Toolbox

DEVELOPING A
STRATEGIC BUSINESS
PLAN

Strategic Planning
is the managerial process of
developing and maintaining a
strategic fit between the
organization's objectives and
resources and its changing
market opportunities.
Org Objectives

Strategic Fit
Changing Environment

Resources

The Role of Strategy

Corporate
Mission &
Objectives

Strategy:
Corporate
Business
Functional

Operating
Plans

Vision and Strategy

Sun Tze on Strategy

Know

your enemy, know

yourself, and your victory will not
be threatened. Know the terrain,
know the weather, and your
victory will be complete.

Strategic Marketing
Marketing Strategy is a series
of integrated actions leading
to a sustainable competitive
advantage.
John Scully

Corporate Mission
Broad

purposes of the
organization
General criteria for assessing the
long-term organizational
effectiveness
Driven by heritage &
environment
Mission statements are
increasingly being developed at
the SBU level as well

Examples of Corporate Mission

SINGAPORE AIRLINES is engaged in
air transportation and related
businesses. It operates worldwide as the flag carrier of the
Republic of Singapore, aiming to
provide services of the highest
quality at reasonable prices for
customers and a profit for the
company

Examples of Corporate Mission

(contd)
MARRIOTTS Mission Statement:
We are committed to being the
best lodging and food service
company in the world, by treating
employees in ways that create
extraordinary customer service
and shareholder value

Corporate Culture
The

most abstract level of

managerial thinking
How do you define culture?
What is the significance of
culture to an organization?
How does marketing affect
culture in the organization?

Corporate Objectives &

Goals
An

objective is a long-range
purpose
Not quantified and not limited to a time
period
E.g. increasing the return on shareholders
equity

goal is a measurable objective

of the business
Attainable at some specific future date
through planned actions
E.g. 10% growth in the next two years

Strategic planning

STRATEGIC PLAN DEVELOPMENT

Environmental and internal
assessment
Industry
What are the major
dynamics
changes in industry
and
dynamics and
implication
resulting
s
opportunities and
+
risks?

What are your

Competitiv
competitive
e
strengths and
assessment
weaknesses?

+
Internal
assessment

Strategic definition and

implications
What strategy will you
Strategy
pursue over the next 3
articulation
years?

+
Strategic
initiatives

What will be the

impact of major
strategic initiatives?

+
How does your

Financial
projections

What are the expected

current business
financial returns of
emphasis fit with
your strategy?
industry
opportunity and
+
competitive
Risk/continge What strategic
landscape?
n-cies &
alternatives have you
strategic
considered?
alternatives

The Usual Business Planning

Hierarchy

Strategic Planning Many Sub

Plans

Framework of a Successful
Organisation

Business Planning and Delivery

Vision is a Critical Driver

To succeed in the
long term, our
business needs a
vision of how we
will change and
improve in the
future.

without a vision,
the people perish

The vision of the

business gives its
energy.
It helps motivate us.
It helps set the
direction of
corporate and
marketing strategy.

Values underpin all we do

Values form the foundation of a business management style.

Values provide the justification of behaviour and, therefore, exert significant

influence on marketing decisions.

An example is provided by BT Group - defining its values:

BT's activities are underpinned by a set of values that all BT people are
asked to respect:

We put customers first

We are professional

We respect each other

We work as one team

We are committed to continuous improvement.

These are supported by our vision of a communications-rich world - a world

in which everyone can benefit from the power of communication skills and
technology.

A society in which individuals, organisations and communities have

unlimited access to one another and to a world of knowledge, via a
multiplicity of communications technologies including voice, data, mobile,
internet - regardless of nationality, culture, class or education.

Our job is to facilitate effective communication, irrespective of geography,

distance, time or complexity.
Source: BT Group plc website

Has the Company got a strong

Clear Mission?
The

Business Mission is
important to our sales
& marketing planning
It provides an outline of
how the marketing plan
should seek to fulfil the
mission
It provides a means of
evaluating and screening
the marketing plan; are
marketing decisions
consistent with the
mission?
It provides an incentive to
implement the marketing
plan

"Strategy is the direction

and scope of an
organisation over the longterm: which achieves
advantage for the
organisation through its
configuration of resources
within a challenging
environment, to meet the
needs of markets and to
fulfil stakeholder
expectations".

