Essas Guru
IT Budget Plan
develop an IT Budget Plan based on the Acme Full Strategic Plan. Go to your assigned group to develop the IT Budget Plan. The budget should build on and reflect the Organizational Plan that was developed by the group last week, as well as reflect the company demands for IT services as projected in its strategic plan. This is one of the strategic planning elements and concepts that will support the short-, medium-, and long-term goals of an organization. The IT Budget Plan should include both capital and expense spending and cover the period of 1, 2, and 3 fiscal years (FY). The deliverable can be presented in a Word document or an Excel Spreadsheet
ISM645 IT Strategic Planning — Acme Full Strategic Plan
Acme Corporation
Strategic Plan 2014-2016 As of June 5, 2015
Full Strategic Plan
MISSION STATEMENT
The mission of Acme Corporation Technology is to create technology solutions for forward-thinking organizations
VISION STATEMENT
To be known as the technology experts and resource center for small to medium-sized organizations.
This is where you type your description.
CORE VALUES
1. Purpose & Growth – our foundation is built on our purpose and provides a place for our team’s passion
2. Client Focus – a razor-sharp focus on our customer’s growth is essential and the only way to succeed.
3. Integrity – to have honesty and respect for all individuals.
4. Leadership – to empower and inspire entrepreneurial leaders.
5. Professionalism – to be professional in our actions to our clients, partners and each other.
6. Excellence – to continually pursue knowledge and learn.
7. Community Service – to effectively help organizations to make an impact.
8. Fun – to have enjoyment and fulfillment in our work
COMPETITIVE ADVANTAGES
1. Reoccurring revenue that is scalable
2. Assets and software products in place outside our services
3. Innovative in marrying business process with technology
4. Business Network – domestic and international
5. Patented Intellectual Property – interactive, integrated web-based
STRATEGIC ISSUES
What is the best method to meld the different cultures and build a strong team to most effectively deliver on mission?
How do we build and incorporate consistency in our growth strategies, standardized operating procedures and communications in
light of frequent changes in leadership?
How do we best meet the growth operations and service demands in light of consistent budget cuts?
ORGANIZATION-WIDE STRATEGIES
Organization-Wide Focus:
2013 – Lay the foundation for the organization.
2014 – Execute a market penetration strategy to increase top line.
2015 – Standardization of all processes.
2016 – Develop the infrastructure to prepare for high growth.
CUSTOMER SEGMENTS
Current Customers
Has an existing system in place. Needs minimal to maximum coaching
through the package selection process and installation. Willing to hire
someone. Willing to commit time, money and staff. Willing to be facilitated
throughout the process.
Program or Product Describe how program or product are service people.
Needs a quick solution to focus and guide their business. Needs a tool to get
started. Want a self-support product. Desire to move their business to the
next level. Ready to commit time and money to their information systems. Do
New Customers it-yourselves. Not necessarily sole-proprietors. Needs to be easy, practical and simple. Linear use. Do it and it is done. More than 5 employees.
Established business. Size of market: of Small Businesses: 5.5 million
STRATEGIC PLAN 2014-2016 – AT-A-GLANCE
FINANCIAL STRATEGICOBJECTIVES&ORGANIZATION GOALS
1 Revenue Growth: Grow our revenue by 30% each year
1.1 KPI – Generate sales of $1.5 m illion by the end of the year.
2 Productivity Improvement: Maintain a 20% Net Profit Margin each year
2.1 Maintain profitability with a budget allocation of 50% for business re- investm ent for product developm ent.
2.2 Increase average billable hour factor. (Source: Tim e- tracking Program )
CUSTOMER STRATEGICOBJECTIVES&ORGANIZATION GOALS
3 Professional Services: To be the professional partner of choice.
3.1 Professional Service: Acquire 2 new consulting clients $10,000+ per m onth.
4 Maintenance Contracts: To be viewed as the top technology resource in the western region.
4.1 Maintenance Contracts: Acquire an average of 5 new m aintenance contracts per m onth
4.2 Licensing: Acquire 1,500 total licenses by the end of the year.
4.3 Maintain 85% of our current custom ers.
INTERNAL/OPERATIONAL STRATEGICOBJECTIVES&ORGANIZATION GOALS
5 Innovation/Product Development: Continue to develop technology innovation.
5.1 Launch integration with 2 other applications.
6 Overall Operations: Develop and maintain an infrastructure that allows for a virtual office and efficient
overhead.
