Full Strategic Planning SW

STRATEGIC PLANNING
Seminar Workshop
BUREAU OF INTERNAL REVENUE

21-22 December 2015
Dr Anna Bella SIRIBAN-Manalang
Stratēgos
The word strategy derives from the Greek

word stratēgos which derives from two
words: stratos (army) and ago (leading).
STRATEGIC PLANNING with NLP

Introductions
Draw a picture of an object that best

describes who you are
Name, position, role, years in BIR
Dream and Vision for BIR
Expectations Levelling
CONTENT – what you want to learn

CO-PARTICIPANTS – what you expect
from them
CONSULTANT – from facilitator
Managing the Dynamics
OVER CAPACITY CUSTOM BARRIERS
NEW
TECHNOLOGY
SPECIALIZATION COMPETITION
GROWTH
INTEGRATION RISING PRICES REGIONAL INTEGRATION
COMPETITIVE
COST EFFECT
DISADVANTAGES
ECONOMIC
CRISIS
TQM
JOINT VENTURES ACQUISITIONS
STRATEGIC MANAGEMENT SYSTEM

Changing Success Factors
Successful
organizations must
continually change
themselves, against
internal and external
factors. Otherwise,
these companies may
have to put an end to its
activities, or may be
managed by other
successful companies.

Having a Strategy Roadmap
Strategy is a management's game plan
for strengthening the performance of
the enterprise.
Strategy states how company should
achieve the desired goals.
Without strategy, management has no
roadmap to guide employees.
Creating business strategies is a core
management function.
Definition of Business Strategy
Business Strategy is a long term plan of action designed
to achieve a particular goal or set of goals or objectives.
Business Strategy
Market Analysis Competitor Analysis
Customer Analysis
Company Analysis

Definition of Strategic Management
It is a systematic analysis
of the factors associated
with customers and
competitors (the external
environment) and the
organization itself (the
internal environment) to
provide the basis for
maintaining optimum
management practices.

Strategic Management Framework
WHERE WE ARE NOW WHERE WE WANT TO BE

(Current Situation) (Future Situation)
HOW TO GET THERE?

Strategy
HOW TO STAY THERE

Sustainability

STRATEGIC MANAGEMENT PROCESS
The company's The desired Adapting to

vision and state of the
objectives the future
Company external
environment
Environment Action
al trends and Plans Developed
Strategic Gap Strategic
its impact on and competitive
Planning
the company Review position
and the Process
market The growth
of the
The present Company
Company
state of the
Resources
Company
(Strength and
Weaknesses)
The Organizational Lifemap
T o day F u tu re
Today is the first day of the rest of your life.

- Denis Waitley, Timing is everything

S um m er
F a ll
S p rin g
W in te r
T oday F u tu re
T im e lin e
There are 4 seasons in your organization’s lifespan.

Winter
Winter is a bleak time. The ground
lies frozen, the earth unproductive.
The trees are bare and seem
lifeless. Cold paralyzes. Snow and
ice slow us down, hem us in and
cover our potential for growth. But
it can be alive with dreaming.
Visions arise from the red hot glow
of the fireplace. Conversations are
lively.
This is the time for anticipating the
coming year’s harvest season.
Goals are set. Plans are made.
Growth is anticipated all with an
attitude of celebration and
expectation.
Spring
Spring is the time for definitive
action – for saying, ”if a harvest is
to be, it’s up to me!”
Spring is where the action is.
Hibernation ends. Flowers bud.
The ice melts. Rivers flow again.
Birds take wing and build nests.
The soil thaws. Seeds take root.
The winter’s plans give impetus to
self-reliance, self-motivation and
enthusiastic activity.
It is the time for gathering the
best seeds, preparing the best
soil, and planting ideas, energy
and enthusiasm into a new crop.

Summer
Summer is the continual,
regular cultivation,
watering and fertilization.
It is the time of great
growth.
It is the season for
feedback, progress
reports and midcourse
corrections.
It is the time for renewal of commitment,

perseverance, and cultivation of new skills, and
knowledge that appear needed through the actual
doing.
It is the season for intense, concentrated, focused
effort.
Fall
Fall is the time for reaping the rewards of success!

