Thank you (all) for your feedback. Is there something in particular that you'd like me to look at?

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This is not a simple question to answer. I believe that all staff in the organisation need to have an understanding of where the company is going - that helps everybody go in the same direction. How the strategic plan is developed should have input from most employees. You'll note in my slides (slide 6) that I believe that input as to what consumer values and improvements to the current business processes should be fed into the strategic plan. That said, having all employees sit in on structured strategic planning meetings is not always feasible or desirable - these meetings need to be manageable and having too many voices and opinions is not always going to be effective. That said, I think that department managers should sit with their respective teams at least once per year and walk through where the business is going to understand the feelings of staff as to where things can be improved. That can be fed back up through the organisation so that it can be considered in the light of the overall direction. This is a long way of saying that I think voices should be heard but maybe not in the explicit strategic planning meetings. They need to form part of an overall internal organisational review. Your thoughts and ideas might not always be included and that may make you feel excluded but not all ideas and proposals are going to make it into the formal strategic plan. That is where resources need to be dedicated. You should have a forum where your point of view is heard but that does not always mean that it will be reflected in the final plan. Auditors play an important role in the organisation (as most departments do) and they can ensure that the measures and metrics that are in place and that support the strategic direction are in place and robust. That extends beyond the purely financial auditor concept and may be a separate role sitting within the strategic planning function/department. Does that help?

Auditors you mean the Financial analyse? You need to that by yourself on the planning fase. You need first auditors when you have been running your business for x years. I guess you dont start a business with level of question entring on B2B market to have need for financial auditors. Stay in your "bench " with those kind of stupid questions.

I think so. As you start your business, you should have a pretty good idea on what you want to do and what it is you want to be known for. Some suggest that you start with a vision and then develop your mission. The values that guide your business are also worth a thought. It’s really after those fundamental thoughts have been developed that you can determine your strategy and how you want to accomplish your goals. That would be my perspective. If you are starting a business, good luck! I hope it goes well for you.

@@antonymaskrey5129 , I have 2 questions: 1 / 1 company has the orientation that "In 2025 the company will become a company with a market capitalization of 5 billion USD and have branches in 5 countries, is this a vision?. 2/ 1 company's orientation is "In 2025 the company will provide clean dairy products to rural areas in 5 countries", is this a mission?.

@@antonymaskrey5129 , 1/ The company that brings nutritious food to people in Asia is Mission or Vision?. 2/ The company has the largest scale in Asia, agricultural products exported to 20 countries are Vision or Mission?. 3/ In the mission, it is necessary to specify the type of product, which country, and what type of user?. 4/ Before establishing a company, between vision and mission, which is important and determined first to ensure the company exists in the first 5 years?.

@@ntcuong01ct1 If you think of the vision as some kind of destination that the company is on, then you could say "yes". However, personally, I think that you should have a clearer idea in which field the company is working. For instance, Nike used to have a statement that they wanted to be the number 1 sports and fitness company in the world. That provides a destination but it also considers the environment: the sports and fitness industry. I'm missing that in the first statement. In the second, you have more of the business context which I think is helpful. The difference between the two are degrees of detail. The vision should be a very clear and brief statement on where the company is going. The mission provides more detail on how they will get there. You can then go into much greater detail with the strategic plan. Does this help?

@@ntcuong01ct1 As I said in my previous post, the concept is that you provide a simple understanding of the company and where it is going in the vision which can have sightly more detail as to how that will be achieved in the mission before a time-phased strategic plan. There is no single formula. Rather, you need to consider the concept as a whole. Starting with being "the number 1 sports and fitness company" could be supported by "led by international growth and leading edge, innovated products worn by world class athletes. Sustainability, respect for the environment and people will be the cornerstones of our organisation." The strategic plan can then consider this as input and refine the plan further as to how this will be achieved. You could have some rough idea on revenues in the mission. There is no set formula. It's the concept that's important.

You need to master the theory behind the presenation because if you dont know the exactly theory behind it you might not be able to understand it. When a unprofessional business planer make a wrong question than it clicks right away in your brain that person was not educated in the business field so you dont need to make shareholders with unprofessionals unless they ar enot the leverendadoors*