6.1 Set up com puters to be accessed from any destination.
6.2 Define all procedures and process in writing in order to support projected growth.
6.3 Blogs & Newsletters: Consistently tim ely relevant thought leadership that is developed, published and preserved.
PEOPLE ANDLEARNINGSTRATEGICOBJECTIVES&ORGANIZATION GOALS
7 Training: Actively help our team to develop and grow professional and personally by supporting a flexible work
life, providing intellectually engaging work, and fair compensation.
7.1 Train sales people in best practices
7.2 Develop better com m unication and presentation skills to increase ability to work with and assist clients.
8 Community Involvement: Develop and implement a corporate giving strategy that is in line with our competitive
advantages.
8.1 Manage the selection, contribution and custom er com m unication of nonprofit donations. Target is 15% of revenue.
9 Long Term Strategic Objective (No assignment, far reaching and broad based, 3-5 years out) [**Sample Goal
Cascading**]
9.1 Organizational Goal (Corporate- wide, generally not assigned, 18- 24 m onths) [**Sam ple Goal Cascading**]
STRATEGIC PLAN 2014-2016 – DETAIL
FINANCIAL STRATEGICOBJECTIVES&ORGANIZATION GOALS
1 Revenue Growth: Grow our revenue by 30% each year
1.1 KPI – Generate sales of $1.5 million by the end of the year. ( Administration)
( 12/31/17)
Measure:
$ in sales
EOY Target:
$1,500,000
Department Goals and Team Member Goals
Measure
EOY Target Start Date, End Date
1.1.1 Maintenance Contracts: Generate $500,000 in m aintenance contracts. (Marketing)
$
$500,000 01/01/13 12/31/15
1.1.2 Software Licenses: Generate $300,000 in added software features by the end of each FY.
(Adm inistration)
$ generated
$300,000 01/01/14 12/31/16
1.1.2.1 Secure 25 new l i cense contracts weekl y (Musi c, Chi l dren. (Top#5) (N ate Pl att) # of new l i cense contracts
25 01/01/14 12/31/15
1.1.2.1.1 Create new contract for weekl y l i censes. (Crystal O’ Langdon)
% compl ete
100% 01/01/15 06/30/15
1.1.2.2 Devel op 20 software programs to moni tor l i censes. (Grant H owel l )
# of software programs
20 01/01/14 12/31/15
1.1.3 Professional Consulting: Generate $200,000 in web design consulting. #sam ple (Custom er
Service)
$ – net incom e
$200,000 01/01/13 12/31/14
1.1.4 Increase sales conversion by 5% (Adm inistration)
Percent
25% 01/01/14 12/31/15
2 Productivity Improvement: Maintain a 20% Net Profit Margin each year
2.1 Maintain profitability with a budget allocation of 50% for business re-investment for
product development. ( Administration) ( 12/31/15)
2.2 Increase average billable hour factor. ( Source: Time-tracking Program)
( Administration) ( 12/31/15)
Measure:
% for product developm ent
Measure:
$ per billable hour.
