As a result of recent technological
advancements and global influences, corporations have recognized
their need to group and integrate activities more productively.
Organizations are evolving from traditional platforms, where
functions are departmentalized, to more advanced forms of
organization that began with the 1980's Value Chain to today's
more global influenced Process-Centered structure.
The Anderson Group integrates today's
leading technologies into operating procedures that move the
client into a more progressive format that is better suited
to their mission and charter in view of today's technological
advances. The scope of the task is directed by the client's
need, but we offer suggestions that may involve a larger scope
or a unique approach to produce a better total solution to
the specific need. It is not uncommon, however, to address
a specific requirement and find the total solution is less
complex than the initial assumption by combining multiple
technologies into an integrated solution.
See our Case Study
We prefer to start a client relationship
at the strategic business planning level even if the project
is limited to a specific technical or commercial issue. It
allows us to provide a more global, long-term approach to
the process and best select team members. This approach is
presented in more detail in our newsletter.
1 year Business Plans
have traditionally been viewed two
ways. For new businesses, they are promotional documents to
secure financing. For established businesses, they are used
as the project guidance and measurement stick(s) to operate
the organization over a fiscal period. We offer both types
of services and use one of these two definitions to clarify
the service. The major purpose of these definitions is to
distinguish these services from a strategic planning function
that requires a different process.
The Business Plan is viewed as an
operating program and the Strategic Plan is viewed as a planning
process. It is common to include a Strategic Plan in a financially
based program. We address both types of plans.
It is also common to have a Strategic
Plan set apart from the Business Plan for established organizations.
This strategic format centers on investment/divestment issues
and the business-operating plan then becomes a subset of that
program. The Business Plan must be highly focused on specific
goals and scheduled accordingly for measurement and traditionally
has a one-year scope. The Strategic Plan confirms the mission
of an organization to know where it is going and a strategy
to know how to get there. It traditionally has a three to
five year scope.
3 - 5 year Strategic Plans
A traditional Strategic Plan, first
introduced in the mid-1950's, set fourteen procedures in place
starting with the establishment of corporate missions. While
these procedures served the marketplace well then, it runs
into problems today because they are not pro-active enough
to keep pace with the global economy.
The Anderson Group elects to use
a more proactive Strategic Business Planning approach.
Continuous Strategic Business
A more global approach to business
planning that is in line with today's successful Process-Centered
organizations is the Strategic Business Planning activity.
It is a more pro-active, global procedure than the traditionally
approaches above. It is a form of continuous improvement (Taguchi
concepts, Goldratt TOC).
It is the process of continually
combining the two activities, business and strategic, so they
interact more frequently. This means one can affect the other
on a monthly, or quarterly basis as opposed to the more common
yearly updates. To be effective, the organization, large or
small, should acknowledge the advantage of a Process-Centered
structure that focuses on process centers: Product Supply,
Resource Management and Customer Processes.
Our experience with Fortune 100 companies
as well as small to medium sized organizations allows us to
help your planning and implementation procedures. These techniques
have been successfully used by organizations such as Wal-Mart,
Whirlpool, Komatsu, Yaskawa, Southwest Airlines, Boeing, Hanna-Barbera,
Maytag, Tupperware, Regal Marine, Motorola, Dell Computer,
Denver International Airport, Federal Express, Ritz-Carlton,
Westinghouse Air Brake, Volkswagen, Green Gear, Toshiba, United
Motor (Toyota & GM), Anheuser-Busch, Collins Industries, Taco
Bell, Delta Airlines, Bechtel Group, Sony, Pizza Hut, IBM,
Fidelity Securities and NASA.
The Anderson Group offers these global
business techniques as a foundation for its associated technology
and services to implement the planning process.
Marketing functions are an integral
part of the Resource Management structure of Process-Centered
organizational structure. The Anderson Group provides services
to establish the marketing plan as well as the ability to
help provide the technology for the product/services portion.
We view a complete marketing program to involve the strategic
planning, business planning, gap analysis, forecasting, product
development, commercial development, and management feedback
functions; everything that leads to the sale of our client's
products and services.
Sales activities are the action phase
of the marketing program to address customer needs and corresponding
closure. The Anderson Group offers the ability to establish
effective sales channels. Our experience is global and can
establish the proper balance between direct, distributors,
representatives, agents, VAR's and Resellers. We also offer
management tools to plan, monitor and control the selling
For more information on these approaches,
please contact us.