The strategic planning is an inescapable phase of the launching of a project. Today leader in its market, CanGo can see itself ousted tomorrow. It leads to permanent changes from now on to adapt itself to the new economic rules. In this context, the strategic planning is an inescapable phase of the launching of their Gaming Online project.
1. The Context
The strategic line of CanGo must be straightened every year, followed by the establishment of a tactical and operational plan. Only companies that set up an effective strategic and tactical tools of analysis get out while the going is good in the face of the violence of the economic transfers. This process involves the participation and cohesion of the executive committee …show more content…
Defined generally over three years, the strategic plan is straightened every year.
The marketing action plan is of tactical order and led by a commercial team, defines the way of executing the strategic plan, so as to reach the goals. The marketing action plan is systematically defined every year.
The plan of account or market is dedicated to the strategic accounts of CanGo. In line with the strategic vision of CanGo and the tactics of the marketing action plan that delivers an operational action plan.
If the census of the current situation is realized in house, with a possible external support like Sales Xpress Consulting, the conduct of these three plans comes true by sessions of two days with the stakeholders. An external moderator endowed with a well-tried method will bring the productivity necessary for the dynamics of the group. You will find below the main lines of the experienced method of Sales Xpress Consulting in the piloting of strategic, tactical and operational plans. The model is set according to three phases; to know the context, to build the plan, to concretize the plan. Every phase is decomposed into three stages defined …show more content…
To whom did CanGo sell, which are their main customers, what did they buy, how much, when, where, how? This phase will be fast all the more as CanGo will have been equipped with an adapted management table. CanGo collects in this phase the data that will allow "to benchmarker " to the market.
3. Gap Analysis
Provided with the adequate elements of information, the working groups will proceed to a qualitative and quantitative analysis with regard compared with the objectives to measure gaps and new market trends. This phase allows to answer the question " why are we here ", " how is the market " and " which are our capacities to adapt to it".
4. Study of Opportunities
Provided with results of the diagnosis, the workgroup develops within a workshop, a comparative analysis of its situation in front of market with the tools of type SWOT 's selection. This phase takes into account the analysis of the risks and the threats of the evolution of the environment, the regulations, the market, the clientele, the competition, the technology and the partners. The phase of analysis results in a selection which qualifies the valuable proposal and the orientations held among the multiple