A network-based futures method for strategic business planning

Petrochemical industry as one of the largest and most important sectors is in need of the application of new managerial tools for strategic planning. There are different models and tools for strategic planning. The model of Balanced Scorecard (BSC) has been noticed by various organizations in recent years due to its special attention to intangible assets of organization like customer, internal processes, growth and learning in addition to financial indexes. Moreover, it is considered as one of the new methods of strategic planning. This research aims at developing a strategy for Mobin Petrochemical Company with a BSC attitude. The present research from the viewpoint of goal is an applied research and in respect of data collection, it uses a qualitative research method (focal group). For the purpose of learning about strategies of Mobin Petrochemical Company, while reviewing texts and literature related to strategic management, the views of senior petrochemical managers was used in the process of focus groups. During various focus meetings held in the presence of senior management body of the organization, the mission and vision of company were determined. Then identifying external opportunities and threats and determining internal weaknesses and strengths of organization and evaluating the IFE and EFE matrixes, the SWOT matrix was formed and strategies of Mobin Petrochemical Company were determined. The motifs of the company strategy were classified from the four main perspectives of BSC model. Afterwards, for determining the process of creation of value and cause and effect relation between strategic goals of organization, the strategy map of Mobin Petrochemical Company was drawn. Finally, the strategic pivots of Mobin Petrochemical Company were determined with regard to financial, customer, internal processes, growth and learning. In order to render strategies and determine objectives and performance measures in BSC system, various meeting were held in different units of the company. Reviewing the details of performance and method of implementation in each part, proper measures and their method of formation were determined. Having the confirmation of senior managerial body of Mobin Petrochemical Company, strategic plans and measures were adopted. Key words: Strategy, strategic planning, balanced scorecard.

The Community Supported Agriculture (CSA) farming model made its first appearance in the US in the 1980s, arriving from Europe and with clear social, economic and environmental goals. From less than a dozen CSA farms in the early 1990s, the movement has now expanded to over 3,000 farms. The proliferation of this agricultural-economic model suggests a measure of success in its objectives, yet shifting market influences reveal that CSA farms are faced with a variety of challenges and strategic issues that affect their ability to perform well for their members, farmer-owners and communities. This paper undertakes a strategic analysis of the CSA market and makes core strategy recommendations to inform farm managers’ strategic planning decisions. As more CSA farms are to be found nationwide, it follows that more individuals are taking on launching farming operations that adhere to the model, and this paper intends to cater to those entrepreneurs. As beginning farmer and rancher training programs are establishing themselves through farming coalitions, at community colleges and with the support of government funding, the new CSA farmer may find this strategic analysis pertinent and helpful. While it is the case that most beginning farmer workshops and training programs emphasize the development of small-scale production techniques, a few have tread into the realm of business planning; yet, it remains uncommon to see strategic analysis and planning included in curricula. Attention to these broad-­perspective approaches to farm management is important to keep farm managers in touch with the needs and preferences of their members—as an ever-­increasing selection of local, sustainably produced farm products are competing for CSA customers. This paper begins with a review of pertinent scholarly work that provides the framework for an analysis of the CSA market. Business strategy literature offers an assortment of applicable analytic tools for entrepreneurs and managers, but three, the idea of core competencies, Michael Porter’s Five Forces analysis, and his strategic planning method, are examined in relative depth and then applied to the CSA market. Building from these tools, subsequent sections examine strengths and weaknesses common among CSA enterprises, the opportunities and threats relevant to them in the market, and discuss the most pertinent strategic issues following a Five Forces market analysis. The CSA model’s four core competencies are formulated then presented: a relatedness with consumers, a perceived superiority of products, the sharing of a complete experience of a farm, and the employment of sustainable agricultural practices. While each farm will need to decide on its own strategic plan and objectives, a general core strategy is presented herein that addresses the market forces and current challenges faced by CSA farmers. I then make a general strategic recommendation for CSA farm managers and tie this plan to specific business activities that, carried out, may serve to enforce the core competencies commonly found in the CSA model and strengthen the competitive advantages of these farms. Key in this strategy is a focus on customer attraction, customer expectations and retention, and a broadening of the strategic scope of 3 farm enterprises. Important for the longevity of CSA farms will be a repositioning of current strategy to build on the competitive advantages found in the CSA model.