Strategic Audit
- ensuring that the Company resources and competencies are understood and
evaluated

Need to work within Company

Resources & Constraints

Objectives - Corporate &

Functional

Value Chain Analysis

Value

Chain Analysis describes the activities that take place in a business

and relates them to an analysis of the competitive strength of the business.
Michael Porter suggested that the activities of a business could be grouped
under two headings:
1. Primary Activities - those that are directly concerned with creating and delivering a
product (e.g. component assembly); and
2. Support Activities, which whilst they are not directly involved in production, may
increase effectiveness or efficiency (e.g. human resource management). It is rare for
a business to undertake all primary and support activities.
Value

Chain Analysis is one way of identifying which activities are best

undertaken by our business and which are best provided by others
("outsourced").

Linking

Value Chain Analysis to Competitive Advantage

What activities a business undertakes is directly linked to achieving
competitive advantage.
For example, if we wish to outperform our competitors through
differentiating ourselves through higher quality then we will have to
perform our value chain activities better than the opposition.
But if we adopt a strategy based on seeking cost leadership this will require
a reduction in the costs associated with the value chain activities, or a
reduction in the total amount of resources used.

Primary Activities
Primary value chain activities include:
Primary
Activity

Description

Inbound
logistics

All those activities concerned with receiving and storing

externally sourced materials

Operations

The manufacture of products and services - the way in which

resource inputs (e.g. materials) are converted to outputs (e.g.
products)
All those activities associated with getting finished goods and
services to buyers

Outbound
logistics
Marketing
and sales

Essentially an information activity - informing buyers and

consumers about products and services (benefits, use, price
etc.)

Service

All those activities associated with maintaining product

performance after the product has been sold

Support Activities
Support activities include:
Secondary
Activity

Description

Procurement

This concerns how resources are acquired for a business

(e.g. sourcing and negotiating with materials suppliers)

Human
Resource
Management

Those activities concerned with recruiting, developing,

motivating and rewarding the workforce of a business

Technology
Development

Activities concerned with managing information processing

and the development and protection of "knowledge" in a
business

Infrastructure

Concerned with a wide range of support systems and

functions such as finance, planning, quality control and
general senior management

Steps in a Value Chain Analysis

Core competencies

Core competencies are those capabilities that are critical to a

business achieving competitive advantage.

The starting point for analysing core competencies is recognising

that competition between businesses is as much a race for
competence mastery as it is for market position and market power.

Senior management cannot focus on all activities of a business and

the competencies required to undertake them.

So the goal is for management to focus attention on competencies

that really affect competitive advantage.

Core Competencies are not seen as being fixed. Core Competencies

should change in response to changes in the company's
environment. They are flexible and evolve over time. As a business
evolves and adapts to new circumstances and opportunities, so its
Core Competencies will have to adapt and change.

We need to understand what we are good and what makes us

better and to hone these advantages and to develop new ones to
underpin the business strategy

Identifying Core Competencies

Prahalad and Hamel suggest three factors to help identify core competencies in any business:

What does the

Core
Competence
Achieve?
Provides
potential
access to a
wide variety of
markets
Makes a
significant
contribution to
the perceived
customer
benefits of the
end product
Difficult for
competitors to
imitate

Comments

The key core competencies are those that enable the

creation of new products and services.

Core competencies are the skills that enable a business to

deliver a fundamental customer benefit - in other
words: what is it that causes customers to choose one
product over another? To identify core competencies in a
particular market, ask questions such as "why is the
customer willing to pay more or less for one product or
service than another?" "What is a customer actually paying
for?
A core competence should be "competitively unique": In
many industries, most skills can be considered a
prerequisite for participation and do not provide any
significant competitor differentiation. To qualify as "core", a

What is Competitive
Advantage?
Competitive

advantage is a
companys ability to perform in
one or more ways that
competitors cannot or will not
match.
Philip Kotler

If

you dont have a competitive

advantage, dont compete.
Jack Welch, GE

Four Generic Strategies

Lower Cost
Broad
Target

Scope
Narrow
Target

Differentiation

Other Characteristics of
Competitive Advantage
Substantiality

Is it substantial enough to make a

difference?
Sustainability

Can it be neutralized by competitors

quickly?
Ability

to be leveraged into
visible business attributes that
will influence customers

(Source: Strategic Marketing Management,

Aakers)

Seeking Competitive Advantages

Positions

of advantage

Superior customer value

Lower relative total cost
Performance

advantages

Customer satisfaction, Loyalty,

Market Share, Profit
Sources

of advantages

Superior skills & knowledge, Superior

resources, Superior business process

WHERE TO COMPETE?
Target customers and segments
Which customers are you trying to target or
attract?
Which are you willing to serve, but will not spend
resources to attract?
Which would you prefer not to serve?
Customer
s

Geographical
scope of business
activities
Geographic limits to
the business?
Local, regional, multilocal, national,
international, or
global player?
If local, which
localities?

