Nosework: Strategic Planning for your Business

up close nose

It’s the start of a new year and I love this time for my business. I take a much-needed break over the holidays and it gives me the rest and reflection time to jump right in for the start of a new year! I wrote about Houndsight and Business Planning, which I use as my 3-5 year plan. I review this one every 6 months and make changes/rewrite it yearly. Strategic planning is for my short term goals. I write a brand new plan yearly and review it quarterly. This has become an essential guide for my business and every time I stray from following or reviewing it quarterly, I feel that negative impact on my business. It keeps me focused on my goals and strongly influences dogma’s success. I think of nosework when I think of Strategic Planning as it is for short term goals and can easily change direction depending on how the wind blows. It allows me to track the success of programs and changes in my business, and has also become a great way to get my team more involved in the overall goals and direction for the business.

There are many templates and programs out there for strategic planning, but I am going to outline what I include in mine and the process I take. I only hope that you take this and build your own plan or that this at least encourages you to make this a part of your business, if you do not already. Or to ensure you use it as an active document vs one that you write and file away to collect dust over the year. If you are new to this and feeling overwhelmed, look at templates or software. You can also take Strategic Management courses; many are offered through local business or private schools. There are also some great online programs available. I am actually looking at strategiccoach.com. I will keep you posted if I enroll and share my experience with the program.

As I mentioned, I have customized my plan to highlight the key areas of my business and for where I am at with growth in my business.  For my process, I begin this the beginning of December which is when I review my full plan from last year. I do a massive brain dump  and get my key team members involved in this as well. I create documents for each area of dogma such as group classes, private training, new services, facilities, team, etc. I then have us write down every idea we have for that area – and no idea is too small or too big! We use these throughout the year, but they assist with the planning at this stage. They are a great tool to keep my head clear, but store any ideas that may come up throughout the year! I then begin writing the strategic planning document as outlined below:

Summary:

This section is fairly straightforward and it should be the last piece you write. I cover all areas and write about the successes and downsides of the year before, as well as outlining the strengths and weaknesses of the business at that time. I outline the focus for the upcoming year and our key areas of growth. I always aim to make this inspirational and provide a great snapshot of where dogma is at and what direction we are heading. When I need direction or some motivation, this can be a great section to review.

Review of the Previous Year:

I break this down in sections. In one of them I review the financial situation for the previous year. Where did we see growth or losses? How are our overall profit margins and what are some areas we need to improve on? I also list the new services/items to dogma for that year and list what we stopped. This is also where I outline our strengths and weaknesses. Be honest with this. This shows you what was successful, what was not, helps you to determine why and what you need to focus on for the next year. You will have failed in some areas, so don’t be afraid to record weaknesses. You need to be your best critic so that you can make the appropriate changes to see more growth.

Overall Picture for Upcoming year:

The first section for this one is the themes for the upcoming year. I usually have four themes and they are my key focus areas. For 2014, I had excellence, technology, profit and promotions. I know we feel like every year should involve these, but these were key areas that we needed to improve. The growth of dogma and new team had resulted in lower service that was not up to my standards. We needed to improve our systems and do more to promote, while at the same time increasing our profit margins. We had very low profit margins and in order to manage the growth and continue to expand, I needed to focus on how to increase our profits.

I also list what we need to keep in mind for all that we do that year. For 2014,  the key focus was team training, streamlining systems and I had us ask ourselves, “Is what I am doing, or what my team is doing, making dogma money right now? Is it a priority?” This was a critical part of coaching my management team on what was expected of them. As a business owner, you cannot expect them to be looking at your business with the same perspective, so this was critical to get them to operate their areas more efficiently and help them better understand how the business works and what it requires to be successful.

I also list our focus. What are we always working towards? For 2014, it was education, reputation, standards, positive energy and leading the industry. Projects that increase these areas or align with these goals became our priority. Finally, I outline our overall goals for the upcoming year. This can be everything from new programs, sales goals to specific projects that need to be completed.

Team:

Within this section, I outline our existing organizational structure and our plans for changes/growth for the next year. We have experienced tremendous growth over the past few years, so this is a good exercise for my focus. I went off this plan for the past year, which resulted in increased payroll expenses without the increase in revenue. Not only that, we actually experienced a loss in two main areas of dogma. My lesson was to stay focused on my plan for strategic growth. The end result was poor performance by team members, so after restructuring back to the original plan and terminating some key employees, we are back on track and with good growth! I want to learn from all my mistakes, so took this as another example of why a Strategic Planning document needs to be regularly referred to. During this process, we make plans for key team members, review our training procedures and update our team document which outlines the employee’s progress, motivation, goals, and strengths and weaknesses. We summarize our goals for our team and review our intiative program.

Sales and Marketing:

This is the area where we outline our key areas and plans for marketing/promotional materials. We outline our focus and refer to our Marketing Plan and Social Media plan for the year. We set dates for our large annual events and record events we will participate in. We outline our key messages for that year and what areas we need to promote more.  We also set specific sales goals for each service and any new ones we may be implementing for that year.

Accountability and Goal Setting:

Accountability was a theme from a previous year that has worked its way in as its own section. I use this to motivate my team and set out clear expectations on actually implementing the plan versus just writing it. I was finding that team would be excited to be a part of the planning process, but things would fall apart and not get completed afterwards. I outline expectations and create priority lists for each manager. They must maintain them throughout the year, and it helps us to track their progress and focus. It also helps to keep us on track and has greatly increased completion of projects!

In summary, find a formal process to help you outline your long and short term goals. We make this a fun activity and I take the management team out to Canmore for a night. I want them to feel like they are a part of our growth and success! Taking them away from the city fosters creativity and keeps the mood positive. We have some fun and get some rest away from the busyness of dogma. During this time, we also create vision boards for the business. It is a fun activity and one I find to be incredibly powerful; a topic in itself, so will post more on that at another time!

Does this inspire you and encourage you to write your own plan? What do you include in your Strategic Plan or process? Share in the comments why you may or may not write a Strategic Plan or what you have learned by doing so!

2 thoughts on “Nosework: Strategic Planning for your Business

    • You are most welcome! It is daunting, but take that fear and harness that for the good. I have learned that the decisions I fear the most are the ones that always end up with the greatest rewards 😀

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