In the article, the relevance of the problem of applying strategic planning based on the project approach was reasonable. The rapid development of the external environment, the limited time and resource for organization potential, the rapid dissemination and receipt of business information, the emergence of modern techniques and methods of competition encourages managers to search for new tools and methods of strategic planning. Now it can be observed the methods and tools of strategic planning used in foreign practice are poorly adapted to the conditions of functioning of domestic business structures. This problem is compounded by the fact that the growing dynamism of the external business environment poses threats that appear in the shortening of the development cycles of the scientific and technological revolution, leading to rapid change of technologies. As a result, old businesses are disappearing and consumer preferences are changing their vector. The purpose of this work is to disclose the essence of strategic planning and to develop tools to formulate a strategic plan for the organization's development based on the project approach. The article describes the essence of strategic planning. The authors consider strategic planning as a basic element of strategic management, not just a set of projections for financial, material and human resources development. Given that the formation of a strategic plan is not the final stage of strategic planning, the authors invite to consider it as a program to achieve the set goals of a certain stage of the organization's development. This is an argument for justifying the features of an organization's development strategy. In the next stage of the research, an algorithm for drafting an organizational development strategy was developed based on the project approach.

A network-based futures method for strategic business planning

Introduction The operational success of many independent oil producers has led to rapid growth. Many smaller firms, while remaining good "oil finders," have difficulty maintaining control and direction during this rapid expansion. The recent weakness in petroleum prices and demand has emphasized the fragile financial prices and demand has emphasized the fragile financial position of many independent producers. Recognizing position of many independent producers. Recognizing the need for planning and financial controls can prevent serious financial problems from developing. prevent serious financial problems from developing. The independent petroleum industry represents a unique financial situation that influences appropriate planning activities. It is capital intensive with planning activities. It is capital intensive with most independent operators working in a capital rationing environment (more acceptable investment opportunities than available capital). At the same time the special financing approaches used by the industry may provide financial leverage while actually reducing the risk of the operator. The operating characteristics are also unique, resulting in high operating leverage. As with all high operating leverage situations, petroleum production has relatively high fixed costs compared production has relatively high fixed costs compared to variable costs, creating high profit margins on incremental production. Earnings and cash flow will be sensitive to both volume and price changes. However, there is also the factor of exploration success which can result in even greater changes in production volume and therefore earnings. A relatively small change in exploration success, either in number or quality of discoveries, would have a substantial effect on the smaller producer. Manufacturing and other traditional industries do not have this unique characteristic. Management "style" also plays a role in designing an appropriate planning operation. Frequently firms have grown from a "one man operation." Delegating authority and establishing more ridgid management guidelines is not always an easy transition. Any formal planning activity must be consistent with their approach to managing the firm. SCOPE OF THE PLANNING FUNCTION The planning function of the independent producer will have a much narrower scope than that of the major oil company. It should concentrate on operational planning rather than strategic planning and should planning rather than strategic planning and should not place great emphasis on creating original forecasts. The objectives of the planning function for the independent should be to increase profitability, prevent financial problems, and reduce the effort prevent financial problems, and reduce the effort needed by top management for operational management duties. There should be unified objectives of the planning-financial control procedures to avoid planning-financial control procedures to avoid unnecessary restrictions while maintaining sufficient control. Maintaining management flexibility under the planning procedures is important for the independent producer. Strategic and operational planning decisions will not have a distinct boundary. Most aspects of strategic planning will be closely related to operational decisions. The dynamics of the industry in recent years has led to changing strategies. However, the strategic decisions may have been passive rather than intentional changes in the firms' passive rather than intentional changes in the firms' operation. Care must be taken that new unplanned and possibly undesirable strategies are not imposed through a series of operational decisions. Pure strategic decisions are made infrequently, therefore analysis of these strategies should not consume a major share of the resources devoted to planning within the independent firm. Strategic decision areas would include geographic area of operation, financing sources, mix of exploration/ development/workover ventures, mix of oil versus gas exploration or production, degree of participation in ventures, diversification within the industry and selling existing production. Although these all have substantial strategic implications, the decision frequently results from operational analysis of investment opportunities rather than an intentional strategic decision. p. 231

