Strategic Planning Templates

So you're ready to take on strategic planning at your organization. Where do you start? There are so many strategic frameworks you could use, and the
best one for you depends on your organization. No matter where you decide to start, we have a template to help you out. These templates are a great
way to outline your strategy. Be aware, creating your strategy is just the first step. Once you've decided on the structure and created your plan, you'll
need a way to track the progress you're making on your strategy. Software, like ClearPoint, can help you save time and create the reports you need. So
reach out to us anytime, we're here to help!

Table of Contents:

1. Balanced ScorecardThe Balanced Scorecard (BSC) is a business framework used for tracking and managing an organization’s
strategy. The BSC framework is based on the balance between leading and lagging indicators, which can
respectively be thought of as the drivers and outcomes of your company goals. When used in the Balanced
Scorecard framework, these key indicators tell you whether or not you’re accomplishing your goals and whether
you’re on the right track to accomplish future goals.

2. Strategy Map A strategy map is a visual tool designed to clearly communicate a strategic plan and achieve high-level business
goals. Strategy mapping is a major part of the Balanced Scorecard (though it isn’t exclusive to the BSC) and
offers an excellent way to communicate the high-level information across your organization in an easily-
digestible format.

3. SWOT Analysis A SWOT analysis (or SWOT matrix) is a high-level model used at the beginning of an organization’s strategic
planning. It is an acronym for “strengths, weaknesses, opportunities, and threats.” Strengths and weaknesses are
considered internal factors, and opportunities and threats are considered external factors.

4. PEST Analysis Like SWOT, PEST is also an acronym—it stands for “political, economic, sociocultural, and technological.”
Each of these factors is used to look at an industry or business environment, and determine what could affect an
organization’s health. The PEST model is often used in conjunction with the external factors of a SWOT
analysis.

5. GAP Planning GAP planning is also referred to as a “Need-Gap Analysis,” “Need Assessment,” or “the Strategic-Planning
Gap.” It is used to compare where an organization is now to where it wants to be and how to bridge the gap
between. It is primarily used to identify specific internal deficiencies.

6. Blue Ocean AnalysisThe idea behind Blue Ocean Strategy is for organizations to develop in “uncontested market space” (e.g. a blue
ocean) instead of a market space that is either developed or saturated (e.g. a red ocean). If your organization is
able to create a blue ocean, it can mean a massive value boost for your company, its buyers, and its employees.

7. VRIO Analysis The VRIO framework is an acronym for “value, rarity, imitability, organization.” This framework relates more
to your vision statement than your overall strategy. The ultimate goal in implementing the VRIO model is that it
will result in a competitive advantage in the marketplace.

8. Porter's Five ForcesPorter’s Five Forces is an older strategy execution framework (created by Michael Porter in 1979) built around
the forces that impact the profitability of an industry or a market. The five forces it examines are the threat of
entry, threat of substitute products or services, bargaining power of customers, bargaining power of suppliers,
and the competitive rivalry among existing firms.

Learn how ClearPoint can help you manage and report on your strategic plan:
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Reporting Scorecard Perspective Objective Objective Status Measure
Period

Q1-2020 Scorecard Name Financial Objective 1 Above Target Measure 1

Measure 2

Objective 2 Below Plan Measure 3

Customer Objective 3 Above Target Measure 4

Objective 4 Above Target Measure 5

Internal Objective 5 Below Plan Measure 6

Measure 7

Objective 6 Caution Measure 8

Measure 9

Objective 7 Above Target Measure 10

Learning & Growth Objective 8 Below Plan Measure 11

Objective 9 Caution Measure 12

Measure Status Actual Target YTD Initiatives Initiative Status

Below Plan ₹ - ₹ - ₹ -

Caution 0.00 0.00 0.00

Below Plan 0.00% 0.00% 0.00%

Caution ₹ - ₹ - ₹ -

Above Target 0.00 0.00 0.00

Caution ₹ - ₹ - ₹ - Initiative 1 Above Target

Below Plan 0.00 0.00 0.00 Initiative 2 Below Plan

Caution 0.00% 0.00% 0.00% Initiative 3 Caution

Below Plan 0.00% 0.00% 0.00%

Below Plan 0.00% 0.00% 0.00% Initiative 4 Above Target

Above Target ₹ - ₹ - ₹ - Initiative 5 Above Target

Caution 0.00 0.00 0.00 Initiative 6 Above Target

Initiative 7 Caution

Initiative 8 Below Plan

 Business Context Study : Instructi
Instructions
1. Enter the period that you are reporting on in column A.

2. Enter your scorecard name (or department) in column B.

3. Enter your objectives in column D.

4. Enter your measures in column F.

5. Adjust your number format for actual and targets in columns H-I.

6. Enter your target for each measure in column I.

7. Enter your actual data for the period, as well as your YTD progress. If you're uploading
your data to ClearPoint, the YTD will be automatically calculated in the system.

