Strategic Planning Consultants - Dana Baldwin

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Home -> -> Strategic Planning Consultants - Dana Baldwin

Dana Baldwin

Dana Baldwin

Video Testimonials

Strategic Planning at Vista with Dana Baldwin
David Hagman
President & CEO
Vista International Packaging
Jeb Bell CEO Equipment Controls
Jeff Bell
President
Equipment Controls Co.

Written Testimonials

To arrange a discussion with Dana about how he could help you get superior results through superior strategy, please click here to send him an email.

Dana BaldwinDana brings more than 30 years of business experience to his clients and participants in the seminar, Simplified Strategic Planning for Small to Mid-Sized Businesses. He has held top management positions, including Chairman, CEO and COO, in small manufacturing firms. He is familiar with all functional areas, having also served in sales, sales management, production, and engineering.

As President of Oliver Machinery Company, which his family founded in 1890, Dana navigated through the challenges of management transition in a closely held family company. He restructured the firm to address litigation threatening its survival and re-capitalized the firm by selling off one of its product lines. This process established liquidity for the family and provided its fastest growing product line with growth capital. The acquiring firm recruited Dana to establish a new management team and run the business.

Dana is active in a variety of industry and public service activities. He served as Chairman of the Board of one of the largest trade shows in the U.S. and has testified on reforming liability and tort legislation at both Federal and State levels. He has also served on advisory boards for the University of Michigan and numerous community organizations and foundations.

Dana has a BS from the University of Michigan and a Master of Management from the Kellogg Graduate School of Management, Northwestern University. He enjoys collaborating with people at all levels of business to optimize their firms' future potential.

Articles

This is one of the most interesting articles on business strategy that I've read in a while. I wish you had been my business strategy professor back in college.
- Brandon McBride in regards to Sustainable Strategic Advantage by Dana Baldwin