Geographi
c markets

Channels

How does the

entity reach its
target customers
Which distribution
channels will you use?
What customer
segments can they
reach?

Products

Quality and breadth of the

product line
Breadth of the product line?
Quality of the product line?
Product bundles or a series of unrelated
products?

Capability platform: assessment of

sources of
competitive advantage (1/2)
Example

Privileged
assets

Necessar
y
capabiliti
es in
order to
succeed
in the
industry
Distinctive
competencies

Physical asset

BHPs low-cost mines

Location/"space"

Telecomm/media company with

rights
radio spectrum

Distribution/sales
network

Avons representatives

Brand/reputation

Coca-Cola

Patent

Pharmaceutical company with a

"wonder drug

Relationship with
"license" allocator

"Favored nation" status with a key

minister in liberalizing economy

Innovation

3M with new products

Cross-functional
coordination

McDonalds with QSC&V

Market positioning

J&J with branded consumer health

products

Cost/efficiency
management

Emerson Electrics Best Cost Producer

program

Talent development

P&G brand management program

Capability platform: assessment of

sources of competitive advantage
(2/2)

Extremely relevant
Somewhat
relevant
Irrelevant

Segments
Physical asset

BU
Overall

Location/"space"
Privileged
assets

Distribution/sales network
Brand/reputation

Necessary
capabilities
in order to
succeed in
the industry

Patent
Relationship with "license"
allocator
Innovation

Distinctive
competencies

Cross-functional
coordination
Market positioning
Cost/efficiency
management Talent
development

Step 1: Ensure that these are the

capabilities required to succeed in
the industry. Use this list as a
thought starter, add and delete as
you see appropriate

Step 2: Assess your overall position relative

to the capabilities required to succeed in the
industry. Also, determine if these
capabilities are relevant to the segments
you serve

Competitor capability comparison

Physical asset

Competito
BU Overall rs
A
B

Location/"space"
Privileged
assets

Distribution/sales network

Brand/reputation
Necessar
y
capabiliti
es in
order to
succeed
in the
industry

Patent
Relationship with "license"
allocator
Innovation

Distinctive
competencies

Cross-functional
coordination
Market positioning
Cost/efficiency
management Talent
development

Step 3: Compare the strengths and

weaknesses of your competitive position vs. the
necessary skills

Porters 5 Forces of Competitive

Position Diagram

Porter 5 Forces

Porters 5 Forces of
Competitive Position version
#2

Porters 5 Forces of Competitive

Position #3
Entry Barriers
Economies of Scale
Brand Identity
Capital Requirements

Determinants of Supplier Power

Switching Costs
Supplier Volume
Impact
Forward Integration

Suppliers

New
Entrants

Industry
Competitors
Intensity
of Rivalry

Buyers
Determinants of Buyer Power

Buyer Concentration
Buyer Volume
Backward Integration

Determinants of
Substitution Threat

Relative Price
Performance
Switching Costs

Rivalry Determinants
Industry Growth
Fixed Costs
Product Differences
Brand Identity
Exit Barriers

Substitutes

Forces at work framework

1. Determinants of supplier power
Differentiation of inputs
Switching costs of suppliers and firms in
the industry
Presence of substitute inputs
Supplier concentration
Importance of volume to supplier
Cost relative to total purchases in the
industry
Impact of inputs on cost or differentiation
Threat of forward integration relative to
threat of backward integration by firms
in the industry
1. Suppliers

5. Rivalry determinants
Industry growth
Fixed (or storage) cost/value added
Intermittent overcapacity
Product differences
Brand identity
Switching costs
Concentration and balance
Informational complexity
Diversity of competitors
Corporate stakes
Exit barriers