In the face of increasing climate concerns and the intensive development of the renewable energy sector, oil and gas companies need to develop strategies to not only comply with the new rules of the game, but to also benefit from them. This study includes prospects for development of the global energy system along with analysis of decarbonization strategies for the largest players in the oil and gas market, and defines conceptual directions to improve strategic planning systems of oil and gas companies in order to ensure sustainability in the context of a global energy transition. The theoretical background of this study is based on the fundamental concepts and methods of strategic planning, as well as modern approaches to strategic planning in the oil and gas industry. This study makes three contributions. First, we maintain that a broad, systematic understanding of the consequences of energy system transformation and defining its role in the new market should be the crucial task of players in the oil and gas industry, and we clarify the opportunities and threats of transitioning to decarbonization. Second, the study results contribute to the development of the design theory of strategic planning systems by improving well-known methods and approaches with reference to global energy transformation. Third, we offer proposals for the development of a climate adaptation strategy using the example of a Russian oil and gas company based on the company’s business capabilities.

Strategic planning is crucial in any business, but its crucial in the construction sector. It should be mentioned that the field of strategic management and planning is highly dynamic and strives to conduct research, formulate, and carry out multifaceted decision-making that will help any business or social organization accomplish its objectives. In particular, business management, production, marketing, finance, accounting, human resource management, public relations, control, research and development, and information processing systems are all intended to function together in order for businesses to prosper through strategic planning. This article examines the value of strategic planning and the degree to which it is used in Azerbaijans small and medium-sized construction companies SMEs. The study aims to highlight the inadequacies in the strategic planning methods currently used by businesses in the construction sector.

This article presents the categorical basis and specific features of strategic planning in the Russian Federation from the perspective of the scientific community and based on legal and regulatory frameworks. The relevance of this research in the current economic climate stems from the state’s leading role in shaping global development strategy, amid unprecedented external threats and Russia’s growing influence on the global map. The authors attempted to systematize the main legal documents for strategic planning at the federal, regional, and municipal levels. The scenario approach was identified as one of the most effective as a method of strategic planning in conditions of high geopolitical instability.

The author makes an attempt is his essay to apply the way of thinking and the methods of strategic planning in regional planning. His starting point is that the development of the regional system is formed by the common system of exogenous and endogenous factors, all of which define different pictures of the future as development possibilities. Strategic planning, which promotes a creative thinking looking into the future, is built on flexible systems, at the same time it requires the use of active methods. With its change-oriented view, striving for a lasting success, it is suitable for being a new tool of the development of the regional system.

PurposeThe purpose of this paper is to show how collaborative information technology (IT) tools and a crowdsourcing model can be leveraged for the purpose of strategic planning. To achieve this objective, a formal method of open strategic planning (OSP) is proposed.Design/methodology/approachBased on a review of the literature a set of activities, stakeholders, and governing rules are identified in the form of an OSP method. The proposed planning method is implemented in a case study of strategic planning in an Australian university. Observations by the research team, and archival records were used to ascertain the relevance of the used method.FindingsA method for OSP is presented and assessed. The method contains four phases: pre-planning, idea submission, idea refinement, and plan development. These phases cover the activities required from conceptualization to preparing and publishing the strategic plan. The findings clarify how the principles of OSP helped the organization to include more stakeholders and provided the opportunity to make the planning process transparent through use of a collaborative IT tool.Practical implicationsThe study provides managers and planning consultants with detailed guidelines to implement the concept of open strategy.Originality/valueThis study is among the few to propose a method for OSP based on empirical research. The study also shows how collaborative IT tools can be used for high-level organizational tasks such as strategic planning.

Introduction. The adoption of strategic decisions by the state authorities of the Russian Federation in the system of personnel training is formed in the conditions of digital instability, a shortage of qualified labor resources and an increase in sociotechnological inequality, which entails the need to form new approaches to their study. Goal. Scientific substantiation of the directions of strategizing continuous professional training in the digital economy. Materials and methods. The study is based on the analysis of the works of national and foreign scientists on the issues of strategic state planning of personnel training, methods for the formation of a state task for the provision of educational services in the Russian Federation, control figures for the admission of students and the needs of employers in personnel. The proposed approach makes it possible to take into account the actual dynamics of employment during the year, track industries with high seasonal fluctuations in the level of employment, and also take into account structural shifts in staffing needs caused by changes in the proportions in the national and regional economy. Results and discussion. The developed method of strategic state planning of continuous training of personnel was tested on the data of the regions of the Southern Federal District of the Russian Federation. On average, for all sectors of the economy of the Southern Federal District of the Russian Federation, the expected untapped potential of the continuous training system is 98.0%, which requires the adaptation of strategic state planning for training personnel to the conditions of digital transformation. Conclusion. Based on the results of the study, it can be concluded that the mechanisms of strategic state planning, formed on the forecasts for the development of the personnel training system, will create conditions for strengthening the personnel sovereignty of the Russian Federation and increase the sociocentricity of the digital economy.

