RIZAL TECHNOLOGICAL UNIVERSITY

Boni Avenue, Mandaluyong City

College of Engineering
CIVIL ENGINEERING DEPARTMENT

EXECUTION AND BUSINESS PLAN

TITLE

GROUP NO. 6

NAME ACTUAL WRITTEN GROOMING

REPORT REPORT
1. AMORES, JOHN RALPH CEDRIC A.
2. BARCEL0, JUSLIE NICOL C.
3. CLAVERIAS, JOHN KENNETH D.
4. HERMONO, JIANNA ANGELA P.

SECTION:
CEIT-02-601P

SUBMITTED TO:
ASST. PROF. ZORAHAYDA V. CONCEPCION
 OBJECTIVES:
• Roadmap for research, development, and production
• Budget and timeline
• Sales and marketing plans; cost of customer acquisition, customer lifetime value
• Plans for R&D, operations, sales and marketing, human resources
• Lean concepts and organization

TABLE OF CONTENTS:
1. How to plan and Execute Shifts in Business Planning
2. True Objective and Continuous Business Planning
3. Strategic Planning Business Models
4. Creating an Agile Strategic Business Plan
5. Implementing and Executing Changes in a Business Strategy
6. Learn How to Recognize & Update Business Opportunities as they Occur
7. Sales and marketing plan
8. How a Sales Plan differ from a Marketing Plan
9. Tailor a Sales and Marketing Plan that's right for you
10. R&D in your Marketing Success

REPORTERS:

AMORES, JOHN BARCELO, JUSLIE CLAVERIAS, JOHN HERMONO,

RAPLH CEDRIC A. NICOL C. KENNETH D. JIANNA ANGELA P.
 INTRODUCTION

An execution strategy is crucial when it comes to organizing a new venture or starting a

new firm. An execution plan specifies what must be done precisely and when, whereas a
business plan describes your complete enterprise, and a financial plan details the sources
and uses of funding.

BUSINESS PLAN - A business plan is a written document that outlines a company's goals,
strategies, and financial projections.

EXECUTION PLAN - An execution plan is a detailed document that outlines the specific
actions required to achieve a particular goal or objective.

I. How to plan and Execute Shifts in Business Planning

• Budgets are embezzled, objectives are neglected, downstream dangers are not
taken into consideration, and responsibility is left unaltered. As a result, a
company becomes its own worst adversary and is unable to seize commercial
opportunities when they arise. Rather, visionaries of organizations want simple,
implementable templates that convert business planning ideas into reality while
also allowing for flexibility in the event that reality decides to keep you alert.

II. True objective and Continuous Business Planning

• Continuous business planning, once institutionalized, allows firms to take swift,
strategic action on business growth prospects, even those they hadn't
anticipated. All staff members, regardless of rank, in every department, must be
conversant with the strategic business plan in order for there to be true ongoing
strategic business planning. They also understand which goals are most
important, how long they will take to complete, how they will be implemented,
and—above all—what each member of the team is personally accountable for
each day in order to make that goal a reality.

III. Strategic Planning Business Models

• A framework for strategy planning is frequently linked to successful company
plans. These frameworks include historical and market data that informs your
 present strategic positions, making them a competitive and preemptive
assessment of your organization's preparedness for strategic planning.

A variety of business strategy planning frameworks are available for your company to
use in order to start forming suitable business plan opportunities:

1. TRANSFORMATIONAL BUSINESS MODELLING

- This brings us to the transformative business modeling approach. Businesses
that successfully execute a transformational business model learn how to
design visual aids that effectively convey a strategic business plan, along with
the implementation procedures and balanced scorecard techniques. This
improves support for the business plan and provides everyone in the company
with an easy-to-follow, cooperative road map.

2. SCENARIO PLANNING
- Planning scenarios helps you envision potential future events that might
compromise the success of your business strategies. By comparing and
analyzing the best and worst-case trade-offs in terms of expenses, resources,
staff capabilities, profit margins, customer values, and much more,
organizations may then better prepare for these scenarios.

3. BUSINESS WAR GAMES

- Wargaming, despite its moniker, is an understandable and practical business
plan model that helps companies in a variety of industries better understand
their competitive marketplace and, as a result, adjust their strategic goals.
Businesses take part in workshops that identify future initiatives of competitors
and their own replies and countermoves to such endeavors, using real
marketplace and competitor data.