EOY Target:
50%
EOY Target:
$220
CUSTOMER STRATEGICOBJECTIVES&ORGANIZATION GOALS
3 Professional Services: To be the professional partner of choice.
3.1 Professional Service: Acquire 2 new consulting clients $10,000+ per month.
( Administration) ( 12/31/15)
Measure:
# of new consulting clients
EOY Target:
24
Department Goals and Team Member Goals
Measure
EOY Target Start Date, End Date
3.1.1 Develop 2 new webinars a quarter to assist Sales Team . (Marketing)
# of new webinars
4 07/01/15 12/31/15
3.1.1.1 Devel op 15 mi nute “Basi c Package” presentati on. (Crystal O’ Langdon)
% Com pl ete 01/12/14 11/01/15
3.1.1.2 R evi ew exi sti ng presentati ons format for consi stency. (Cr ystal O’ Langdon)
% Com pl ete
100% 01/12/13 03/22/14
3.1.1.3 Create a consi stent sl i de templ ate for Webi nars. (Thomas Wri ght) % Compl ete of standard tem pl ates
100% 07/13/15 12/31/15
3.1.2 Develop a new software program to track clients (IT Group) % of program com pleted
100% 06/19/15 12/31/15
4 Maintenance Contracts: To be viewed as the top technology resource in the western region.
4.1 Maintenance Contracts: Acquire an average of 5 new maintenance contracts per
month ( Marketing) ( 12/31/15)
Measure:
avg m onthly # of new m aintenance
contracts
EOY Target:
0
Department Goals and Team Member Goals
Measure
EOY Target Start Date, End Date
4.1.1 Identify and m aintain list of 50 target custom ers that could benefit from a m aintenance
contract. (Marketing)
# of target
custom ers
50 01/01/13 12/31/14
4.2 Licensing: Acquire 1,500 total licenses by the end of the year. ( Operations)
( 12/31/14)
Measure:
# of new licenses
EOY Target:
1,500
Department Goals and Team Member Goals
Measure
EOY Target Start Date, End Date
4.2.1 Grow average m onthly licenses by 40% to 560 (IT Group)
# Licenses
560 01/01/13 12/31/14
4.2.2 Grow new custom er conversions by 100% to an average of 75/m onth. (IT Group)
# of new licenses
75 01/01/13 12/31/14
4.2.3 Grow new custom er trials by 25% to m ark of 85 New Trials per m onth. (IT Group)
# of New Trials
85 01/01/13 12/31/14
4.2.4 Maintain or decrease the Churn Rate of Licenses which is currently at 8.01%. (Custom er
Service)
% Churn
8.01% 01/01/13 12/31/14
4.2.4.1 Secure coachi ng on Customer Success Manager for team. (Crystal O’ Langdon)
% Com pl ete
100%
12/09/13
4.3 Maintain 85% of our current customers. ( Administration) ( 12/31/15) Measure:
% increase in custom er base
annually
EOY Target:
85%
Department Goals and Team Member Goals
Measure
EOY Target Start Date, End Date
4.3.1 Im plem ent m arketing cam paign to draw in new m arkets. (Marketing)
% com pleted
100% 01/01/13 12/31/13
4.3.1.1 R esearch and i denti fy 6 opportuni ti es i n new m arkets that company coul d expand i nto. (Joanne & Tracy)
(JoAnne R ogers)