Flight of the Buffalo: Soaring to Excellence, Learning to Let Employees Lead
"Shoot Yourself in the Foot" – Why do this exercise?
The Strategy of Succession Planning - Part Four
The Strategy of Succession Planning - Part Three
The Strategy of Succession Planning - Part Two
The Strategy of Succession Planning - Part One
Is There a Reason Why Your Team’s Good Ideas for New Products or Services Don’t Get Implemented?
Why You Should Use an Outside Leader for Your Strategic Planning
Strategic plan not complete?  Why not?  Here are some frequent sources of roadblocks
When Strategies Go Bad - Part Five -Summary
When Strategies Go Bad - Part 4 - Tyco
When Strategies Go Bad - Part 3
Could You Lose Your Way in the Marketplace?
When Strategies Go Bad - Part 2 - Global Crossing
When Strategies Go Bad - Part 1 - IBM
Communication: A Key Element of Building Trust
Team Building at the Executive Level
Marketing: A Key to Long Term Success Part Six
Marketing: A Key to Long Term Success Part Five
Marketing: A Key to Long Term Success Part Four
Marketing: A Key to Long Term Success Part Three
Marketing: A Key to Long Term Success Part Two
Marketing: A Key to Long Term Success Part One
Do You Listen to Your Marketplace?
Customer Service – Thinking Outside the Box
Dana Baldwin reviews Kumar's book Marketing as Strategy
Unintended Consequences of Well-intentioned Actions
Another Look at What Makes Good Customer Service
Why Don’t Companies Plan?
Improve Morale Part 7 – Strategic Thinking Points
Improve Morale — Increase Motivation! Part Six
Improve Morale — Increase Motivation! Part Five
Improve Morale - Increase Motivation Part 4: Why managers don't delegate
What is a “SMART” Objective?
Improve Morale — Increase Motivation! Part Three - Effective Delegation
Improve Morale — Increase Motivation! Part Two
Improve Morale — Increase Motivation! Part One
OBJECTIVITY - A Key to Good Planning
Assumptions and Uncertainty
STRENGTHS AND WEAKNESSES – Part Five
STRENGTHS AND WEAKNESSES – Part Four
Using Multiple Channels Can Dilute Market Image - Lessons Learned from Goodyear
STRENGTHS AND WEAKNESSES – Part Three
STRENGTHS AND WEAKNESSES – Part Two
Strengths and Weaknesses – Part One
Market Segmentation - Starting with the Basics
Focus
When Your Strategic Plan Execution Stalls
Strategic Planning – Only for Corporate?
Competing with a Low Cost Competitor
Dealing with a Low Cost Competitor
How Engaged are You as a Leader?
Execution - Why Good Plans Can Fail
Value or Low Price?
Strategic Planning Team - What Company Functions Should Be Represented?
Customer Loyalty -- Is it Your Company's Priority?
What is Focus?
Is Your Marketing Working for You?
Follow-through -- The Key to Strategic Planning Success
Why don't some organizations do strategic planning?
Hire Well to Sustain a Positive Work Environment
Strategy: Low Cost or Differentiation
Market Segmentation - Starting with the Basics
Is Your Marketing Working For You?
What do you need to start strategic planning?
LEADERSHIP CHARACTERISTICS - ARE YOU A GOOD LEADER?
Strategy and Culture – How do they interact?
Employee Engagement: Key to Your Company’s Profitability - A Case Study
Making the Case: Employee Engagement
Professionalism – Do Your Customers Believe You Have It?
Succession Planning in a Family Business
Why Do Your Customers Buy From Your Company?
Is an Executive Coach Worth the Time and Cost?
TEAM-BUILDING A GREAT STRATEGY OR FLUFF?
STRATEGIES FOR EFFECTIVE B2B SELLING
Don’t Let Success Spoil Your Future! Steps Your Company Needs to Take to Avoid Obsolescence
Monitoring Your Strategic Plan--Quarterly Reviews and Annual Updates
Sustainable Strategic Advantage
Is Your Company a Good Supplier?
How Do You Handle Under-performers?
What Kind of Leader Are You?
How To Provide High Value In Competitive Industries
How Has The "Great Recession" Impacted Your Company?
Final Steps: Follow-through and Monitoring
Strategy Analysis 2: Maintain Strategy
Is Success Your Worst Enemy?
How Agile is Your Company?
Strategy Analysis: Expand
Next Steps: Will we be ready to take advantage of the improving economy as it arrives?
Time to Start Planning for Growth – Step One: Analysis
Here We Go Again – The End of Strategic Planning is Forecast - Again
IS YOUR PRICING STRATEGY RIGHT?
Is your New Product Development Process Complete?
What is the Difference Between a Business Plan and a Strategic Plan?
Are You Promoting Your People Wisely?
IS YOUR COMPANY TAKING ADVANTAGE OF THE SLOW ECONOMY?
Internal Communications for Effective Strategic Implementation
Retaining Your Customers
Strategic Planning: To Do or Not To Do – That is the Question
Follow-through -- the Key to Strategic Planning Success
Is Your Marketing Working for You?
Mentoring--Art or Science?
Customer Loyalty -- Is it Your Company's Priority?
Competing with a Low Cost Competitor
Dealing with a Low Cost Competitor
Execution - Why Good Plans Can Fail
Market Segmentation -- Starting with the Basics
Focus
Strengths and Weaknesses
Addressing the Challenge of China's Labor Cost Advantages
Who are the Experts?
When Strategies Go Bad
The Strategies of the Innovation Process
Creating an Environment for Innovation
Marketing: A Key to Long Term Success
Strategies and Processes for a Changing Economy
The Strategy of Succession Planning

M. Dana Baldwin

To arrange a discussion with Dana about how he could help you get superior results through superior strategy, please click here to send him an email.

5075 Spring Ridge Drive
Ada, MI 49301
Phone: 616-575-3193
E-mail:


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