IV. Creating an Agile Strategic Business Plan

When creating your strategic plan, keep these best practices in mind since they are all
necessary steps leading up to the actual execution of the strategy:
 1. KNOW YOUR WHY
- Planning for strategic company operations needs to be based on goals,
benefits, and results. These are the real "whys" behind your plan, guiding the
concepts you decide to carry out. Establish your target objectives, their
competitive advantages, and the metrics you'll use to gauge their success with
extreme specificity. By doing this, the foundation for a practical and valuable
strategic vision is established.

2. COMPILE A CROSS-FUNCTIONAL TEAM

Without involvement from the entire organization, how can you hope to accomplish
the goals of an enterprise-wide strategy?

a. Pick Your Change Agents

- Members of the board or senior executive leadership, together with
representatives from the major departments—marketing, sales, finance,
accounting, operations, and HR—should be on your planning team. IT
personnel should be included as well, especially if you plan to use strategy
management tools.
b. Determine Business process Owners and overall Strategy Directors
- While the latter represent the top plan overseer or administrator and are
typically associated with your Office of Strategy Management, the former lead
the real, noticeable changes that occur within their teams during the plan's
implementation.

3. CREATE “LIVING” TIMELINES

- Think about scheduling more meetings with specific topics and scopes. Arrange
these as soon as possible, before you start implementing the plan officially, and
distribute the agendas so that the discussion stays on topic. Establishing a
micro-timeline of this type also enables your management team to react more
quickly to shifts in business strategy that become apparent through scorecard
or benchmarked data.
4. PERFORM COMPTETITIVE RESEARCH ANALYSIS
- Competitive research, also known as competitive intelligence (CI), provides you
with the most accurate, quantitative assessment of where your organization is
now versus where it wants to be. Similar to the business strategy models
previously discussed, a competitive research (CR) analysis builds an accurate
profile of the strengths, weaknesses, and overall operational health of your
business compared to other companies in your vertical.

5. ASSES YOUR TECHNOLOGICAL INFRASTRUCTURE FOR ENTERPRISE

HARMONY
- In what ways do departments exchange vital information with each other?
Where are initiatives and advancement monitored? Could you increase the
number of people who have access to these resources? Strategic plans
frequently fail because of siloed departments. The ability of your internal teams
to share information, data reports, and plan changes with one another will
determine how well your goals are executed.

6. DEVELOP AN ACCESIBLE STRATEGY MANAGEMENT FRAMEWORK

- Your business plan will be implemented by allocating the specific tasks and
projects required by your strategy management framework. Along with outlining
team roles and creating benchmarking scorecards to track and report progress,
it will also establish the timetables for those actions.

Numerous frameworks for managing strategies are available in the market today,
with some of the most well-known ones being:

• SWOT Analysis
• Porter’s Five Forces
• The Balanced Scorecard
• Objectives and Key Result (OKRs)
• Theory of Change Model
• The Strategy Map
7. EMPLOY TECHNOLOGICAL ONBOARDING
- At this point in the strategic planning process, your company should have
resource management or strategy management software.

8. CONSIDER A STRATEGY MANAGEMENT OFFICE ( IF YOU DON’T ALREADY

HAVE ONE )

- Offices for strategy management may operate as separate departments that

answer directly to the CEO or COO. These offices are integrated into the
finance departments of other organizations.
- Regardless of organizational structure, your strategy management office is the
supervising body coordinating the entire process of designing and implementing
a strategic plan.

Their duties include:

▪ Facilitating the strategic plan’s timeline
▪ Setting up and maintaining more granular meetings to review plan
benchmarks
▪ Updating documents, information and files within the strategy
management software
▪ Administering enterprise-wide updates on the strategic plan’s
achievements and ongoing activities
▪ Serving as the go-to resource for questions, concerns or directions when
change situations do strike

9. ADJUST BUDGET ALLOCATIONS TO MATCH THE UPCOMING STRATEGY

IMPLEMENTATION

▪ Budgeting and strategic planning cycles are complimentary processes that

can be carried out without difficulty asynchronously. Review your budget
structuring to ensure that it is in line with the principles and action items of
your strategy framework. Business expenditure is known to double
throughout budget cycles, with anticipated spending frequently rising on top
of ad hoc, unforeseen charges that unavoidably emerge.
 V. Implementing and Executing Changes in a Business Strategy
▪ The goal of all strategic planning is to get to this point: putting the business
strategy into action and seeing it through to completion. The process of
implementation involves breaking down goals into smaller action items, having
teams work diligently on the items they have been assigned, and regularly
reporting performance to the leadership so they can evaluate the changes made
and take appropriate action. The teams and departments carrying out those
adjustments are then promptly and explicitly informed of them, usually through
project dashboards from strategic management software and micro-meetings for
regular strategic planning.