8. Use the drop down in columns E, G, and L to show your color status for the period.  The
following are the options for status:

Above Target

Caution

Below Plan

No Information
9. Enter your initiatives in column K and set their status for the period.  Please note that
some initiatives may repeat.
Instructions & Cautions
Cautions
1. This Excel template does not show information and progress
over time. It is only a snapshot of your current data.

2. This Excel template does not automatically evaluate objectives,

measures or initiatives as they are manual without conditional
formatting.

3. This Excel template does not support a strategy map.

4. This Excel template is only for one level in an organization, and

so it does not support alignment across organizations.

5. This Excel template was not designed to support qualitative

assessments.

6. If you let more than one person use the template, you may
create version control issues.

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 A strategy map is a visual representation of an organization’s Here is an example of a fictitious Upward Airlines, a traditional for-profit organization. The financial perspective is placed at
overall objectives and how they relate to one another. The map is the top with the singular goal of increasing shareholder value. The layout of the strategy map reflects a publicly traded
organization. Supporting the primary financial goal is the customer perspective. The map breaks down what this airline’s
Strategy Map Template created during the strategic planning process and is used as primary
reference material during periodic strategy check-in and review
meetings. Use the guide below to help identify your objectives.
customers value most: reliable departures, comparable (to bus or train) travel, and low prices. The internal perspective shows the
airline’s focus on three, big-picture categories; within each category are narrower priorities that offer more specifics. Next, the
Replace the numbered objectives on the left with your own Learning and Growth perspective shows how an organization can incorporate a union environment into its strategy map and
objectives. overall values.

Financial This is where you keep your financial goals. You’ll want to be able
Financial Objective 1 Financial Objective 2 Financial Objective 3 to answer this question: “If we succeed, how will we look to our
Perspective donors and shareholders?”

This is the section of your strategy map template where you think
carefully about the value that you deliver to your customers. Try to
Customer Customer Objective 1 Customer Objective 2 Customer Objective 3
answer this question: “To achieve our vision, how must we look to
Perspective our customers?” You may list things like “quality of product,”
“knowledgeable service,” or “ease of use.” Try not to list everything
—just the top three or four things.

These are the internal processes or things that your organization

Internal Internal Objective 1 Internal Objective 2 Internal Objective 3
must do well in order to make your customers happy (and manage
Perspective your expenses). This could be product, process, or service
innovation and is the lifeblood of your long-term company future.

This is the perspective on your strategy map template where you

Learning & capture your human resources and look at things from a “people”
Learning Objective 1 Learning Objective 2 Learning Objective 3 perspective. Perhaps two of these goals might be to “build
Growth Perspective engineering talent” and “institute greater accountability” throughout
the organization.

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 SWOT Analysis
“Strengths, Weaknesses, Opportunities, and Threats.”

Helpful Harmful A SWOT analysis is a high-level strategic planning model that helps organizations identify where they’re doing
well and where they can improve, both from an internal and external perspective. Fill out the template on the left
with your organization's Strengths, Weaknesses, Opportunities, and Threats. Use the questions below to help guide
Strengths (S) Weaknesses (W) you.

• Strength 1 • Weakness 1
Where are your customers coming from?
I
N
T
• Strength 2 • Weakness 2 S What are the advantages of your organization?
Do you excel insofar as your employees are concerned?
What are the biggest challenges with your employees?
E
R
N
• Strength 3

• Strength 4
• Weakness 3

• Weakness 4
W Where do you perform poorly?
What practices should you avoid?
What is your biggest opportunity to improve your finances?

O
A
L Where could you dramatically improve with your customers?
• Strength 5 • Weakness 5
What processes will drive you well into the future if you could improve upon them?
What threats could seriously impact your financial health?

T What is your biggest concern about your customers?

What current areas of your business might harm you later?

Opportunities (O) Threats (T)

• Opportunity 1  • Threat 1
E
• Opportunity 2  • Threat 2
X
T
E • Opportunity 3  • Threat 3
R
N • Opportunity 4  • Threat 4
A
L • Opportunity 5  • Threat 5
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 PEST Analysis A PEST Analysis is a framework used to analyze events and trends in
four external forces that commonly affect a business's operations and
performance. Use the template on the left to analyze the external
factors affecting your organization.

Political Economic Sociological Technological Governmental policies such as changes in tax legislation, consumer
protection and employment regulations, and insurance mandates
P affect the way in which a company operates. Use this section to
identify which elements in the political sphere could have an impact
on your organization.

Political Factor 1 Economic Factor 1 Sociological Factor 1 Technological Factor 1

External economic issues such as unemployment, inflation, and
interest rates, amongst others factor into the profitability of a

E company. These changing conditions impact public spending

practices and your purchasing power. Use this section to identify A premium offering from MentUp LLP
economic issues that directly and indirectly influence the financial
Political Factor 2 Economic Factor 2 Sociological Factor 2 Technological Factor 2 performance of your organization.
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A PEST Analysis is a framework used to analyze events and trends

S in four external forces that commonly affect a business's operations

and performance. Use this section to account for changes in the
Political Factor 3 Economic Factor 3 Sociological Factor 3 Technological Factor 3 beliefs of your consumer groups.

