Oportunidades

1. Debilidades Oportunidades Misión Visión Objetivos Estratégicos Factores clave Estrategia Tácticas Amenazas Fortalezas

2. Developing a Mission Statement First we look at creating mission statements. Then we create vision statements. The mission statement describes why your business exists in short and memorable statements. It speaks directly as to why anyone would want to buy and use your products and services. A mission statement articulates and specifies the commitment you make to your customers and stakeholders. 1. Basically, the mission statement describes the overall purpose of the organization.2. If the organization elects to develop a vision statement before developing the mission statement, ask “Why does the image, the vision exist -- what is its purpose?” This purpose is often the same as the mission.3. Developing a mission statement can be quick culture-specific, i.e., participants may use methods ranging from highly analytical and rational to highly creative and divergent, e.g., focused discussions, divergent experiences around daydreams, sharing stories, etc. Therefore, visit with the participants how they might like to arrive at description of their organizational mission.4. When wording the mission statement, consider the organization's products, services, markets, values, and concern for public image, and maybe priorities of activities for survival.5. Consider any changes that may be needed in wording of the mission statement because of any new suggested strategies during a recent strategic planning process.6. Ensure that wording of the mission is to the extent that management and employees can infer some order of priorities in how products and services are delivered.7. When refining the mission, a useful exercise is to add or delete a word from the mission to realize the change in scope of the mission statement and assess how concise is its wording.8. Does the mission statement include sufficient description that the statement clearly separates the mission of the organization from other organizations? Misión Visión Fundamental questions to be asked and answered RelatedtoMission & Vision: ¿Why will customers buy this product or service? .  Who are we?  What do we do?  Why are wehere?  What kind of company are we?  What kind of company do we want to become?  What kind of company must we become Developing a Vision Statement First identify your organization's mission. Then uncover the real, human value in that mission. A good vision statement will describe the idea behind your business in a manner that captures the passion of your idea. A good vision statement will be expansive, idealistic and loaded with invitations to see the possibilities. A good vision statement will describe your dream in a memorable way. 1.- The vision statement includes vivid description of the organization as it effectively carries out its operations. 2. Developing a vision statement can be quick culture-specific, i.e., participants may use methods ranging from highly analytical and rational to highly creative and divergent, e.g., focused discussions, divergent experiences around daydreams, sharing stories, etc. Therefore, visit with the participants how they might like to arrive at description of their organizational vision.3. Developing the vision can be the most enjoyable part of planning, but the part where time easily gets away from you.4. Note that originally, the vision was a compelling description of the state and function of the organization once it had implemented the strategic plan, i.e., a very attractive image toward which the organization was attracted and guided by the strategic plan. Recently, the vision has become more of a motivational tool, too often including highly idealistic phrasing and activities which the organization cannot realistically aspire. The envisioned future consists of two parts: a 10 to 30 year audacious goal plus vivid descriptions of what it will be like to achieve the goal. A company must have a BHAG (pronounced Bee-hag), a “big, hairy audacious goal” — a clear and compelling unifying focal point of effort and a catalyst for team spirit. It has a finish line, so organization can know when it has achieved the goal. A BHAG should not be a sure bet — it will have perhaps only a 50% to 70% probability of success — but the organization must believe that it can reach the goal anyway. Vivid descriptions are vibrant, engaging and specific descriptions of what it will be like to achieve the BHAG. Think of it as translating the vision from words to pictures. Objetivos Estratégicos Factores clave

3. Misión Visión "The limited number of areas in which results, if they are satisfactory, will ensure successful competitive performance for the organization. They are the few key areas where things must go right for the business to flourish. If results in these areas are not adequate, the organization's efforts for the period will be less than desired.“ They are the Critical Success Factors. As a common point of reference, CSFs help everyone in the team to know exactly what's most important. And this helps people perform their own work in the right context and so pull together towards the same overall aims. The idea of CSFs has been used extensively to help businesses implement their strategies and projects. The CSFs are "areas of activity that should receive constant and careful attention from management." Critical Success Factors are strongly related to the mission and strategic goals of your business or project. Whereas the mission and goals focus on the aims and what is to be achieved, Critical Success Factors focus on the most important areas and get to the very heart of both what is to be achieved and how you will achieve it. What metrics will be used to measure success? Objectives set out your well-defined targets and then specify how you will measure progress towards the accomplishment of those goals. Objectives are tightly focused, specific, prioritized and important. In short, if you’re achieving your objectives, your business will be a success. Objetivos Estratégicos Factores clave Estrategia Tácticas

4. As a practical matter, strategy evolves over time as intentions accommodate reality. Thus, one starts with a given perspective, concludes that it calls for a certain position, and sets about achiev-ing it by way of a carefully crafted plan. Over time, things change. A pattern of decisions and ac-tions marks movement from starting point to goal. This pattern of decisions and actions is called "realized" or "emergent" strategy. Strategy is manythings: plan, pattern, position, ploy and perspective. As plan, strategy relates how we intend realizing our goals. As pattern, strategy is the "rhyme and reason" that emerges in the course of making the endless decisions that reconcile the reality we encounter with the aims we hold dear. As position, strategy is the stance we take: take the high ground, be the low-cost provider, compete on the basis of value, price to what the market will bear, match or beat the price offered by any competitor, let no threat go unmet. As ploy, strategy is a ruse, it relies on secrecy and deception: "Let not thy left hand know what thy right hand doeth." As perspective, strategy is part vantage point and part the view from that vantage point, particularly the way this view shapes and guides decisions and actions. Estrategia Tácticas Fundamental questions to be asked and answered Related to Strategy in General  What is our objective? What are the ends we seek?  What is our current strategy, implicit or explicit?  What courses of action might lead to the ends we seek?  What are the means at our disposal?  How are our actions restrained and constrained by the means at our disposal?  What risks are involved and which ones are serious enough that we should plan for them? Strategy is Execution Strategy is getting it right and doing it right. On the one hand, we have to pick the right course of action. On the other hand, once chosen, we have to carry it out properly. Strategy and tactics are both concerned with formulating and then carrying out courses of action intended to attain particular objectives. For the most part, strategy is concerned with deploying the resources at your disposal whereas tactics is concerned with employing them. Together, strategy and tactics bridge the gap between ends and means

5. Plans and Planning Plans of action, whether for business or the battlefield, always have two fundamental aspects: ends and means — what is to be achieved and howit is to be achieved. The ends sought might be broad, far-reaching, and off in the distant future. Or, they might be nearby, tightly focused, and well defined. And, whether we label these future results “goals,” “aims,” “targets,” or “objectives” is of little consequence. The same is true of the means chosen to attain one’s ends. We might call these “programs,” “actions,” “steps,” “initiatives” or we might even reuse the word “plans.” As is the case with ends, means, too, might be very broad or very narrow, and long-term or short-term. PLAN ESTRATEGICO Plan de ………………. Plan de organización What´s Plan financiero Plan de mercadotecnia