Strategic Plans:

1. ESTABLISH A FORMAL CHANGE COMMUNICATION WORKFLOW

▪ If departments and teams are merely unaware of their roles within the plan, or
worse, if their current activities contribute to or subtract from the organization's
strategic vision, then no business strategy will ever be implemented.

There are various methods to inform and include staff members in the strategic plan's
modifications from the beginning to the end of implementation:

✓ Automated strategy status updates or reports: prepared by the strategy

management office and distributed to important department heads or staff
members directly.
✓ Visual project trackers within the strategy software: Having dashboards that
are easy to use and convey the current statuses and workflows of initiatives,
similar to other project management software.
✓ Multimedia announcements: Educating staff members on revised
deliverables, objectives, and their broader implications through print, video,
email, and other media.
✓ Feedback channels: Making sure that employee ideas, opinions, and
experiences are valued in all aspects of the plan.
2. PRACTICE PRORATED REPORT TIMELINES
▪ Your personnel will probably be impacted by any operational or procedural
changes to the business plan within a few days nonetheless. When you adopt
live project deadlines, you should do away with the practice of holding off on
status reports because you're following protocol.

3. INSTITUTIONALIZE REPORTING SOFTWARE AND BENCHMARKED

MEASUREMENTS
▪ Any member of the organization will find it far more difficult to collect and
evaluate data, update project components, connect horizontally with other
departments, and communicate information to leadership without some sort of
digital repository centralizing project updates. In other words, nobody will agree.

4. HOLD REGULAR STATUS AND ACCOUNTABILITY MEETINGS

▪ Communicating those adjustments downstream is frequently one of the most
difficult parts of changing a business plan. Additionally, a strong "why" that is
important to staff members and consistent with the organization's stated values
and goal is required for any strategy shift.
5. AVOID CORPORATE SPEAK
▪ Business jargon has the potential to come out as insincere or outdated. The use
of corporate talk by managers in meetings and interactions with their teams
actually lowers productivity, demotivates workers, and increases the likelihood
of high employee turnover, according to industry polls.

6. REVIEW EMERGING DATA TRENDS

▪ The most objective approach to assess how well the business plan is being
implemented is to regularly analyze data and performance reviews. Both
managers and employees can think everything is being handled flawlessly.
However, if performance measurements show otherwise, the strategy
management office and senior decision makers can address inefficiencies or
disparities and then use communication channels and management tools to
inform staff members of the "why" behind plan modifications.
 7. CONSULT WITH A STRATEGIC PLANNING FIRM
▪ Strategic planning is strongly impacted by firm research since it helps you set
measurable objectives that are appropriate for your business. A corporate
strategy plan that is comprehensive, meaningful, and appropriate can be
distinguished from one that is generic by using their objective, external lens.

Numerous services provided by strategic planning companies directly contribute to the

flexibility of a company planning system, including:

In-depth industry and market research

o Competitive analyses
o Transformational business modeling
o Wargaming
o Scenario planning and risk mitigation
o And more service

VI. Learn How to Recognize and Update Business Opportunities as they Occur
▪ To implement agile planning, organizations must initially establish a strategic
vision that is effective. Doing so puts the proverbial cart before the horse — and
prevents resources from aligning with daily actions to create a truly value-adding,
competitor-busting business future.

VII. Sales and Marketing Plan

▪ WHY DO YOU NEED ONE?
A sales and marketing plan is a written document that provides strategies for
introducing your product or service to a targeted audience of potential customers.
The pricing and distribution strategies that yield the maximum expected return on
investment are also covered.
• Based on the estimated market share and sales included in the business’s
original business plan.
• It requires research into the demographics of the intended customer base
and an algorithm to determine pricing along with a well-defined budget
tied to a particular time frame (quarterly, annually, etc.).
 • It should also specify the advertising channels, such as social media,
television spots or direct mail, with the highest probability of successfully
delivering your marketing messages relative to the money invested.
• A sales and marketing plan establishes benchmarks that can guide you if
circumstances force you to change course.

VIII. How a Sale Plan Differs from Marketing Plan

▪ Finding potential clients is the goal of the marketing portion of the strategy and
turning them into real customers is the goal of the sales portion.

1. MARKETING PLAN
▪ A marketing plan enables you to precisely identify what you want to achieve,
allowing you to strategize and chart the most effective way to get there.
When writing your marketing plan, it’s important to remember the
difference between strategy and execution:
▪ Strategy refers to the process of formulating and mapping out the direction and
goals of a company, whereas execution involves carrying out these plans in order
to achieve the desired objectives.

