NUQUL GROUP Business Plan 2008
Nuqul Group Business Planning and Development Department
TABLE OF CONTENTS
EXECUTIVE SUMMARY I. II. III.
Trends PESTEL SWOT Competitor’s Profiles Building on the Situational Analysis– the so what
2 3 4 5
5 5 5 5 6
COMPANY VISION AND MISSION KEY ASSUMPTIONS SITUATIONAL ANALYSIS
IV.
2008 BUSINESS PLAN
7
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Nuqul Group Business Planning and Development Department
EXECUTIVE SUMMARY
This is a short summary of the overall direction you will be taking in 2008. Please focus on the qualitative description of your initiatives and their intended goals.
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Nuqul Group Business Planning and Development Department
I. COMPANY VISION AND MISSION
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Nuqul Group Business Planning and Development Department
II. KEY ASSUMPTIONS
This section may cover assumptions that relate to inflation, GDP and its growth, exchange rates, population pyramid, raw material prices, … Please list all assumptions you have considered while preparing your 2008 business plan.
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Nuqul Group Business Planning and Development Department
III. SITUATIONAL ANALYSIS
Trends
Please revise trends and changes in behaviours related to our industry, specifically in your region.
PESTEL
Look at the external environment including political, economic, social, technological, environmental, and legal factors. Don’t have a laundry list but rather focus on your region of interest and on factors that may influence our industry.
SWOT
Strengths, weaknesses, opportunities, and strengths. Build the SWOT on the corporate SWOT presented. Cover your individual markets and your individual products. Perform SWOT per subcategory (F, T, K, Diapers). You can start with a laundry list but you will later need to refine it and only focus on items that really affect your company, or that really characterize your company.
Competitor’s Profiles
Look into their strengths and weakness, and how they fair against Fine. List their competitive edges with relevance to Fine and our products.
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Nuqul Group Business Planning and Development Department
Building on the Situational Analysis– the so what
In this section we are interested in your plans and initiatives building on the SWOT analysis that you have performed. We are especially interested in: 1- How you plan on dealing with your weaknesses to ensure you do not miss on opportunities and that your BU is not adversely affected by potential threats. 2- How you plan on building on your strengths to take advantage of opportunities and minimize the effects of threats. 3- How you plan on dealing with weaknesses in general and how you plan on sustaining your strengths. You can take advantage of the TOWS matrix. An example from Wolkswagen is shown below (source: Heinz Weihrich*, Professor of Management, University of
San Francisco)
In addition, in this section please identify your competitive edge against your competitors. This may be different for different markets or different products.
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Nuqul Group Business Planning and Development Department
IV. 2008 BUSINESS PLAN
Now that you have a good idea of how your environment looks, it is time to set clear SMART objectives for what to achieve during 2008. You’re objectives and actions to fulfill them should derive from: 1- The situational analysis 2- Market share and EBIT targets set by HO 3- 2008 guidelines by functional departments at HO Each objective should: 1- Be specific 2- Be measurable (that is to say the objective is associated with a measure or KPI that would assist in assessing achievement) 3- Be achievable (don’t stretch way too far) 4- Be resourced (you need to study what it is that you need to achieve the objective and how much it is going to cost) 5- Be time-bounded (when will this objective be achieved, and if there are several milestones mention them) You also need to mention the major actions you will take to achieve the objective and whose responsibility those are.
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No
Objective
Responsibilty
KPIs
Target
Actions
Timeline
Resources
Budget