Strategic Planning. 2013, Cerfis Group, Inc. Page 1

Transcription

1 BANK OPERATIONS INSTITUTE Strategic Planning Page 1 1

2 FORCES THAT AFFECT OUR INSTITUTIONS Legislation / Regulation Acts of nature Acts of terrorists Politics Economics Business FORCES AT WORK Proximity Forces We may exert some influence Remote Forces Forces over which we can exert little if any meaningful influence Both result in S W O T identifications Risks 1

3 BANKING: A RISK BUSINESS Financial Risks Interest Rate Price Liquidity Management Risks Strategic Governance Credit Reputation Business/Legal Operational Risks Transaction Compliance 2

4 THE PLAN Strategic Plan Business Plan Profit Plan THE BUSINESS PLAN WHO we are WHERE we are in the marketplace, today WHEN, for what period are we planning? WHAT we want to do based on this information WHY we are doing it? 3

5 THE BUSINESS PLAN THE BUSINESS PLANNING PROCESS Organize the process Look at the world about you...the external analysis Look at yourself...the internal analysis Develop a mission statement Develop l goals Develop objectives and action plans Followup 4

6 ORGANIZE THE PROCESS Support of senior management Define the planning units Organize Designate roles and responsibilities Develop work programs and timetable Collect preliminary data LOOK AT THE WORLD ABOUT YOU Identify proximity forces Customers Market Competitors Identify remote forces Economic forces Social forces Regulatory forces Technological forces 5

7 LOOK AT YOURSELF Analyze your current position Identify and evaluate your strengths and weaknesses Identify opportunities and threats DEVELOP A MISSION STATEMENT Management s statement of who or what it intends for the organization to be 6

8 MISSION When individuals internalize a sense of mission, it imbues them with meaning, and that sense of meaning and purpose in turn triggers high levels of intrinsic motivation. o -Dr. Mark E. Mendenhall, J. Burton Frierson Chair of Excellence in Business Leadership, The University of Tennessee at Chattanooga CORE VALUES The essential and enduring tenets of an organization The core values embodied in our credo might be a competitive advantage, but that is not why we have them. We have them because they define for us what we stand for, and we would hold them even if they became a competitive disadvantage. -Ralph S. Larsen, CEO of Johnson and Johnson 7

9 CORE VALUES Nordstrom: Service to the customer above all else Hard work and individual productivity; never being satisfied Excellence in reputation Being part of something special CORE VALUES DISNEY: No cynicism Nurturing and promulgation of wholesome American values Creativity, dreams and imagination Fanatical attention to consistency and detail Preservation and control of the Disney Magic 8

10 CORE PURPOSE Core Purpose is the under girding reason for the existence of the organization. The foundation, the bedrock, from which h mission i statements can be molded. CORE PURPOSE 3M: To solve unsolved problems innovatively HP: To make technical contributions for the advancement of welfare of humanity Mary Kay: To give unlimited opportunity to women Wal-Mart: To give ordinary folk the chance to buy the same things as rich people 9

11 MISSION STATEMENT Mission statements are big, hairy, audacious goals. Audacious and bold in nature so it will normally take 10 years to achieve the superordinate goal expressed in the mission statement Written simply enough so that anyone inside or outside the organization can understand it It can be effectively communicated orally to outsiders within a minute or two MISSION STATEMENTS Wal-Mart: Become a $125 billion company by the year 2000 (1990) Honda: Yamaha o tsubusu (Utterly waste and destroy Yamaha) Stanford: Become the Harvard of the West (1940s) 10

12 SONY S ORGANIZATIONAL VISION CORE VALUES Elevation of the Japanese culture and national status Being a pioneer, not a follower; doing the impossible Encouraging individual ability and creativity SONY S ORGANIZATIONAL VISION CORE PURPOSE: To experience the sheer joy of innovation and the application of technology for the benefit and pleasure of the general public. MISSION STATEMENT: Become the company most known for changing the worldwide poor-quality image of Japanese products. 11

13 GOALS, OBJECTIVES AND ACTION PLANS Goal...a brief statement of the desired and PLANNED achievements for the coming period. Objectives...results oriented, quantifiable, measurable and ATTAINABLE. Action Plans...specific assignments and responsibilities with plan steps and timeframes anticipated. 12

14 Average Assets: 167,160,000 Bank $ Bank Pct Peer $ Peer Opp Interest Income 9,411, ,979, ,344 -Interest Expense 4,061, ,259, ,368 Net Interest Income 5,365, ,719, Non-Interest Income 167, , ,504 -Non-Interest Expense 3,460, ,396, Loan Loss Provision 217, , Realized Gain/Loss Securities 16, Net Operating Income 1,170, ,223, ,106,216 Added Opportunity: 2,106,216 3,276, The ISS Corporate Governance Quotient Source: History of the Eighties: Lessons For the Future, FDIC 13

15 Enhancing Shareholder/ Customer Confidence PERFORMANCE + PERCEPTION VALUE 14