2. SALES PLAN
▪ The sales plan establishes the quantity of customers and determines whether
you can deliver your product in sufficient quantities to be profitable, whereas the
marketing plan identifies who your customers are.
▪ Determining how many prospective customers there are within your geographic
range, how many competitors you’ll have and whether your product will bring in
enough revenue to cover your expenses.

SPECIFIC STEPS YOU’LL NEED TO WRITE A SALES PLAN AND A

MARKETING PLAN:
A. MARKETING TEMPLATE
▪ Always Include an Executive Summary
- Here you can explain the rationale behind your company's existence
or the reason behind starting a business.
 - What’s the marketing opportunity that led you to start your business,
and what is your basic plan for executing it.
▪ Define Your Target Market
- Who is the target audience or potential customer base that will have
a sufficient need or demand for your product or service to be willing
to pay for it? What is the size of this market sector, its geographical
distribution, and what strategies will you employ to target them?
- Conduct a Total addressable market (TAM) analysis to help
determine market segment size.
▪ Explain Your Differentiator
- The thing that sets you apart from your competitors or what makes
your business unique.
- Be different enough in at least one key area — price, quality, service
or convenience — to stand out in your field.
▪ Attract Attention
- Getting your message in front of the right people at the right time and
right place.
▪ Find Your Why
- It is essential that you express your passion for your product. You
cannot reasonably expect others to make a commitment to purchase
something that you yourself do not completely support.

B. SALES TEMPLATE
▪ Pricing and Positioning
- Pricing and positioning are separate considerations that have to work
in concert. You need to balance this two to avoid bankruptcy or
business failure.
▪ Distribution Strategy
- The most important component of your entire plan. Do you have a
method for delivering your product or service to prospective
customers in a cost-effective way?
 ▪ Special Offers and Promotions T
- There is an overlap between sales and marketing. Ensure that your
sales and marketing plan incorporates these opportunities and
allocates the budget for them appropriately, either by including the
cost of marketing materials or deducting the discount from projected
sales income.

IX. Tailor a Sales and Marketing Plan that's right for you
- Sales and marketing plans have the potential to surpass common templates,
and the level of detail should be purposeful, aiming to identify the strategies that
work best for the specific needs of each business. The observation is made that
while large companies may produce extensive strategies, smaller businesses,
constrained by tighter budgets, might have more concise plans, but the brevity
should not undermine their importance. The key takeaway is the necessity for
synergy between sales and marketing components to align with the overall
company strategy.

X. R&D in your Marketing Success

- The foundational role of marketing in building a business and reaching a global
audience. It introduces the concept of Research and Development (R&D) as a
crucial factor in driving innovation and growth. R&D activities, involving
investigation and innovation, are highlighted as integral to the development of
innovative marketing styles. Examples, such as 3M’s Scotch Brite, showcase
how R&D can transform challenges into advantageous marketing opportunities.
 - Research and development (R&D) distinguish itself from immediate cause-and-
effect operations within an organization, focusing extensively on activities not
driven by immediate profit goals. Instead, R&D prioritizes long-term profitability
and marketing success. Proven as a valuable tool for business growth, R&D
involves researching the market and target customer needs, leading to strategic
formulation based on collected data. Businesses incorporating R&D increase
their chances of marketing success, enhance productivity, and gain a
competitive edge that is challenging for competitors to replicate.

Benefits of R&D for Marketing Success:

The multifaceted benefits of integrating R&D into business strategies, emphasizing the
following:

- Improved Marketing Efficiency: Discussing the maximization of return on

investment through strategic spending, R&D is presented as a tool to ensure
businesses spend on marketing as per the requirement.
- Unparalleled Innovation in Marketing: Innovation is identified as a key
differentiator, and R&D is positioned as the means to understand market needs
and trends, projecting the brand as innovative.
 - Realization of Internal Issues: Market research and development are presented
as a diagnostic tool to identify and address internal issues that may impede
marketing efforts.
- Overcoming Competitors: R&D is positioned as a competitive advantage,
providing insights into the market and allowing businesses to outperform
competitors through strategic promotion.

CONCLUSION:

- In conclusion, the pivotal role of tailoring sales and marketing plans to individual
business needs, emphasizing the symbiotic relationship between sales and
marketing components. It further highlights how the integration of Research and
Development into business strategies contributes significantly to marketing
success and overall business improvement. By understanding market needs,
addressing internal issues, and staying innovative, businesses can position
themselves for sustained growth and success.

REFERENCE:

Scribd. (n.d.). Lesson 6: Execution and Business Plan. https://www.scribd.com