University of Palestine

College of Applied Engineering and Urban Planning

Department of Software Engineering

A RESEARCH PROPOSAL ON
How to develop strategic plans for action and achieve the
goals of the facility
‫كيفية تطوير خطط العمل االستراتيجية وتحقيق أهداف المنشاة‬
By:
Sulaiman salm keshta 220150047
Supervisor
Dr. Sari Abusharar

Gaza, Palestine
July, 2020
Working title
the process of documenting and establishing a direction of your small business—by assessing
both where you are and where you’re going. The strategic plan gives you a place to record your
mission, vision, and values, as well as your long-term goals and the action plans you’ll use to
reach them

Purpose / rationale of the research

The purpose of strategic planning is to set your overall goals for your business and to develop a
plan to achieve them. It involves stepping back from your day-to-day operations and asking
where your business is headed and what its priorities should be.

Examples : A strategy plan for a university, academic department, school or school board
evaluates goals in terms of outcomes for the institution, students, faculty, staff and
communities. This often covers quality of education, affordability, efficiency, infrastructure,
school culture, organizational excellence, student experience, employee satisfaction, leadership
development, research, sustainability and community and alumni engagement

Why strategic planning matters more to growing businesses

Taking the decision actively to grow a business means embracing the risks that come with
growth. Spending time on identifying exactly where you want to take your business - and how
you will get there - should help you reduce and manage those risks.

As your business becomes larger and more complex, so strategy formulation will need to
become more sophisticated, both to sustain growth and to help you muster the leadership and
resources you need to keep your business developing.

To do this, you will also need to start collecting and analysing a wider range of information
about your business - both about how it operates internally and about how conditions are
developing in your current and potential markets.

The process of strategic planning is about determining the direction in which you want to take
your business. It involves setting out your overall goals for your business

Your strategic planning and your business planning should be complementary, but effective
strategy development requires you to shift your focus from the day-to-day concerns of your
business and to consider your broader and longer-term options.
Aim
 The business plan helps make the final decision about creating a new business,
developing an existing business, or stopping a business idea
 The action plan contributes to the definition of the difficulties and important things that
the owner of the facility or project may be exposed to, and makes him more willing to
face them.
 The business plan supports the owner of the facility or project to avoid mistakes; It helps
to provide a description of the products or services, and an introduction about the
feasibility of distributing or producing them within a specific geographical area
according to the size of the competition and the rate of demand

Examples : Strategy plans for marketing can be developed at the level of an

organization, business unit and product. These may cover product development,
customer experience, promotion, pricing, distribution, sales and operations.

Objectives
 Stay on business strategy
 To investigate Apply clear business objectives
 To examine and Providing expectations for the best
 Adopting reasonable priorities
 to analyze and Understand the interconnectedness of the components of strategic plans
 Stay on the right path
 To test Enhanced delegation capacity
 Assist in managing the team

Hypothesis
Hypothesis of Develop strategic and business plans is a more scientific approach. When
performing a scientific experiment you must define your hypothesis first and then perform the
experiment. The experiment is designed in a way that you can test if the hypothesis is true or
false. Here is a ‘hope’ strategy example regarding advertising: Wait until a salesperson from a
magazine or newspaper calls on you, react by throwing together an advertisement and hope
some customers show up as a result. The advertising hypothesis strategy could be:

Hypothesis 1 – Our current and potential customers read magazine X.

Hypothesis 2 – Our current and potential customers have a specific need or frustration. The
headline of the advertisement indicates our business can solve this need or frustration
Methodology
PHASE 1 : Company Profile

The Company Profile is a brief statement of a company’s identity and objectives, and the
starting point for putting together an effective Business Plan. Two of the most important
components of a Company Profile are the Mission Statement and Elevator Pitch. The latter is
the official quick answer to “What does your company do?”. It should be a brief, yet descriptive
phrase that will explain the company’s general purpose. The Mission Statement, is a more
eloquently written “raison d’être” (i.e. reason for existence), that should capture the value the
company is providing to the marketplace, and be the foundation behind the decisions and
direction the company takes in the Business Plan. Additionally, a Company Profile will typically
include basic company info such as date of incorporation, type of entity, headquarters location,
annual revenue, names and backgrounds of founders / key management, and number of
employees. It can also include brief descriptions of the product / service offering, company
history, a summary of notable recent activities, or a short list of core business objectives,
although less detail is provided in a publically available Company Profile than one written for an
internal Business Plan.

PHASE 2 : Situation Analysis

The Situation Analysis is an investigation, study and assessment of an organization’s internal and
external environment, with the objective of defining the firm’s position or “general state of
things” with respect to the market that it operates in. It draws off of the identify statement and
objectives presented in the Company Profile, and is usually comprised of a SWOT Analysis,
Marketing Mix Analysis, and a 5 C’s Analysis, but can also include a variety of other assessment
models (see Marketing Strategy section) depending on the industry and maturity stage of the
firm. An effective Situation Analysis will use these tools to make an assessment the current
situation and forecast trends. It will be the foundation for developing the other analysis
components of the Business Plan (Market Analysis, Industry Analysis, Competitor Analysis), and
be reflected in all strategy components as well

PHASE 3 : Market Analysis

The Market Analysis is an investigation, study and assessment of a market that a firm plans to
sell products or services in. The goal of a Market Analysis is to define the market based on a
variety of factors and determine it’s current and future attractiveness for the business. It draws
off of the Situation Analysis, and is similar in that it will help to understand how the market’s
evolving opportunities and threats relate to the organization’s strengths and weaknesses.
Typically the Market Analysis will focus on market size, market segments, market growth,
market profitability, industry cost structure, distribution channels, and market trends. An
effective Market Analysis will define the target market (and market segments) the business
plans to compete in, help identify Strategic Positioning / Competitive Advantage
PHASE 4 : Marketing Strategy