It is the season for enjoying the fullness of life – partaking of
the harvest, sharing the harvest with others, and reinvesting
and saving portions of the harvest for yet another season of
growth.
Autumn is the time for feeling a sense of accomplishment, for
recognizing that life must be enjoyed as it is lived.

Sum m er
PRUNE F a ll
S p rin g
PULL
P L AN T
W in te r
P L AN
Today F u tu re
T im e lin e
Plan in winter, plant in spring, prune in summer and pull in fall to

maximize the seasons of your organization’s life

S um m er
F a ll
S p rin g
W in te r
T oday F u tu re
T im e lin e
Go to your second curve while at peak so that the

resultant curve is always improving.
S um m er
F a ll
S p r in g
W in te r
T oday F u tu r e
T im e lin e
Ever-increasing resultant curve.

Strategic Planning Framework
Vision
Strategies
Now
Future
MISSION

Revisiting the TRION Mission and Vision
NLP Psycho cybernetic Exercise
VISION MISSION
Mandate: Why do
Where do we exist?
we want to Customers: Whom
go? do we serve?
What do we Products &
Services: What do
want to we produce?
become? Values: How do
we operate?

Mission Statement
Statement of purpose of an organization, its
reason for existing
It should guide the actions of the organization,
provide a path and guide decision making
It provides the framework or context within
which the company’s strategies are formulated
Wikipedi: Hill, CH., Jones, G. Strategic Management Houghton Mifflin Company: New York, 2008. ISBN 978-0-618-
89469-7, page 11

VISION STATEMENT
The vision outlines what the

organization wants to be or
Vision
how it wants the world in
which it operates to be
Strategies
It is a long term view and

Now
Future
concentrates on the future
It can be emotive and a
source of inspiration

VISION STATEMENT
There is a picture of the future in

the vision
Vision
There is faith
Strategies
Now
Future
There is Will
It is not something invented
It is something existing in the

mind of the founders
VISIONING:
NLP Psycho cybernetic
Exercise
VISION STATEMENT

Mission Statement
3 essential components
Key Market Who is your target
market/customer
What product or service do you

Contribution
provide for that client?
What makes your product unique

Distinction so that your client would choose
you?
Bart, Kristopher K. “Industrial firms and the power of mission.” Industrial Marketing
Management. Volume 26, Number 4, July 1997, pp. 371-383 (13).

TRION MISSION STATEMENT
Provide and create market dominating
products for the electricity industry in
the Philippines that increase our
customers' reliability, efficiency and
viability by combining high quality
innovation, aggressive strategic
marketing and excellent services that
are cost effective, profitable and
sustainable for all stakeholders.

TRION Core Values
Core Values
The TRION Group of Companies is guided by the following core values in delivering its
mission and pursuing its vision.
Integrity
God fearing, meeting ethical, legal, quality and professional work standards.
Professionalism
Being a team player – reliable & results driven
Excellence
Being dynamic, having solid set of beliefs and a passion to win in the marketplace.
Responsible Stewardship & Entrepreneurship
Being prudent in the use of God given resources, thinking and caring like business owners in
growing and managing the business and being accountable for actions as responsible citizen.
Innovation
Creating value through novel use of ordinary resources to make extraordinary solutions.
Customer Orientation
Consistently meeting and exceeding customer's expectations.

Crafting Departmental Vision & Mission
NLP Psycho cybernetic Exercise
VISION MISSION
Mandate: Why do
Where do we exist?
we want to Customers: Whom
go? do we serve?
What do we Products &
Services: What do
want to we produce?
become? Values: How do
we operate?

Department:
Departmental Vision Departmental Mission
Departmental Performance Targets

Departmental Assessments

SWOT Analysis

SWOT Analysis
Transform
Match
Transform

SWOT Analysis - Example
EXTERNAL
Opportunities Threats
International Players’
Growing economy interest
and market Growing local players
Tax advantage Increasing media
New markets expenses
 Buying one of the

Strengths  Doing business in
biggest local
Very well-known new markets
players
INTERNAL
brands  Making more

 Doing JV with one
Our widespread investment in local
of the international
distribution channels market
players
 Positioning our
Weaknesses employees firstly for
 Doing Career
High employee Planning for key
new job
turnover rate employees
opportunities.
Increasing customer  Increasing customer  Benchmarking with
complaints satisfaction competitors

