Strategic Business Plan
Paper instructions:
Capstone Project (Strategic Business Plan)
Selected Company: Verizon (Concentration: Mobile Phone)
1) Executive summary
The Executive Summary is the last section written. It should be restricted to two to three pages in length. In essence the Executive Summary is a very effective distillation of the overall business plan into a ‘hard hitting’ summary of key performance initiatives and performance targets.
Typically it would include the following:
• The Business Opportunity
• The Product
• The Market Strategy
• The Management Team
• Profit and Cash Projections
• Investment Needs
• Returns to Investors
2) Company Objectives and Strategies
– The aim of this plan
– Our mission
– Core Organisational Competencies
– Organisational Values
3) The Business
– Company Background
– Strengths
– Weaknesses
4) Market Analysis
– SWOT Analysis
– 4-P Focus
— Product
— Price
— Place (Distribution/ Delivery/ Supply Chains etc.)
— Promotion
– Political Factors
– Economic Factors
– Social/Cultural Environment
– Technological Environment
– Legal
– Porter’s Five Forces
5) Marketing
– Online Advertising
– Offline Advertising
– Streamlined Ordering Process
– Affiliate Programs (if any)
6) Stakeholder Relationship and Alliances
Key strategic alliances and sponsorships with major key industry organizations that help bring credibility, public relations, as well as traffic to the site. These alliances typically result in extensive co-marketing by both organizations with the goal of each company driving traffic and awareness of the other company’s products and services.
7) Strategic 3-year Plan
• Key Strategic Goal
• Objectives to achieve the strategic goal
• Strategies to achieve each objective
• Task Plans to achieve each strategy
Based on discussions at previous sections develop a concise set of highly focused marketing strategies for your most attractive and highest priority markets. These strategies will guide your market entry, market development, and brand building activities. Establish budgets for these activities. Set realistic and measurable performance targets and time lines for each market entry/development strategy. These targets are critical to designing and building business and production capacities aligned with expected market demands on entry, and in to the future.
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