Yang Amat Mulia Tengku Baderulzaman Ibni Sultan Mahmud, Excecutive Chairman - TBM Resources Sdn BhdI gained a lot of new techniques, more strategies on negotiations and also the different ways of doing it. Personally, everyone should attend this; it gives you more information, more insight into the overall subjects which we always take for granted. Kexxel Group is good, well organized. I just heard that it’s a new company so congratulations on doing a good job! |
Leading Co-Author and Best Seller, Simplified Strategic Planning Robert Bradford
Robert Bradford
Robert Bradford is the keenly creative and insightful CEO of the Center for Simplified Strategic Planning and co-author of the Simplified Strategic Planning Manual and Simplified Strategic Planning. He has assisted many clients in a wide variety of industries, delivering outstanding results. Robert is a member of the National Speakers Association and a Certified Speaking Professional. A master trainer, he has spent the last nineteen years converting management theory into real-life application. Robert always stimulates great strategic thinking and leaves seminar participants with practical, “how-to” steps they can take home to put to use immediately. Robert’s seminars resonate with business audiences because they are built upon years of real-world strategic decisions. This real-world management experience enables Robert to bring real nutsand-bolts strategic thinking into every seminar presentation.
A No-Nonsense Guide for Busy People Who Want Results Fast!
Strategic Planning - Setting and Reaching Your Goals with Robert Bradford
”The facilitator has great insights and content. “
Tan Yuh Cherng- Director, Business Development & Planning, Singapore Technologies Electronics Limited
“Strategic planning is a good tool to relook at the company’s strategy. The knowledge and experience of the presenter were the main highlights.”
Frankie Loh- Director, Operations, Delphi Automotive Systems Singapore Pte Ltd
“It was good of Robert to highlight examples of failed strategic planning examples whilst providing companies’ experiences. “
Farid Zainuddin Rahman – Vice President, Pos Malaysia
“Robert is a very experienced trainer who has to be resourceful to depart all knowledge to the audience. The main strength of the event is the speaker. Kexxel Group is a good coordinator.”
Andrea Teo – Corporate Transformation Officer & Deputy Manager, Land Transport Authority
“Robert is an excellent speaker with in depth experience in this field. “
Serene Woon- Manager, Corporate Planning, Singapore Tourism Board.
For More Testimonials Click Here
- Why Most Companies Fail at Strategic Planning
- How to Create a Great Strategic Team
- How to Dominate Your Market
- How to Get Information You Need
- How to Measure Key Success Factors
- How to Find Your Unique Strategic Competency
- How to Make Good Assumptions
- How to Select and Exploit Your Best Opportunities
- How to Protect Your Company From Potential Threats
- How to Determine Your Strategic Focus
- Get From Where You Are To Where You Want to Be
- How to Best Allocate Your Resources To Meet Your Objectives
- How to Most Effectively Use Your Strategic Plan
Day 1
Session 1: External Situation
• Markets
- Key data to collect on markets for strategic planning
- Customer behavior and strategy
- Market segmentation
• Competition
- Key data to collect on competitors
- Where to get competitive data
- What matters most about a competitor
• Other external factors
- How technology can make or break strategy
- Supplier Market dynamics
- Economics and strategy
Session 2: Internal Situation
• Financials
- The role of the balance sheet
- Assessing your income statement
• Measures of performance
- Measures you should use to think about strategy
- Why financials aren’t enough
- How to select the most important measures
• Profitability analysis
- Using the profitability analysis to spot strategic issues
- Why profitability shouldn’t dictate strategy
Session 3: Strategic Capabilities and Competencies
• Quick strengths and weaknesses
- Defining your capabilities quickly, without fuss
- Pitfalls in using strengths and weaknesses in strategy
• Strategic competencies
- Understanding competencies, and why
Session 4: Assumptions
• Market assumptions
- Projecting changes in your markets
- Key data to assess in formulating strategy
• Competition assumptions
- How to see how you will stack up against the competition in the future
- Understanding how you can change your competitive position
• Opportunities and threats
- Brainstorming the best opportunities
- How to separate the best opportunities from the good ideas
- Highlighting the most critical threats to your strategy
• Industry scenario and winners’ profile
- Projecting the more distant future
- Using the far future to guide your strategic thinking
Day 2
Session 1: Strategies
• Strategic assessment
- Identifying market attractiveness
- Identifying your competitive position
- Using your position to begin strategic thinking
• Strategic issues
- The one strategic issue every company must address
- How to identify and resolve most of your strategic issues
• Strategies
- Defining strategies for market segments
- Capturing your vision about your strategic focus
- Building a set of capabilities to support your vision
Session 2: Goals and Objectives
• Mission statement
- Why you need a mission statement – and why you don’t
- How to get your mission written down in 30 minutes
• Goals
- Defining corporate goals
- Relating goals to measures of success
- How goals can drive execution – and how they shouldn’t
• Objective setting
- How to set objectives for optimal execution
- What to do with objectives that you don’t select for execution
Session 3: Action Plans
• Action plan writing process (group exercise)
- Formulating action steps
- Sequencing action steps
- Allocating resources to action steps
• Rules for better execution
- Tips from companies that achieve 100% of their objectives
- How to build better execution into your processes and culture
Session 4: Budgets
• Cash flow budget
- Using the cash flow budget to protect your company
• Investment budget
- How to prioritize spending on strategic initiatives
• Five year projection
- Testing your strategic plan as a hypothesis
- How to quickly use your strategic plan to create a five-year budget forecast
Session 5: Schedules and Agendas
• Time budgeting process
- Understanding the role of time in strategy execution
- How to allocate time and schedule execution for better results
• Schedules
- Putting the whole strategic planning process together – what to do and when
- How to modify the process to fit your company
• Monitoring process
- How to keep your strategic planning dynamic and alive
- How to assure excellent execution by monitoring
• CEO, CFO, COO’s
• Head of Strategic Planning
• Head of Corporate Planning
• Executives who report to the CEO
• Maybank
• Exxon Mobil
• HSBC (M) Berhad
• Pos Malaysia
• Carat Media Services.
• OCBC Bank (M) Bhd
• Sime Darby Plantation
• Ramsay Sime Darby Health
• Philip Morris (M) Sdn Bhd
• Bank Simpanan Nasional
• InQpharm Group Sdn Bhd
• Malaysian Kuwaiti Investment Co. Sdn Bhd
• Toyota Capital Malaysia Sdn Bhd
• Bank Muamalat (M) Berhad
• Department of Broadcasting (RTM)
• Harwood Timber Sdn Bhd.
• B Braun
• UUM
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