DEFINING THE CURRENT REALITY:
SWOT IDENTIFICATION
STRENGTHS WEAKNESSES
1.Creative even w/ limited resources 1.Poor marketing presence
2. Diverse artistic background 2. Lack of training centers and schools to teach a large
3. Very strong cultural affinity w/ US number of professional industry-based animators
4. Flexibility & adaptability in work & schedules 3.Crab mentality of Pinoys
5. Can understand English instruction vis a vis other 4.Resistance to change
countries 5. Brain drain of talents
6. Reliable TELCO infrastructure support 6. Divided as an industry
7. Complimenting capabilities of companies 7. Poor representation for foreign clients/accounts
8. Service-oriented 8. Middlemen and brokers increase the cost
9. Rich in local stories tales 9. Discipline problem (attitude) of some animators/artists
10.Very strong communication dissemination of 10. Can’t afford expensive softwares and hardwares esp
compnaywide directions, performance ,achievements ,etc to MAYA
the lower rank employees 11. Individualistic personalities/culture
11.Very flat organization 12. Inadequate efforts from government
12.There are programs that motivate employees that 13.Capacity problem
recognize exemplary performance 14. No domestic market for locally produced material
13.Industry aligned organization 15. Mismatch of training requirements between the
14.Good financial standing (0 debt) industry and the academe
15.Advocates of nation building 16. Too much dependence on sub-contracting works
16.Committed workforce 17. Dearth of pre-production competencies
17.Complete product line 18. Failure to promote Phil brand
18.Customized and personalized selling approach per 20. Absence of a regular QA function
segment 21.Deviations of PQ/Job design (insuficient headcnt , stiff
19. Deep customer insight HR policy on hiring )
20. Comfortable,well provided office environment 22. Non compliance to policies and procedures present in
many processes ; absence of standards for systems and
procedures.(poor cascade of product roll out,etc)
23. Lack of career development program
24.High turnover of skilled employees.
25. Confusing Branding
26. Lack of integrated backend system/db
27. Limited coverage
28. Follower strategy

DEFINING THE CURRENT REALITY:
SWOT IDENTIFICATION
OPPORTUNITIES THREATS
1. Increasing acceptability of offshore 1. Unstable government
outsourcing 2. Other competitive Asean countries
2.Potential of producing original content 3 . Continued Purchase of “Imported
3.Increased demand for original content Content”
abroad 4.Outsourcing demand eats up time,
4.International Tie-ups money & talents etc thus No time for
5.Co-production ventures from different development of local content
countries 5. Lack of government financial support
6. European Union is looking for potential 6. Economic Instability- fear of investors
business partners to invest
7. Technology demand – mobile, gaming 7. Weak enforcement of Intellectual
etc Property Rights
8. Poaching: Piracy of people
9. Technology easily becoming obsolete
(Software upgrades required; Hardware
depreciates fast)

Determining Strategy
Company Environment
Targets and
Values Competitors
Sources and Strategy Customers

Capabilities
Market
Organizational
Structure and Suppliers
Systems

How To Perform a SWOT Analysis
Opportuniti
Threats
EXTERNAL
es ………………
……………
………
………… ………………
Strengths ……………
………
……………… ………… ………………
……… How
……………
do you use How do you use
the Strength to ………
your Strengths to
 ……………… …………
INTERNAL
take advantage minimize the

Weaknesse of these impact of
………
s Opportunities? Threats?

………………
……………… How do you How do you
………
……… ensure your overcome the
Weaknesses will Weaknesses that
……………… not stop you from will make these
……… Opportunities? Threats a reality?
………………
………
Strategies Formulation
Strengths Weaknesses
1. 1.
2. 2.
Opportunities S-O Strategies W-O Strategies
1. Utilize Strengths to Utilize Opportunities to
2. take advantage of ward off Weaknesses
Opportunities
Threats S-T Strategies W-T Strategies
1. Use Strengths to thwart Thwart Threats while
2. Threats working on
Weaknesses