Technological advancements are important for the efficiency of a

company, but they can also hurt your organization. Use this section

Political Factor 4 Economic Factor 4 Sociological Factor 4 Technological Factor 4

T to assess whether your company will be benefitting from or hurt by
these advancements rather than assessing the new technologies that
could affect how your organization communicates with your
consumers.
 A "Strategic Gap Analysis" is used to compare where an organization
Strategic Gap Analysis is now, where it wants to be, and how to bridge the gap between. It is
primarily used to identify specific internal deficiencies. This Gap
Analysis only analyzes one current state, but can be replicated for
Current State Action Items Objective/Desired State multiple analyses.

Where you are now Steps to achieve your goal Where you aim to be
The Current State of your organization is mainly quantitative. For
example, if your nonprofit currently serves 10,000 meals a week to the
homeless, that is your current state.
Step 1

The Action Items are the changes required to meet the company's goal
Step 2 and how the company is going to make these changes happen.

The Objective or Desired State is your future goal for your

Step 3 organization. In order to establish your future goal you'll want to think
about how you are doing today in your current state and where you
Enter the current state of really want to be within a reasonable timeframe. For example: Increase
Enter the goals for your organization
your department here the future state of the nonprofit to 20,000 meals per week.

Step 4

Step 5

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Step 6
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Blue Ocean Strategy
Below is a simple comparison chart that will help you
The objective of a Blue Ocean Strategy is
understand if you’re working in a blue ocean or a red ocean:
Strategy 1 for organizations to find and develop “blue
oceans” (uncontested, growing markets)
and avoid “red oceans” (overdeveloped,
Strategy 2 saturated markets). A company will have
more success, fewer risks, and increased
profits in a blue ocean market.
Strategy 3

Strategy 4
Taking a Blue Ocean approach means your goal isn’t
Strategy 5 to outperform the competition. Instead, your aim is to
redraw industry boundaries and operate within that
new space, making the competition immaterial. Use
Strategy 6 the comparison to the right to guide your Blue Ocean A premium offering of MentUp LLP
Strategy planning!

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 VRIO Analysis
Value Rarity Imitability Organization The VRIO framework is an acronym for
“value, rarity, imitability, organization.”
This framework relates more to your vision
Does your company have
Is it expensive to organized management statement than your overall strategy. The
Do you offer a resource Do you control scarce
that adds value for resources or
duplicate your systems, processes, ultimate goal in implementing the VRIO
organization's resource structures, and a culture to
customers? capabilities?
or capability? capitalize on resources and model is that it will result in a competitive
capabilities? advantage in the marketplace. Once you
answer these four questions, you’ll be able
to formulate a more precise vision
Resource/Capability 1 Yes/No Yes/No Yes/No Yes/No statement to help carry you through all the
additional strategic elements in your plan.
Replace "Resource/Capability" with your
Resource/Capability 2 Yes/No Yes/No Yes/No Yes/No company's resource or capability and
YES YES YES YES Your company has achieved the follow the diagram answering the questions
ultimate goal of sustained underneath each VRIO.
Resource/Capability 3 Yes/No Yes/No Yes/No Yes/No competitive advantage!

Resource/Capability 4 Yes/No Yes/No Yes/No Yes/No

NO

NO
NO

NO
Temporary Unused
Competitive Competitive A premium offering of MentUp LLP
Competitive Competitive
Disadvantage Parity
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 Porter's Five Forces Analysis
Porter’s Five Forces is an older strategy execution framework (created by Michael Porter in
Threat of New Entrants:
1979) built around the forces that impact the profitability of an industry or a market. He
Could other companies enter the market easily, or are there numerous entry barriers they would have to overcome? identified five factors that affect a business environment and help drive profitability. Use this
template to understand the five forces. Under each force you will find a question to help
• Ease of entry drive your analysis. On the right you will find factors that affect each force followed by
• Time and cost of entry space for you to write the defining qualities of your organization.
• Cost advantages
• Technology protection
• Barriers to entry
• Specialist knowledge

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Bargaining Power of Suppliers: Competitive Rivalry Bargaining Power of Buyers:

Could large retailers put pressure on your organization to drive down the cost? Are your competitors poised for major growth? If one launched one product could that impact your company? Could large retailers put pressure on your organization to lower costs?

• Number of suppliers • Number of competitors • Number of customers

• Size of suppliers • Quality differences • Size of each order
• Uniqueness of service • Other differences • Differences between competitors
• Your ability to substitute • Switching costs • Price sensitivity
• Cost of changing • Customer loyalty • Ability to substitute
• Supplier concentration • Costs of leaving market • Cost of changing

Threat of Substitutes:
Can buyers easily replace your product with another?

• Substitute performance
• Cost of change
• Buyer propensity to substitute
• Trade-off of substitutes