Strategic plans are critical for all organizations that desire to succeed in their operations. They are often characterized by objectives and goals that have to be realized. This study develops a strategic plan for a simulation game for different age groups within an organization. It is evident that that the mission statement is good guide to the development of the plan. Strategies for success are clearly elucidated.
Strategic Plans for Different Age Groups
Mission statement for the company
Our mission will be to create innovation and inspiration to each athlete on the planet. Looking at this mission statement, we seek to be an organization that surpasses all others in the athletic business. We will uphold our position by furnishing quality footwear, equipment and apparel to foundations and distinctive customers of all ages and lifestyles (Thompson, 2013). We promise to make our items easily accessible worldwide through the utilization of retail outlets, mail request and our organization site. We accept that our victory lies in the hands of our fellow team members, clients, shareholders, and groups in which we work. We pledge to take this into consideration in the execution of all decisions within the business.
The target performance objectives for Years 11 &
The prospects for enduring development in the sale of athletic footwear are brilliant for years 11 and 12. Sports shoes have turned into the daily footwear for teenagers and children. Mature people purchase sports shoes for recreational exercises and relaxation and casual utilize. They tend to be pulled in by simple features, comfort and lower costs as compared to leather shoes. Athletic footwear has demonstrated exceptionally magnetic to individuals who invest a great deal of time on their feet and to more senior individuals with foot issues. With the assumption that market development falls down the mid range of the expected growth rate, the company's unit sales is expected to be in the region of 5,650,000 sets in Year 11 and 6,100,000 sets in Year 12, respectively. The integrated impact of these elements is anticipated to produce 7-9% yearly growth in worldwide demand for sports footwear for years 11-15, declining to about 5-7% yearly growth throughout Years 16-20 (Thompson, 2013).
Three year strategic plan for years 14-16
Twelve celebrities will be chosen globally to demonstrate the eagerness to wear the company's athletic footwear and endorse the brands ads determined by sufficient rewards. Each of the 12 superstars will solicit competitive bids for their support and sign with the company a number of advertising contracts. The agreement periods vary by superstar; all except one is for more than 1 year. Offers to get the supports of three well-known sports big names will occur in Year 11; bids for the services of the remaining nine superstars will be conducted in upcoming years (Thompson, 2013).
Although the company will conduct ceaseless, research that profits various aspects of the games and fitness industry, our center of focus will be directed towards applicable research (Thompson, 2013). Applied research concentrates on transient drives like improving new item lines solidly. This ends up being a quality strategy in that this strategy is less expensive than basic research, and less unsafe because of the transient nature. Auspicious activities can acknowledge instantaneous benefits while unsuccessful tasks may be ceased without continuing substantial losses.
Three year strategic plan for years 17-19
For years 17-19, we shall adopt a grand strategy. We will emphasize on the use of innovation in producing top quality athletic apparel and footwear. As a consequence of dedicating tremendous resources to R&D of its items, we will capture the biggest market share of the overall industry in the athletic footwear and clothing industry and maintain our position as the leader of quality items (Thompson, 2013).
We could use the complete structured approach in selecting a grand strategy to achieve our corporate objectives. By focusing on product advancement, we will be able to continue expanding our establishing tenant that has secured us a position that verges on influence and support within the athletic footwear, accessories and apparel markets. Since we have a history of successful marketing in key worldwide areas, focus is a substitute technique. Market advancement is a third technique for consideration because of our capability to extend our item offerings globally (Thompson, 2013). The three methodologies are quite nearly connected. In order to confirm what we may win as our overriding vital position, four assessment criteria were weighted as consistent with all methodologies: distinctive competency, timing, culture, and demographics. In this case, the product advancement surpasses the second position, concentration while market development assumes the third position.
The decisions that we are considering
We must settle on decisions identifying with social citizenship and responsibility, production of footwear, centers of distribution, sales and marketing approaches in different geographic areas of the global market, and financing organization operations. Also, it is fundamental to make decisions of marketing sales forecast. The predominant decisions we must make relate to money that the company wishes to use for such things as the utilization of "green" footwear materials, the utilization of recycled materials for packaging, and improvement of energy efficiency. It may also include increased dependence on renewable sources of energy at our organization's plants, ethical training for employees, charitable contributions, and enforcement of workforce diversity programs (Thompson, 2013).
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