Marketing Strategy is a defined “course of action” designed to maximize the use of an

organization’s marketing resources in pursuit of its objectives, and it is a driving force behind the
Business Development / Partnership Strategy, and the tactics presented in the Marketing and
Sales Plan. The Marketing Strategy starts with a thorough Situation Analysis and Market
Analysis. It is formulated after the answers to key Strategic Modeling Questions (listed below)
are measured and compared to a variety of generic strategies, tools, principles, exercises and
business models that are applicable to the specific organization and its environment. It is ready
to put in to action after the formulation of a Marketing Strategy Statement that clarifies the
analysis conclusions, and focuses on the issues and assumptions that will underpin how the
strategy will be executed. An effective Marketing Strategy, like an effective Business Plan, is
constantly evolving, and therefore never finished

Strategic Modeling Questions:

 Who is the Target Customer?

 What is the customer’s compelling reason to buy?
 What is the “whole product” solution that fulfills this reason to buy?
 Who are the key partners and allies who might be part of a whole product solution?
 What is the optimal, value-adding distribution model?
 How should the solution Pricing be determined such that a measureable ROI can be
achieved?
 Who, what and where is the competition?

PHASE 5 : Business Development / Partnership Strategy

The Business Development / Partnership Strategy is the process of identifying, cultivating, and
bringing to fruition new business opportunities that facilitate the long-term growth of the
company. It is a critical component of the Business Plan that is based off of a thorough Situation
Analysis, and guided by the goals articulated in the Growth Strategy, Sales Strategy, Market
Analysis, Marketing Strategy, an Product / Technology Strategy. It relies heavily on developing
strategic partnerships in five key areas:

1) Product / Service

2) Sales / Distribution

3) Marketing

4) Technology

5) Financial
An effective Business Development / Partnership Strategy will build off of the company’s existing
strengths and network of contacts. It will target critical areas to develop new ones, and commit
the necessary resources to building key relationships in pursuit of the business opportunities
identified in the SWOT Analysis portion of the Situation Analysis. The Business Development /
Partnership Strategy will become a critical part of the Marketing and Sales Plan and is an
ongoing effort to advance the goals of the Business Plan.

PHASE 6 : Executive Summary

The Executive Summary is a condensed version of the Business Plan that is the first section to be
presented (after the Table of Contents), yet the last section to be written. The goal of the
Executive Summary is to summarize each component of the Business Plan in a way that allows
the reader to quickly understand the key points of the material without having read the entire
document. Typically it will be 1 – 2 pages long (3 at most) and will be composed of a summary
paragraph for every chapter listed in the Table of Contents. An Executive Summary will also
work as an effective standalone document for investors or new executive team members when
a concise articulation of the essence of the Business Plan is needed.

PHASE 7 : Implementation and Quarterly Review

An effective Business Plan is constantly evolving and being refined based on the most recent and
accurate information available from its inter-related components. A common mistake many
organizations make is thinking that a Business Plan is “done” when all the sections have been
written and it’s been printed up, bounded and distributed to the leadership team. In reality, the
usefulness of a Business Plan is dependent on time sensitive information and constantly evolving
circumstances, making it effectively out of date the minute it is printed and distributed.
Therefore, an organization should think of a Business Plan as a constant “work-in-progress”,
with regular periodic updates (quarterly is recommended) to all of its components. All
organizations should have someone (e.g. Director or VP of Strategy) designated to manage the
research and production of each quarter’s updated Business Plan, and to track the
implementation by the managers in charge of the deliverables in each component of the plan.
proposed structure of the dissertation

chapter 1 – introduction

chapter 2 – strategic plans theory and principles

chapter 3 – strategic plans Methodology

chapter 4 – the aims and Objectives of strategic plans of the

facility

chapter 5 – analysis of results strategic plans and achieve the

goals of the facility

chapter 6 – conclusions

chapter 7 – suggestion for further research

chapter 8 – references

Initial references
 Bradford and Duncan (2000). Simplified Strategic Planning. Chandler House.
 Michael Allison and Jude Kaye (2005). Strategic Planning for Nonprofit
Organizations. Second Edition. John Wiley and Sons.
 L. Fahey and V. K. Narayman (1986). Macroenvironmental Analysis for Strategic
Management. West Publishing.
 M. Lorenzen (2006). "Strategic Planning for Academic Library Instructional
Programming." In: Illinois Libraries 86, no. 2 (Summer 2006): 22–29.
 Erica Olsen (2012). Strategic Planning Kit for Dummies, 2nd Edition. John Wiley &
Sons, Inc.
 Max Mckeown (2012), The Strategy Book, FT Prentice Hall.
 T. Kono (1994) "Changing a Company's Strategy and Culture", Long Range
Planning, 27, 5 (October 1994), pp. 85–97
 Stephen G. Haines (2004). ABCs of strategic management: an executive briefing
and plan-to-plan day on strategic management in the 21st century.
Work plan
it’s more tactical and operational in nature than the high-level government strategic plan. The
work plan typically covers only 1-2 years of the strategic plan, and is linked to the budget
directly, so it can be more concrete and restrictive than the strategic plan.

Ideally, city divisions and departments would have formal strategic plans in place, but most
operate off their work plans and the planning process around them. A good work plan outlines
each department’s responsibilities in relation to the strategic plan