2. New
entrants
5. Industry
competitors

2. Determinants of barriers to entry

Economies of scale
Proprietary product differences
Brand identity
Switching costs
Capital requirements
Access to distribution
Absolute cost advantages
Proprietary learning curve
Access to necessary inputs
Proprietary, low-cost product design
Government policy
Expected retaliation

3. Buyers
Intensity of
rivalry

4.
Substitutes
4. Determinants of
substitution threat
Relative price performance
of substitutes
Switching costs
Buyer propensity to
substitute

3. Determinants of buying power

Bargaining leverage
Buyer concentration vs. firm
concentration
Buyer volume
Buyer switching costs relative to
firm switching costs
Buyer information
Ability to backward integrate
Substitute products
Pull-through
Price sensitivity
Price/total purchases
Product differences
Brand Identity
Impact on quality perception
Buyer profits
Decision makers' incentives

Ninety ways to measure

demand (6 x 5 x 3)
Geographical
Level

World
Region
Country
Territory
Client
Total sales

Sector sales

Product
Level

Companys sales
Product lines
Product config
Product items

Short
term

Medium
term

Timing Level

Long
term

Strategic Planning Link with

Marketing Planning

Businesses that succeed do so by creating and keeping customers.

They do this by providing better value for the customer than the
competition.

Marketing management constantly have to assess which customers

they are trying to reach and how they can design products and
services that provide better value (competitive advantage).

The main problem with this process is that the environment in

which businesses operate is constantly changing.

So a business must adapt to reflect changes in the environment and

make decisions about how to change the marketing mix in order to
succeed.

This process of adapting and decision-making is known as

marketing planning.

Strategic vs. Marketing

Plans
Strategic

planning is concerned about the overall direction of the

business.
It is concerned with marketing, of course.
But it also involves decision-making about production and operations, finance,
human resource management and other business issues.
The

objective of a strategic plan is to set the direction of a

business and create its shape so that the products and services
it provides meet the overall business objectives.

Marketing

has a key role to play in strategic planning, because it is the

job of marketing management to understand and manage the links
between the business and the environment. Sometimes this is quite a
straightforward task.
For example, in many small businesses there is only one geographical market
and a limited number of products (perhaps only one product!).
However, consider the challenge faced by marketing management in a
multinational business, with hundreds of business units located around the globe,
producing a wide range of products.
Keeping control of marketing decision-making in such a complex situation calls
for well-organised marketing planning.

Key issues in strategic and

marketing planning?
The

following questions are key in the marketing and strategic

planning process:

Where are we now?

How did we get there?
Where are we heading?
Where would we like to be?
How do we get there?
Are we on course?

marketing plan helps to:

The ability of a business to achieve profitable sales is impacted by dozens

of environmental factors, many of which are inter-connected
Identify sources of competitive advantage
Gain commitment to a strategy
Get resources needed to invest in and build the business
Inform stakeholders in the business
Set objectives and strategies
Measure performance

Situation Analysis
Internal

Analysiscompany; capability etc.

External Analysiscustomers, market
definition, industry structure

SWOT

Analysis
Strengths, Weaknesses,
Opportunities & Threats
Identify & prioritize major problems and
opportunities: selection of key issues

Based

on the firms core

competencies, decide on future
options

SWOT
Internal Environment
Strengths
World class product
Financial resources
Know-how

Weaknesses
Technical support
Internal processes
Channels network

External Environment
Opportunities
Water & Energy crises
Environment awareness
Productivity improvement

Threats
Competitors market share
Euro X Dollar
Technology development

SWOT ANALYSIS
Opportunities/Thre
ats
NEUTRALIZ
E THREATS

Strengths/
Weaknesses

BUILD ON
STRENGTHS

What are your

BUs
assets/competenci
es that solidify
your competitive
position?
What are your
BUs
assets/competenci
es that weaken
be used as a
yourCan
competitive
thought starter for
position?
competitive analysis and
internal assessment

YOUR
BUSINESS

ADDRESS
WEAKNESSES

How are demand

and supply
expected to evolve?
How do you expect
the industry chain
economics to
evolve?
What are the
potential major
CONVERT
industry
OPPORTUNITIES
discontinuities?
What competitor
actions do you
expect?
Surfaces potential
opportunities/threats
arising from factors
external to the business

SWOT Analysis is still a useful

Tool

TOWS matrix
Strengths

Weaknesses

Opportunities

S-O strategies

W-O strategies

Threats

S-T strategies

W-T strategies

S-O strategies pursue opportunities that are a good fit to

the companies strengths.
W-O strategies overcome weaknesses to pursue
opportunities.
S-T strategies identify ways that the firm can use its
strengths to reduce its vulnerability to external threats.
W-T strategies establish a defensive plan to prevent the
firm's weaknesses from making it highly susceptible to

PEST analysis
A

scan of the external macroenvironment in which the company

wants to operate (or operates) and
can be expressed in terms of the
following factors:

Political
Economic
Social
Technological

PEST Analysis etc.