% compl ete
100% 01/20/13 06/30/15
4.3.1.1.1 Compl ete a competi ti ve anal ysi s study of our current and prospecti ve m arkets. (Tom Jones)
% compl ete
100% 01/01/11 04/30/12
4.3.1.2 Devel op cam pai gn materi al for new markets. (Sal es Di rector)
% compl ete
100% 03/01/12 12/31/13
4.3.1.3 Create new web pages (rough draft) for the cam pai gn promoti on. (R andal l Sci on)
% Com pl ete
100% 06/01/12 05/31/13
4.3.2 Develop a com petitive analysis survey for our m arket. (Adm inistration)
% Com plete
100% 06/01/13 12/31/15
4.3.3 Increase sales close rate by 25% (Marketing) % increase in close rate
70% 01/01/13 12/31/15
INTERNAL/OPERATIONAL STRATEGICOBJECTIVES&ORGANIZATION GOALS
5 Innovation/Product Development: Continue to develop technology innovation.
5.1 Launch integration with 2 other applications. ( IT Group) ( 12/31/15) Measure:
Applications Integrated
EOY Target:
100%
Department Goals and Team Member Goals
Measure
EOY Target Start Date, End Date
5.1.1 Map out entire integration process (Web Specialists)
Map com pleted
100% 01/01/14 06/30/15
6 Overall Operations: Develop and maintain an infrastructure that allows for a virtual office and efficient overhead.
6.1 Set up computers to be accessed from any destination. ( Administration) ( 12/31/15) Measure:
% com plete of com puter accessible
from any destination
EOY Target:
100%
Department Goals and Team Member Goals
Measure
EOY Target Start Date, End Date
6.1.1 Purchase necessary software/hardware or m ake arrangem ents with an internet service
provider for virtual access. (IT Group)
% com plete
100%
01/01/15
6.2 Define all procedures and process in writing in order to support projected growth.
( Administration) ( 12/31/15)
6.3 Blogs & Newsletters: Consistently timely relevant thought leadership that is
developed, published and preserved. ( Marketing) ( 12/31/13)
Measure:
% of process in writing.
Measure:
% com plete
EOY Target:
EOY Target:
100
Department Goals and Team Member Goals
Measure
EOY Target Start Date, End Date
6.3.1 Write 1 blog post per week (Web Specialists)
# of blog posts
52 01/01/13 12/31/13
6.3.2 Write 2 newsletters per m onth. (Adm inistration)
# of newsletters
2 01/01/13 12/31/13
PEOPLE ANDLEARNINGSTRATEGICOBJECTIVES&ORGANIZATION GOALS
7 Training: Actively help our team to develop and grow professional and personally by supporting a flexible work
life, providing intellectually engaging work, and fair compensation.
7.1 Train sales people in best practices ( Marketing) ( 11/30/15) Measure:
actual attendance per year by all 12
m anagers
EOY Target:
12
7.2 Develop better communication and presentation skills to increase ability to work
with and assist clients. ( Customer Service) ( 12/31/13)
Measure:
% com plete in
com m unication/presentation skills
EOY Target:
100%
8 Community Involvement: Develop and implement a corporate giving strategy that is in line with our competitive
advantages.
8.1 Manage the selection, contribution and customer communication of nonprofit
donations. Target is 15% of revenue. ( Administration) ( 12/31/15)
Measure:
% of license revenue
EOY Target:
15%
Department Goals and Team Member Goals
Measure
EOY Target Start Date, End Date
8.1.1 Determ ine budget for Com m unity Involvem ent party. (Custom er Service)
% Com plete
100% 01/01/13 05/31/15
8.1.1.1 Sol i ci t i deas for them e, entertai nment, cateri ng for Communi ty Invol vem ent party. (Thomas Wri ght)
% Com pl ete
100% 01/01/15 07/31/15
9 Long Term Strategic Objective (No assignment, far reaching and broad based, 3-5 years out) [**Sample Goal
Cascading**]
9.1 Organizational Goal ( Corporate-wide, generally not assigned, 18-24 months)
[ **Sample Goal Cascading**] ( Operations) ( 12/31/14)
Measure:
% com plete
EOY Target:
100%
Department Goals and Team Member Goals
Measure
EOY Target Start Date, End Date
9.1.1 Departm ent Goal [Corporate Action Item ] (Assigned to the Departm ent responsible for
seeing that the goal and its actions are com pleted, 12- 18 m onths)
$
$5,000 01/01/13 09/01/14
9.1.1.1 Team Member Goal (or Dept Acti ons) (Assi gned to Team Member responsi bl e for seei ng thi s goal
compl eted, 6-12 months)
% Com pl ete
100% 01/01/13 06/30/14
9.1.1.1.1 Team Mem ber Acti on (Assi gned to the Team Mem ber responsi bl e for seei ng thi s acti on compl eted,
short term i tems onl y (30, 60, 90 days))
% Com pl ete
100% 03/01/13 05/31/13
PLAN IMPLEMENTATION
Appoint a strategic plan manager
Hold people accountable (now that they are
able) Put in place an incentive
compensation plan Coach for achievement
Empower managers
Hold effective strategy meetings – first
Mondays Hold annual retreat – second
week in December
APPENDIX A: STRATEGIC PLANNING TERMS
Strategic Planning Term Definition
Core Values/Guiding Principles
How people want to behave with each other in the organization. Value statem ents describe actions that are the
living enactm ent of the fundam ental values held by m ost individuals within the organization. What are our guiding
principles, as a group, to adhere to no m atter what?
