Victoria Tsoi, manufacturing specialist, MAS East

A: Prior to developing a strategic plan, it is useful to identify the status, objectives and strategies of the business. Working through these enables you to examine existing or perceived strengths and weaknesses (internal), opportunities and threats (external) – the SWOT analysis. Once a SWOT has been established, think specifically about what you want the business to achieve and by when. Develop this as a clear, communicable statement of no more than 50 words including what you will do, when you will do it (usually over three to five years) and how success will be demonstrated. This is probably the most difficult and time-consuming aspect of creating a strategic plan. Once the ambition is determined, review stakeholder expectations and business process implications. Goals and targets for each area of the business should then be set. In effect this will describe the expanded business and will allow you to see what will be happening in quantified terms. Finally this leads you to the closing stages of identifying the change activities that will move the business towards the goals and targets identified. The actions will become the basis for your strategic plan. Tackling the process in five stages – SWOT analysis, ambition generation, stakeholder analysis, process review and action planning – should break the process into manageable chunks and also maintain your motivation as you progress. For many manufacturers bringing in someone outside of the business can often help to drive the process forward and draw on expertise. To find out more contact MAS on 0845 658 9600 or visit www.mas.bis.gov.uk.