The article examines the role of strategic analysis of the marketing environment of an industrial enterprise using the example of a leading agricultural machinery company in Ukraine. It has been proven that in the process of justifying strategic marketing decisions, the importance of conducting a qualitative analysis of the marketing environment of an industrial enterprise and evaluating their condition in target markets increases. The article deals with strategic planning methods such as SWOT- and PEST-analysis intended for the analysis of external and internal environment. In conditions of a highly competitive market, the marketing environment of an industrial enterprise is both the object of research and one of the most important aspects of its activities. Each enterprise must monitor constant changes in the environment and adapt to them. The analysis of external and internal factors affecting the enterprise showed that the enterprise is in a difficult economic situation. As a result of the analysis, the following opportunities for the enterprise were identified: entering new sales markets, implementing state support programs for agricultural producers, establishing its own representations in various regions of Ukraine, and developing IT technologies in sales. The threats identified include further escalation of hostilities in Ukraine, strong competitors in European countries, and rising gas and energy prices. The results of such analysis form the basis for making important management decisions regarding the identification of priority areas for the development of an industrial enterprise, the development of its effective marketing strategy, the establishment of an optimal pricing strategy, the determination of target audience and channels for promoting products or services, as well as identifying opportunities for innovation and improving the effectiveness of marketing efforts. Thus, in the process of substantiating strategic marketing decisions, the importance of conducting quality marketing analysis and assessing their condition in target markets increases. By considering the capabilities of an industrial enterprise, its strengths and weaknesses, conducting an analysis of threats emanating from the external environment, it is possible to determine the optimal development strategy for the enterprise. In our opinion, the most effective strategy for the enterprise will be a combined strategy aimed at maintaining competitive advantages and envisaged deeper penetration into new markets.

Entered in 2014, due to the people for the government planning-policy planning ＂Free Economic Pilot Zones＂ can't understand the depth of the ground, causing the community have a strong voice of doubt, leading to ＂The Special Act for Free Economic Pilot Zones＂ is located in the legislature smoothly through. Because of ＂Free Economic Pilot zones＂ policy for the future trend of how to meet the economic restructuring of regional integration has a key position, the strategic policy decisions will directly affect the success or failure of China's future economic transformation. The so-called ＂successful strategy can restore failed tactics, tactical success but irreversible strategic failure＂, SEZ development strategy is to be at the ＂offshore pattern＂ or ＂onshore＂ among the chosen. After ＂Free economic Pilot Zones ＂ policy planning our SWOT analysis will help policy makers to clarify the right of the SAR's economic development strategy, taking into consideration the strengths, weaknesses, opportunities and threats, and further through the TOWS matrix, list matching strategy, combined ＂advantages and opportunities strategy＂ (SO strategies); improve opportunities for disadvantaged master policy (WO strategies); advantage to avoid the threat of strategy (ST strategies); to avoid the threat of strategies to improve the weak (WT strategies). Nature can analyze the ＂Free economic Pilot zones,＂ the vision of policy planning strategy, resource sharing strategy, marketing strategy and transformation strategy, the conclusion that what is going to take, ＂Regional Integration eating pie 'offshore pattern, or to choose＂ the Taiwan's economic pie bigger, ＂onshore pattern＂. SWOT analysis can help in this article in accordance with ＂the use of the advantages to make up for weaknesses, seize opportunities and avoid threats＂ principle steps to develop a clear pilot of the free economic zonedevelopment strategy. Through TOWS matrix, and then list the strategies paired analysis framework consisting of this nature can be used as the fundamental basis for the analysis of free economic demonstration zone policy planning. Conclusions of this study are: if the ＂free economy demonstration, DC＂ Our policy is to respect the strategic planning mechanism field, then everything comes naturally, ＂Regional Integration eating pie＂ to take the choice is ＂offshore pattern＂ If the policy of strategic planning is ＂followers,＂ Well, since it is a follower, in fact, our country did not have much choice but to exclude the domestic market barriers as possible, try to ＂expand the pie＂, choose to take ＂onshore pattern＂.