Strategy Formulation: Matching
Strengths Weaknesses
1. 1.
2. 2.
Opportunities
1. S-O Strategies W-O Strategies
2. Expansion Niching
Integration (BW & FW) Networking or Linkaging
Intensification (Buy New Sub-contracting
Technologies) Anchoring
Acquisition
Threats
1. S-T Strategies W-T Strategies
2. Diversification Retrenchment
Consolidation Withdraw
Provision of Contingencies Merger

Customers vs. Competitors
Focus on Competitors'
Approaches
Less More
Self Competitor
Less Oriented Oriented
Focus on
Customers’
Approaches Customer Market
More Oriented Oriented

Decide Your Strategy
Not
Meet
Customer
Needs
Meet Future
Today
Served Not Served
Customer Segmentation
Competitor Analysis

Types of Competitors
PRODUCTS
Same Different
Same
Direct Indirect
Competitors Competitors
CUSTOMERS
Product Unknown
Different Competitors Competitors

A Quote by Bruce Henderson
“Induce your competitors not to

invest in those products,
markets and services where you
expect to invest the most … that
is the fundamental rule of
strategy.“

Alternative Strategies
Individual strategic formulation:
1. Strengthen strengths
2. Weaken weaknesses
3. Obtain opportunities
4. Thwart off threats
Conversion strategies:
1.Convert weaknesses into strengths
2.Convert threats into opportunities or strengths

Competitive Positioning
To be a superior performer, the company
must have a SUSTAINABLE COMPETITIVE
ADVANTAGE that competitors can not copy
Or improve faster than competitors can catch
up
Main Strategic Options

Competitive superiority
Product & market -related strategies
Synergy-related strategies
Integration strategies

A. Competitive Superiority
DIFFERENTIATION
To mark the company off from its competitors as far as possible, The first aim
is to achieve optimal customer satisfaction requirements, so customer
orientation is closely bound up with differentiation.
The main feature of differentiation strategies is that forces are concentrated on
market-oriented strategies and include development of any of the ff:
quality
product range
image
advice to customers
sales
distribution
innovation
COSTS
Mainly towards achieving favorable unit costs (for example by concentrating on
cost reduction as a strategic excellent position (SEP).
A. Competitive Superiority
COMBINATION OF DIFFERENTIATION
& COST REDUCTION
To aim for both maximum differentiation and optimal unit costs.
TIMING
Focuses on timing factors, Here the company concentrates on creating
structures that will enable optimal movement over time.
May include developing
• Ability to develop products rapidly and introduce them to the market
• Quickly copying competitors’ innovations
• ‘Flexibility’ (ability to adjust rapidly to changes in environmental
conditions)

B. Product & Market -related Strategies
Product Development
Develop new products/services when existing markets
do not offer adequate opportunities
New products
New services
New systems and solutions to problems
Diversification
Directions which take the business away from its core
competency
Offering new products for new markets is generally
considered very costly and a high-risk strategy

C. Synergy-related strategies
Materials oriented strategies
Based on offering all the product from the same material, the key
is to build on the processing of the material.
Technology oriented strategies

Based on offering all the products (generally for different groups of
customers) that can be produced in the same plant (eg by drop-forging,
injection)
Market oriented Strategies

Offering every product required by a specific group of customers.
The key is to build on knowing all the requirements of a specific
group of customers, perhaps working in cooperation with some of
them.

D. Other Strategies
Hybrid Strategies
Provide value-added value while keeping
prices down
Joint Ventures, Joint Development and
Strategic Alliances
Alliance of complementary or
supplementary separate entities which help
overcome high cost of entry into markets
alone

E. Other Strategies
Differentiation across value chains and
along linkages
Seek linkages between different parts of
the value chain Diversification
Internal Development
Development of original technology
Mergers & Acquisitions
Allows very fast entry into markets

Duncker Approach
Helps obtain solutions to problems
based on the criteria set up by the
Present State / Desired State Technique
Innovative feature: points out ways to
solve the problem by making it OK to
not reach the desired solution

Duncker Approach
Functional Solutions – what to do
Specific Solutions – how to do it
Representing a problem on the Duncker
Diagram is a creative activity, meaning there
are no right or wrong answers. There are,
however, more and less useful ways to
represent the problem.

