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Business Planning: It’s Back to Basics by Jon Hemming

Jon Hemming - Saturday, April 28, 2012

Get Back On Top

As always, ‘failing to plan, is planning to fail’. In today’s rapidly changing, increasingly competitive commercial environment, there has never been a better time to revisit your business plan and get back on top.

Business success in 2012, as it has been in years gone by, is all about having a solid understanding of your customers, your industry and your competition. Only today, faced with uncertain financial times and global competition, it’s crucial to analyse, assess and plan your way forward… its business planning, and it is the only way to succeed.

Business planning provides a proven framework to collect crucial information about your customers, your industry and competition. But it’s not something that can be done once then forgotten. To be successful you need to regularly look at your customers’ needs – to understand why they connect with your business and how they want products and services delivered. Then you need to look at current industry pressures and maintain an eye on your competition.

Global and Economic Pressures

There’s no doubt that the global financial crisis has had a long-term impact on business and consumers. Customers are attuned to purchasing goods and services at bargain basement prices, and many businesses are happy to deliver on these terms, just to survive.

This situation is further compounded by the Internet, which provides the power to research and compare similar products and services from around the world online – and buy from alternative markets as well.

The Power of a Business Plan

You may feel that in the face of the current economy and with the threat of global competition, your customers have the upper hand. However there is a way to fight back. Business planning provides a methodical process to define your customers’ needs, your product placement and marketing approach. A comprehensive business plan will analyse:

• Your customers
• Your industry
• Your competition

Having analysed these three integral factors, you’ll have a greater understanding of the global industry, be aware of your competition and be ready to reconnect with customer purchasing preferences. Then you can develop and deliver an appropriate strategy to win your customers’ loyalty and keep it.

Know Your Customer

Many business owners believe they know their customers and can’t understand why they’re faced with losing market share and declining repeat business. Customer research, collected by an objective professional as part of a business plan, will provide you with accurate information about what your customers want in today’s environment.

Armed with a clear knowledge, your marketing team can tweak your product then get to work on promoting the brand in a concise, compelling and effective way.

Understand Your Industry

The current strength of the Australian dollar has made imported products less expensive and placed increased pressure on many domestic industry sectors. To survive in this economy, you need an objective assessment of your industry that includes:

• The size, potential and structure of your industry
• Political forces
• Emerging market trends
• Imminent changes to industry

Stay Ahead of Your Competition

Uniqueness is key when it comes to retaining a strong presence in a tight market, yet most customers will believe your business is one of many to offer the same products or services. That makes it essential to differentiate your brand – and to communicate your product’s uniqueness in a way that will prompt your customers to buy.

By understanding your competition and your customers you can do this. Additionally, you’ll be better placed to identify possible threats, opportunities and strategies your competitors may choose to implement. 



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Balance Scorecard - Linking Your Business Plan to Your Operational Resources and Results

Jon Hemming - Saturday, February 12, 2011
MANAGING FOR THE LONG TERM | BEST OF HBR | Using the Balanced Scorecard as a Strategic Management System

The balanced scorecard is a strategic planning and management system that is used extensively in business and industry, government, and nonprofit organizations worldwide to align business activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization performance against strategic goals.

As companies around the world transform themselves for competition that is based on information, their ability to exploit intangible assets has become far more decisive than their ability to invest in and manage physical assets.

In recognition of this change, the balanced scorecard was developed by Drs. Robert Kaplan (Harvard Business School) and David Norton as a performance measurement framework that added strategic non-financial performance measures to traditional financial metrics to give managers and executives a more 'balanced' view of organizational performance.

The balanced scorecard supplemented traditional financial measures with criteria that measured performance from three additional perspectives – those of customers, internal business processes, and learning and growth.


It enabled companies to track financial results while simultaneously monitoring progress in building the capabilities and acquiring the intangible assets they would need for future growth. The scorecard isn’t a replacement for financial measures; it is their complement.


Some organizations, have reduced their emphasis on short-term, formula-based incentive systems as a result of introducing the balanced scorecard. They have discovered that dialogue among managers about the scorecard – both the formulation of the measures and objectives and the explanation of actual versus targeted results – provides a better opportunity to observe managers’ performance and abilities. Increased knowledge of their managers’ abilities makes it easier for executives to set incentive rewards subjectively and to defend those subjective evaluations – a process that is less susceptible to the game playing and distortions associated with explicit, formula-based rules.


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