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Model One—Basic Strategic Planning
This “Bureau Blueprint” planning process, developed by Marshall Murdaugh Marketing, is typically followed by bureaus that are new, of small size and limited resources; usually agencies that heretofore have not been introduced to the strategic planning process. It may be introduced as the first phase in development of an annual business and marketing plan.
1. Identify the organization's purpose (mission statement)–This is the core business purpose for the existence of your agency, and all objectives and work programs should flow from it. Top level management should develop and agree to the mission statement, which should remain constant for future years.
2. Select the broad based objectives that your organization must reach if it is to accomplish your mission. These objectives usually flow, or cascade, from the mission—and cover all principal requirements facing the organization.
3. Identify specific approaches or strategies that must be implemented to reach each of the above objectives. These strategies are often what change the most as the organization introduces more in-depth strategic planning over time.
4. List specific work programs or tactics that must be undertaken to assure that each strategy is effective. Here, over time, all tactics should be spelled out in detail with work plans and include quantifiable anticipated results to assure full completion and success.
5. Identify All Markets (all potential clients) to be reached and favorably impacted.
Model Two—Goal Based Planning, highlighted by development of an Annual Marketing Plan
Organizations that begin with the basic “Blueprint planning approach” (no.1.) may soon evolve into this comprehensive type of planning model, which incorporates:
1. An External/internal assessment to identify “SWOC” (strengths, weaknesses, opportunities, challenges)
2. A Strategic analysis to identify and prioritize major issues/goals
3. Major strategies (or programs) to address issues/goals
4. Design/update vision, mission and values of the organization
5. Establish action plans for implementation
6. Develop the yearly operating plan
7. Develop and authorize first year budget
8. Monitor, review, evaluate and update the strategic plan document annually
Model Three—The Alignment Model
This model is useful for organizations that need to fine-tune strategies or to find out why they may not be working optimally.
Here, the guiding principle is to ensure strong alignment between the organization's mission and its resources to effectively operate the organization.
A planning group would:
1. Outline and prioritize the organization's mission, programs, resources and additional needed support
2. Identify what is working well and what needs adjustment
3. Recommend how adjustments should be made; then include the adjustments as strategies in the strategic plan. (Another option—incorporated under model four below—would be to call for crafting new, major priority Strategies to advance the organization)
Model Four—Scenario Planning
This approach can also be used in conjunction with other models in identifying strategic issues and direction.
Select several external forces and imagine related changes which might influence the organization, i.e. competitive influences, demographic changes, technology, government regulations, funding, etc.
For each change in a force (above) discuss different future organizational scenarios (including best case, worst case and acceptable/reasonable cause) that might arise with the agency. Discussing the worst-case scenario often provokes strong motivation to deal with the potential change through the organization.
Propose what the organization might do through potential Strategies to effectively deal with these external changes.
Other modeling considerations include:
1. Discuss and clarify the organization's cultural values. Include moral values; priorities as to how people ought to act in the world (integrity, honesty, respect, etc.)
2. Review organizational values (to expand market share, increase efficiency, evaluate success, promote continuous and never ending improvement.)
3. Articulate the participant's vision for the organization; Then quarterly, discus what processes are needed to arrive at the vision.
Recent, Different Destination Model Approaches
To illustrate the major diverse strategic planning methods recently employed by destinations, here are highlights of several different plan approaches.
The Atlantic City Convention and Visitors Authority Strategic Plan:
…Concentrated on defining the agency's role of multiple market positions in the tourism industry
Delivered a broad community consensus approach that defined community and agency strengths, weaknesses, challenges and opportunities
Then delivered priority objectives: an eight point strategic new focus to address challenges and prepare for long-term success.
Planning objectives included: Reintroducing the destination for the marketplace, new sales/marketing initiatives for business enhancement, Product diversification requirements, development of new marketing resources, Producing new top of mind customer awareness, Customer service enhancements, Expanded partnership alliances and development of a new long range visioning process.
The Los Angeles CVB Strategic Marketing Plan:
...Was developed as a community wide consensus plan to develop support for new funding that would grow visitor volume during the three year period: for conventions and meetings, along with domestic and international leisure markets.
It incorporated requirements for new research, provided a broad based industry assessment, and then listed objectives, strategies and specific actions plans to produce desired results.
The Greater Miami Convention and Visitors Bureau Strategic Plan:
...Incorporated extensive recent performance audit summaries of the agency.
Provided detailed sales and marketing strategies to produce desired outcomes
Highlighted agency accountability in its performance measures and return on investment for the community
Aligned budgets and implementation tactics
Reviewed current annual performance goals for sales, service, governance, funding, infrastructure, community relations and service/attitude
The Pennsylvania Tourism Office Strategic Tourism Master Plan:
…Coalesced broad based stakeholder interests through a series of input sessions across the state
Incorporated a master plan for future success that included: Institutional enhancement, promotion, human resources, infrastructure, policy environment and product development
Offered a detailed analysis of industry “Best tourism industry Practices” from California, Florida, Illinois, Virginia, Kentucky and Arkansas.
In summary
Just remember that you have a lot of options. And your own—and perhaps unique--strategic plan approach can be built by drawing on any or all of these models.
Also, be mindful that this planning process is never really over.
Reflection and updates should be continuous and planned at agreed upon intervals.
Try to focus more on learning and less on the methods.
And finally, be patient, go slow—and good luck! |
