Philip Walcoff - "The Fast Forward MBA in Business Planning for ...

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Philip Walcoff - "The Fast Forward MBA in Business Planning for Growth"4. Enter FY 2004 with a backlog of $250million.TABLE 7.1 RELATIONSHIP OF MISSION STATEMENT QUESTIONS TO FIVE-YEAR GOAL EXERCISESQuestion 1. In 10 years, who are my clients and what am I selling?Exercise 25: Describe Your Five-Year Revenue GoalsQuestion 2. In 10 years, what value or benefit do my clients receive from my products andservices?Exercise 27: Describe Your Five-Year Customer Satisfaction GoalsQuestion 3. In 10 years, what special or unique characteristics of my products and servicesset me apart from the competition?Exercise 28: Describe Your Competitive Distinction GoalsQuestion 4. In 10 years, what major marketing strategies do I employ to market and sell myproducts and services?Exercise 29: Describe Your Five-Year Strategic Marketing GoalsQuestion 5. In 10 years, what are my commitments to my clients, employees, andstakeholders (e.g., stockholders, lenders, and vendors)?Exercise 25: Describe Your Five-Year Revenue GoalsExercise 26: Describe Your Five-Year Profit GoalsExercise 27: Describe Your Five-Year Customer Satisfaction GoalsExercise 30: Describe Your Five-Year Employee Commitment Goalsfile:///C|/Documents and Settings/gasanova/Local Setti...orward_MBA_in_Business_Planning_for_Growth/e-book.html (120 of 219)16.02.2005 13:54:23
Philip Walcoff - "The Fast Forward MBA in Business Planning for Growth"Page 1065. Create a prime contractor-to-subcontractor revenue ratio of 70/30.6. Win all existing contract recompetes.7. Establish a monthly productivity by division of:ScrapHaulingDemolition3,000 tons2,000 loads15,000 tons8. Establish a workforce of 250 full-time employees.9. Be active in local college recruiting.10. Own our headquarters building.11. Establish a board of directors and meet quarterly.12. Hire senior staff to ensure a complete corporate infrastructure is in place—marketing and sales,human resources, finance, accounting, and administration.The first four additional goals listed here focus on business-development activity in support of therevenue goals described earlier and are important metrics in ensuring that the business pipeline isconstantly filled. The fifth goal is a means of ensuring that a company is in control of its business as aprime contractor, as opposed to being at the mercy of other companies as a subcontractor.The sixth goal addresses the fact that you want to win all recompeted contracts where you were theincumbent contractor. The seventh goal is a productivity goal that supports both revenue and profitgoals. Productivity goals are important, and you should consider including them in your list. Theremaining five additional goals are self-explanatory, and several may be appropriate for your company.file:///C|/Documents and Settings/gasanova/Local Setti...orward_MBA_in_Business_Planning_for_Growth/e-book.html (121 of 219)16.02.2005 13:54:23
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