Core Purpose/Mission Statement The organization’s core purpose. Why do we exist?
Vision Statement ( 5+ years) Where you are headed your future state your Big, Hairy, Audacious Goal. Where are we going?
Competitive Advantages A characteristic(s) of an organization that allows it to m eet their custom er’s need(s) better than their com petition can. What are we best at in our m arket?
Organization-Wide Strategies
Your strategies are the general m ethods you intend to use to reach your vision. A strategy is like an um brella. It is a
general statem ent(s) that guides and covers a set of activities. You can develop strategies for your whole
organization, a departm ent, a specific set of activities, or a guiding statem ent for a year. No m atter what the level, a
strategy answers the question “how.”
Long-Term Strategic Objectives ( 3+
years)
Long- term , broad, continuous statem ents that address all areas of your organization. If you have a five- year vision,
these would be three- to four- year interm ediate guideposts on the way there. What m ust we focus on to achieve
our vision?
Short-Term Items ( 1 year)
Short- term item s that convert the Strategic Objectives into specific perform ance targets. Effective goals clearly state
what, when, who and are specifically m easurable they are Specific, Measurable, Attainable, Responsible
person, tim e bound (SMART). What m ust we do to achieve our long- term Strategic Objectives?
Key Performance Indicators ( KPIs)
Metric and non- m etric m easurem ents essential to the com pletion of an organization’s goals. Each organization
narrows the possible list down to a m anageable group of KPIs that m ake the m ost difference to perform ance. KPIs
are linked to goals. How will we know we have achieved our goals?
MISSION STATEMENT
VISION STATEMENT
CORE VALUES
COMPETITIVE ADVANTAGES
STRATEGIC ISSUES
ORGANIZATION-WIDE STRATEGIES
CUSTOMER SEGMENTS
Current Customers
New Customers
STRATEGIC PLAN 2014-2016 – AT-A-GLANCE
1 Revenue Growth: Grow our revenue by 30% each year
2 Productivity Improvement: Maintain a 20% Net Profit Margin each year
3 Professional Services: To be the professional partner of choice.
4 Maintenance Contracts: To be viewed as the top technology resource in the western region.
5 Innovation/Product Development: Continue to develop technology innovation.
6 Overall Operations: Develop and maintain an infrastructure that allows for a virtual office and efficient overhead.
7 Training: Actively help our team to develop and grow professional and personally by supporting a flexible work life, providing intellectually engaging work, and fair compensation.
8 Community Involvement: Develop and implement a corporate giving strategy that is in line with our competitive advantages.
9 Long Term Strategic Objective (No assignment, far reaching and broad based, 3-5 years out) [**Sample Goal Cascading**]
STRATEGIC PLAN 2014-2016 – DETAIL
1 Revenue Growth: Grow our revenue by 30% each year
2 Productivity Improvement: Maintain a 20% Net Profit Margin each year
3 Professional Services: To be the professional partner of choice.
4 Maintenance Contracts: To be viewed as the top technology resource in the western region.
5 Innovation/Product Development: Continue to develop technology innovation.
6 Overall Operations: Develop and maintain an infrastructure that allows for a virtual office and efficient overhead.
7 Training: Actively help our team to develop and grow professional and personally by supporting a flexible work life, providing intellectually engaging work, and fair compensation.
8 Community Involvement: Develop and implement a corporate giving strategy that is in line with our competitive advantages.
9 Long Term Strategic Objective (No assignment, far reaching and broad based, 3-5 years out) [**Sample Goal Cascading**]
PLAN IMPLEMENTATION
APPENDIX A: STRATEGIC PLANNING TERMS