Duncker Diagram

Grand Strategy Formulation
Generation of Alternative Alternative Strategies
Strategies Define the various
Scenario Building alternative strategies
Prioritization of Strategies
Forecasting Scenario Based on criteria set by
Prioritization of Strategies Management
Grand Strategy
Tactical Planning &
Budgeting
Tactical Planning and Determine deployment to
Budgeting Top level/ Tactical BSC
Indicators
Operational Planning
Operation Planning Determine deployment to
operational BSC Indicators

Prioritization of Strategies
Evaluate the strategies (with the VISION

IN MIND) according to the following
criteria:
Potency of Strategy
Urgency of requirement
Resource availability

Prioritizing Strategies
POTENCY/ RESOURCE TOTAL
STRATEGY SERIOUSNESS URGENCY AVAILABILITY POINTS RANK
1
2
3
4
5
6
7
8
9
10
Glue our GOALS into the timeline
Past Now Event Future
1. Write your strategies in big BILLBOARDS

2. “Float up above the timeline and into the future
when it should be achieved. Tell me when you’re
there.”
3. “Good. Turn and look back towards now.”
4. “What do you need to do in order to get to the
future?”
5. “Come back to now.”
6. Write your tactical plans.
62
Tactical Planning
PROGRAMS &
STRATEGIES 2013 2014 2015 2016 2017
1
2
3
4
5
6
7
8
9
10
11
12
13
14
Operational Planning
Strategy:
Strategic Objectives:
Specific Expected Person Duration
Activities Output Responsible Cost Benefit
Start End Progress


BIR Strategic Plans:
Write your strategies tactically in your timeline
Vision
Strategies
Now
Future
MISSION

The hunt for Strategy Owners
Drawing the Strategic Icon

File & glue our STRATEGIES to our BODY
Right hand - Grand Strategy
Left Hand
Right lower leg
Left lower leg
Right thigh
Left thigh
Right shoulder
Left shoulder

Closing Ceremonies

Full Strategic Planning SW

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STRATEGIC PLANNING

BUREAU OF INTERNAL REVENUE

The word strategy derives from the Greek

STRATEGIC PLANNING with NLP

Draw a picture of an object that best

CONTENT – what you want to learn

INTEGRATION RISING PRICES REGIONAL INTEGRATION

JOINT VENTURES ACQUISITIONS

STRATEGIC MANAGEMENT SYSTEM

STRATEGIC MANAGEMENT SYSTEM

Market Analysis Competitor Analysis

STRATEGIC PLANNING with NLP

STRATEGIC PLANNING with NLP

WHERE WE ARE NOW WHERE WE WANT TO BE

HOW TO GET THERE?

HOW TO STAY THERE

STRATEGIC PLANNING with NLP

The company's The desired Adapting to

Today is the first day of the rest of your life.

STRATEGIC PLANNING with NLP

There are 4 seasons in your organization’s lifespan.

STRATEGIC PLANNING with NLP

STRATEGIC PLANNING with NLP

It is the time for renewal of commitment,

Fall is the time for reaping the rewards of success!

STRATEGIC PLANNING with NLP

Plan in winter, plant in spring, prune in summer and pull in fall to

STRATEGIC PLANNING with NLP

Go to your second curve while at peak so that the

Ever-increasing resultant curve.

STRATEGIC PLANNING with NLP

STRATEGIC PLANNING with NLP

STRATEGIC PLANNING with NLP

STRATEGIC PLANNING with NLP

The vision outlines what the

It is a long term view and

STRATEGIC PLANNING with NLP

There is a picture of the future in

It is not something invented

It is something existing in the

STRATEGIC PLANNING with NLP

What product or service do you

What makes your product unique

STRATEGIC PLANNING with NLP

STRATEGIC PLANNING with NLP

STRATEGIC PLANNING with NLP

STRATEGIC PLANNING with NLP

Departmental Performance Targets

STRATEGIC PLANNING with NLP

STRATEGIC PLANNING with NLP

STRATEGIC PLANNING with NLP

STRATEGIC PLANNING with NLP

 Buying one of the

brands  Making more

STRATEGIC PLANNING with NLP

STRATEGIC PLANNING with NLP

STRATEGIC PLANNING with NLP

Sources and Strategy Customers

STRATEGIC PLANNING with NLP

take advantage minimize the

STRATEGIC PLANNING with NLP

STRATEGIC PLANNING with NLP

STRATEGIC PLANNING with NLP