Performance Indicator for this goal is the number of members, and it is relatively easy to measure. For each of the 5 years of the strategic plan, a target can be set and this target is the Key Performance Indicator for that goal. Howevernotall goalscontainedwithinthe strategicplanwill have obviouskey performance indicators. The followingtable providesexamplesof keyperformance indicatorsfordifficult-to-measure objectives. [source: http://www.leoisaac.com/planning/strat044.htm] Sample:
  21. 21. 21 Objective Possible Key Performance Indicator (KPI) Increase the quality of products  Attainment of results (e.g. desired quality characteristics)  Assessment done by clients (needs specific form / document to be developed) Improve facilities to facilitate development  Construction / re-development of a facility suitable for set goals (number of production outputs set in goals / vision) Increase in revenue  Major revenues increased in specific period of time (to be set)  Total revenue reaches EUR 500,000 Suggestions to Ensure Genuine Strategic Thinking 1. Recognize strategies to be associated with, e.g., resolving major issues, developing new products or methods of delivery, servicing additional or smaller groups of customers, or mergers/collaborations for survival or efficiency. 2. Strategies should focus on structural changes as much as possible. These changes are more likely to direct and sustain changes in the organization. 3. In general, strategies deal with the question, “How do we position ourselves if the future changes, and if it is not what we expected?” 4. Use a brainstorming technique to collect all ideas from planning members. 5. During strategy development, continue to ask, “Is this really a strategic activity? Will it leverage change in your organization?” 6. Reconsider strategies that have worked or haven’t in the past. 7. Ensure strategies don’t conflict with each other, i.e., that implementing one strategy will directly impair implementation of another. http://managementhelp.org/

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