In pursuance of effective strategic activity plan preparation methods which could express institutions rational strategic planning model should be used. Extensive theoretic potential for institution strategic planning and sufficient abilities to use it together are guarantee for reaching goals of institution’s strategic planning. On the other hand, the question arises whether the use of theoretic potential allows to reach goals of rational strategic planning? The solution of our suggested complex tasks of institution’s rational strategic planning is to set the demand of the institution’s activity development and this demand fulfillment opportunities and weaknesses, to detect the directions and priorities of institution’s activity development, to chose the best ways and means to implement the institution’s activity development directions and priorities, to monitor the institution’s activity development means implementation. The analysis and evaluation of methods are purposeful to perform in the elements section of the complex of the planning tasks. Generally combinations of methods to solve institution’s strategic analysis tasks in special literature are recommended. The use of combinations of methods allows analyzing and evaluating different factors which influence development of institution’s activity, plus synthesizes the results. The use of theoretic potential for institution’s objective orientation setting creates preconditions to form the mission of institution, create the vision and set strategic goals. Theoretic potential for preparation and acceptance of institution’s strategic decisions are sufficient for decision of tasks of alternatives generation, formation of criteria for alternatives evaluation along with the criteria combination, alternatives analysis and evaluation, the best alternative choice. The use of the institution’s action plan implementation monitoring theoretic potential creates preconditions for analysis and evaluation of inside changes which happened due to action plan implementation, for setting connections between action plan implementation results and institution’s activity development indicators. The use of methods recommended in special literature doesn’t create preconditions to generate alternatives of rational action plan, i.e. to generate alternatives integrating the actions for increasement of the allocation of institutions resources, usage and development possibilities. In regard to complexity principle formation the criteria to evaluate the action plan alternatives and to form criteria combinations is problematical too. Moreover, suggested recommendations to analyse and evaluate action plan alternatives aren’t concretized to the level of quantitative analysis and evaluation of alternatives. So methods analysis and evaluation in context of tasks of institution rational strategic planning allow to identify strong and weak aspects of these tasks decision. Besides, it enables to make methods selections for institution strategic analysis, objective orientation setting, strategic decision preparation and acceptance, monitoring of actions plan implementation. Application of methods selections creates preconditions for decision of adequate strategic planning tasks. In pursuance to fill the essential gap in institution’s strategic planning directions for improvement of planning of institution’s strategic decisions implementation are established. Its implementation allows to reach all goals of rational strategic planning. Article in Lithuanian. Viešojo sektoriaus institucijų strateginio planavimo metodai: teorinis potencialas ir perspektyvos Santrauka. Išanalizuotas ir įvertintas viešojo sektoriaus institucijų strateginio planavimo uždavinių sprendimo teorinis potencialas. Esamą teorinį potencialą galima produktyviai naudoti šiems institucijų strateginio planavimo uždaviniams spręsti: strateginei analizei atlikti, tikslinei orientacijai nustatyti, strateginiams sprendimams rengti ir priimti, veiksmų plano įgyvendinimo monitoringui vykdyti. Išvardytiems institucijų strateginio planavimo uždaviniams spręsti sudaryti metodų rinkiniai ir pateiktos rekomendacijos jiems taikyti. Atsižvelgiant į metodų analizės rezultatus konstatuojama, kad silpniausia institucijų strateginio planavimo grandinės grandis yra strateginių sprendimų įgyvendinimo veiksmų plano rengimo metodinės priemonės. Siekiant pašalinti nustatytas metodinio pobūdžio spragas institucijų strateginio planavimo uždavinių sprendimo grandinėje, parengtos rekomendacijos strateginių sprendimų įgyvendinimo planavimo metodinėms priemonėms sukurti. Reikšminiai žodžiai: institucija, strateginis planavimas, metodai, analizė, taikymas.

PurposeThe purpose of this paper is to present the views of Robbie Steinhouse, a CEO of a property and insurance business, on strategic decision making.Design/methodology/approachThe paper comments on the best ways to make strategic decisions in business in times of difficulty. It also provides a series of questions which it suggests can help in the decision‐making process.FindingsThe paper finds that implementation of decisions is best done as slowly as possible. The great decision maker moves at the speed that is required by the situation, which may be very fast indeed, or can be quite slow.Originality/valueThe paper provides useful information on strategic decision making in the business environment.