POLITICAL

ecological/environmental issues
current legislation home market
future legislation
European/international legislation
regulatory bodies and processes
government policies
government term and change
trading policies
funding, grants and initiatives
home market lobbying/pressure
groups
international pressure groups
wars and conflict

SOCIAL

lifestyle trends
demographics
consumer attitudes and opinions
media views
law changes affecting social factors
brand, company, technology image
consumer buying patterns
fashion and role models
major events and influences
buying access and trends
ethnic/religious factors
advertising and publicity
ethical issues

market, business, proposition,

ECONOMIC

home economy situation

home economy trends
overseas economies and trends
general taxation issues
taxation specific to product/services
seasonality/weather issues
market and trade cycles
specific industry factors
market routes and distribution trends
customer/end-user drivers
interest and exchange rates
international trade/monetary issues

TECHNOLOGICAL

competing technology development

research funding
associated/dependent technologies
replacement technology/solutions
maturity of technology
manufacturing maturity and capacity
information and communications
consumer buying mechanisms/technology
technology legislation
innovation potential
technology access, licencing, patents
intellectual property issues
global communications

PEST or SWOT
A

PEST analysis most commonly measures a market; a

SWOT analysis measures a business unit, a proposition
or idea.
Generally speaking a SWOT analysis measures a business
unit or proposition, whereas a PEST analysis measures the
market potential and situation, particularly indicating growth
or decline, and thereby market attractiveness, business
potential, and suitability of access - market potential and 'fit'
in other words.
PEST analysis uses four perspectives, which give a logical
structure, in this case organized by the PEST format, that
helps understanding, presentation, discussion and decisionmaking.
PEST analysis can be used for marketing and business
development assessment and decision-making, and the PEST
template encourages proactive thinking, rather than relying
on habitual or instinctive reactions.

Structure-conduct-performance
(SCP) model
Industry

External
shocks

tructure

Producers

onduct

erformance

Feedback

Technology
breakthroughs
Changes in
government
policy/regulations
Domestic
International

Economics of demand
Availability of substitutes
Differentiability of products
Rate of growth
Volatility/cyclicality
Economics of supply
Concentration of producers
Import competition
Diversity of producers
Fixed/variable cost
structure
Capacity utilization
Entry/exit barriers
Industry chain economics
Bargaining power of input
suppliers
Bargaining power of
customers

Marketing
Pricing
Volume
Advertising/promotion
New products/R&D
Distribution
Capacity change
Expansion/contraction
Entry/exit
Acquisition/merger/
divestiture
Vertical integration
Forward/backward integration
Vertical joint ventures
Long-term contracts
Internal efficiency
Cost control
Logistics
Process R&D
Organization effectiveness

Finance
Profitability
Value creation
Technological
progress
Employment
objectives

Definition of risks
Definition

Business risk

Regulatory risk

Technology risk

Integrity risk

Macroeconomic
risk

Risk of loss due to changes in industry and

competitive environment, as well as shifts in
customer preferences

Risk due to changes in regulatory environment

(e.g. deregulation)

Risk due to major changes in technology

Risk of failures due to business processes and
operations or peoples behavior, either intentional
(e.g. fraud) or unintentional (e.g. errors)

Risk of loss due to changes in the political, social,

or economic environments

Management

Management,

evaluation

control and

Five disciplines Peter Senge

Personal

Mastery:

Aspiration involves formulating a coherent picture of the

results people most desire to gain as individuals, alongside a
realistic assessment of the current state of their lives today.
Learning to cultivate the tension between vision and reality
can expand people's capacity to make better choices, and to
achieve more of the results that they have chosen.

