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A guide to gradually create a development strategy based on your current situation and future possibilities. I 'll bet the thought that already had a strategy. It can be good, but strategy and a concept is just as love: very little used and understood. Many businesses (and that includes small businesses, large corporations, non-profits, community organizations, governments, NGOs … plants) nor know what the strategy actually is, nor get one. And even if, in fact, you have a strategy – is that right? What better? This is so important – the guru Jay Abraham says sales – and agrees – a top fight evil done a bad run well all day. It 's easy to say, "This is of great stuff. We know what we need – why should we do all the work. "Extra; While a" strategy-less "group sales tactics may work well and good product, you take your business in the best sense? You can make money, but was allowing the most money? It has been another set of tactics to achieve a higher provide much better results? Which brings him to the point of this article into two parts: how to formulate strategy. In 1500 words, I 'm going to present the first half of a basic system for identifying high-impact strategies in your business. (Recently the first half: Yes. While I endeavor to make this as simple as possible, still takes a bit of explanation and the editors and readers dislike equally long articles!) As part 2 rifinirà terms and in future articles, discuss each system component in finer detail. Let 's start with a definition of operating strategy. The strategy is the principle on which it is based a series of related decisions regarding the selection and deployment of resources and tactics, whose purpose is carrying out a vision and has been achieving its goals in decisive competitive and ongoing d ' evolution. This definition tells us some things: * The purpose of all strategic decisions is achieving your vision and "decisive" or critical strategy – purpose objectives .* is about the selection of specific resources and tactics to achieve the strategy desired result of .* is not static, it is decisions in the series and evolves continuously over time. * The strategy is comprehensive and all-encompassing. With that in mind, here are 8 points in the formulation of the strategy: 1. Adjust your vision2. Intelligence3 meet environmental and competitive. Examine your organization 'of resistance se weaknesses4. Select your "grand strategy" 5. Set objectives6 decisive. Evaluate and align your "SWOTs" 7. Match your internal and external factors to identify strategic alternatives8. The specific strategies chosen for implementationOf flowing, there is one last point: turning your strategy and tactics in the battle plans and executes. We won 't enter into the one in this article. Step 1. establishing your vision. People complicates the idea of vision. A vision is simply a story that describes how you want things to be done. Some people can easily tell these stories – know exactly where they want to be and what "look" like. Others need aid. The best method is to answer a series of questions regarding what your organization is that it is' clients or beneficiaries of s, what the effect is, how big it is, where is, how it works, when all these things will happen, and so on. As a result of answering these questions, your vision will emerge. Of course, you already have a vision. If so, now is the time to ensure that both relative and powerful. The test is whether good vision inspired not just you and your management team, but all your stakeholders: your shareholders, employees, customers, investors, suppliers, lenders, your community's public, your government-and perhaps at large. A great vision and inspired also provides a sense. Everyone should take measures to make your vision. If it doesn 't, don' t do so. Intelligence and competitive environment to Gather in step 2. To develop the best strategies you need to understand the world outside of your organization. Measure and qualify, not just absolute, but trends. E-identifies important changes in the standstill condition. The key areas for focus include competitors, technology, the importance of the market and trends, your clients' health industry, macroeconomic trends, availability of government regulation of key resources (people and materials) and other political considerations and changes in demographics and psicografia – as a taste of the customer. Invent the measures relating to each of these areas of external key. For example, examine your competitors for income, development of market share and profit (or decline), changes in service and product, changes in the market and sales strategy, changes in geographical distribution, strategic alliances and Ad major customer. The macroeconomic factors include the obvious such as employment rates and interest and trends, production and consumption statistics, with editions of the finest-grained industry such as new home-buying that hits a wide variety of trades, or Defense spending, which hits a set of completely different fields. Step 3. examines your organization 'resistance and weaknesses of s. Now it's time to polish the light on your organization. Examine each functional area that seeks the resistance and weaknesses. Identify the resistance that will help the company achieve its vision and weaknesses that impede its goals. The following is a list of small start-fire zones: * Ability to obtain new prospectuses (sales) * ability to obtain new customers (sales) * products and services, both existing and those in R

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