Mental

Models:

Reflection and inquiry skills is focused around developing

awareness of the attitudes and perceptions that influence
thought and interaction.
By continually reflecting upon, talking about, and
reconsidering these internal pictures of the world, people
can gain more capability in governing their actions and
decisions.

Five disciplines Peter Senge

Shared

Vision:

Establishes a focus on mutual purpose.

People learn to nourish a sense of commitment in a
group or organization by developing shared images
of the future they seek to create, and the principles
and guiding practices by which they hope to get
there.

Team

Learning:

Group interaction.
Through techniques like dialogue and skillful
discussion, teams transform their collective
thinking, learning to mobilize their energies and
actions to achieve common goals, and drawing
forth an intelligence and ability greater than the
sum of individual members' talents.

Five disciplines Peter Senge

Systems

Thinking:

People learn to better understand

interdependency and change, and thereby to
deal more effectively with the forces that shape
the consequences of our actions.
Systems thinking is based upon a growing body
of theory about the behavior of feedback and
complexity - the innate tendencies of a system
that lead to growth or stability over time.
To help people see how to change systems
more effectively and how to act more in tune
with the larger processes of the natural and
economic world.

Project management - processes

Project management a process

Project management process

chain

Project management risk

analysis

Success Keys - Deployment

Deployment - Completing the Plan
Success
Failure
>Assign roles and
responsibilities
>Establish priorities

>No accountability for deployment

>Too many goals, strategies, or
objectives - no apparent priority
>Plan in a vacuum-functional focus

>Involve mid-level
management as active
participants
>Think it through - decide how
to manage implementation
>Charge mid-level
management with aligning
lower-level plans
>Make careful choices about
the contents of the plan and

>No overall strategy to implement

>Make no attempt to link with dayto-day operations
>Not being thorough-glossing over
the details

Success Keys - Communication

Deployment - Communicating
Success
Failure
Assign roles and
responsibilities

No accountability
Never talk about the plan

Communicate the plan

constantly
and consistently

Ignore the emotional impact of

change

Recognize the change process

Help people through the
change
process

Focus only on task

accomplishment

Success Keys - Implementation

Implementing - I
Success
Failure
Assign roles and
responsibilities

No accountability
Disengagement from process

Involve senior leaders

Unmanaged activity
Define an infrastructure
Link goal groups

Fragmented accomplishment of
objectives leads to suboptimization

Phase integration of
implementation
actions with workload

Force people to choose

between implementation and
daily work; too many teams

Involve everyone within the

organization

No alignment of strategies

Success Keys - Implementation

Implementing - II
Success
Allocate resources for
implementation

Failure
Focus only on short term need
for resources
Ignore or avoid change

Manage the change process

No measurement system
Evaluate results
Share lessons learned;
acknowledge
successes through open and
frequent communication

Hide mistakes/lay blame;

limited/no communication

Success Keys - Measurement

Strategic Measurement - I
Success
Failure
Assign roles and
responsibilities
Use measurement to
understand
the organization

No accountability
Sub-optimization: focus only
on
efficiencies

Use measures that provide no

Use measurement to provide a real
consistent viewpoint from
information on performance;
which to
use
gauge performance
too many measures
Use measurement to provide
Use measurement to focus on
an
the
integrated, focused view of the bottom-line only

Success Keys - Measurement

Strategic Measurement - II
Success

Failure

Use measurement to
Use measurement to control
communicate
policy (new strategic direction)
Never review measures
Update the measurement
system
Fail to use measurement to
make
Use measurement to provide
strategic, fact-based decisions;
quality feedback to the
use
strategic
only for control
management process

Success Keys - Evaluation

Evaluation
Success

Failure

Assign roles and responsibilities

No accountability

Recognize when to update the

plan

Poor timing and not

recognizing external forces

Rigid application of strategic

Modify strategic planning process planning process; ignore
to accommodate the more mature lessons learned from previous
organization
efforts
Ignore impact of new leaders
Incorporate new leaders into the
strategic planning process
Integrate measurement with
strategic planning

Don't use measurement

information
Shortcut the process

Use experienced strategic

planning facilitators

Best Companies Spend more

time on Forward Planning than
Historical Analysis

Achieving Agility Through a New Approach to Forecasting In todays turbulent economy, rolling forecasts are
proving to be an important new tool in changing the way budgeting and planning has traditionally been

Benefits of Rolling Forecasts