Your Company President or CEO attends without charge when accompanied by one or more additional paid attendees
CEOs and company presidents attend for FREE with one or more paid attendees.
This seminar is perfect for you if your existing strategic planning is not giving you the results you need or if you are new to strategic planning.
Poor strategic planning is worse than no strategic planning. It can be a big waste of time and money. Even worse, it can lead to disaster. Avoid all this with Simplified Strategic Planning - a proven process to focus for superior performance without straining your resources.
Whether you've been doing strategic planning for years or starting from scratch, you can acquire a streamlined process for developing and implementing your strategy. In just two days, you will have learned this time-tested methodology, which has produced outstanding results for thousands of companies from a wide variety of business types.
"I wanted a simple, easily understood method for strategic planning. I got it."
Tom Leitha, CEO, Thin Film Technology
Convenient Dates and Locations from Coast to Coast
| Troy, Michigan September 30 - October 1, 2010 | Chicago, Illinois October 7 - 8, 2010 | Houston, Texas October 21 - 22, 2010 |
| Orlando, Florida November 4 - 5, 2010 |
Click here if none of these dates/locations work for you.
Take a Look at What You’ll Discover during This Hard-Hitting, Two-Day Seminar
Why Most Companies Fail at Strategic Planning
- Why strategic planning requires a big-picture approach, rather than a single "magic bullet" solution
- How to craft a strategy that is thorough, yet simple
How to Create a Great Strategic Team
- Why you should never plan by yourself
- Who should be on your team...and who must NOT be
- How to build team commitment
- Ways to pinpoint the best team leaders
How to Dominate Your Market
- Why you must define your market with laser-like focus when creating a strategic plan
- The right way to segment your market for maximum profits
- The #1 mistake most companies make when doing segmentation
- How to gain market share...no matter how tough the competition is
How to Get Information You Need
- Why the information you gather is critical to the success of your plan
- The hands-down best way to gather information
- Why you never want too much information...and how to know when you have enough
- The truth about who should gather information for you (hint: the answer may surprise you)
How to Measure Key Success Factors
- The key areas to measure that drive your business
- The accurate way to measure intangibles
- How to create a profitability analysis to uncover and enhance your best profit centers
- The one thing you must always measure to ensure the very survival of your company
How to Find Your Unique Strategic Competency
- Why every company must find its strategic competency and what to do if you can't find one
- The three elements of every strategic competency
- How to sustain your strategic competency
- The three specific tests that every strategic competency must pass
How to Make Good Assumptions
- How to avoid one of the biggest mistakes of strategic assumptions
- How to anticipate the turning points in a trend
- What to do when it's impossible to make a reasonable prediction
- The four steps to minimizing assumption errors
- How to prepare for the unexpected
How to Select and Exploit Your Best Opportunities
- How to avoid the dreaded "group think"
- How to use creative brainstorming to uncover breakthrough ideas
- How to stimulate creative thinking about opportunities
- The four criteria you should use to assess the viability of any new opportunity
How to Protect Your Company From Potential Threats
- The most important question your company must answer to anticipate any strategic threats
- The five steps you must take to minimize the impact of any significant strategic threat
- How to evaluate perceived threats to identify those with the greatest potential impact
How to Determine Your Strategic Focus
- The six options for your company's strategic focus
- How to align your strategic focus with your strategic competencies
- The four key factors of market attractiveness
- The seven key characteristics of your competitive position
- The five core business strategies
- How to select the best strategy for each market segment
- The four options for your competitive strategy
- How to select a competitive strategy for each market segment
How to Get From Where Your Are To Where You Want to Be
- How to set measurable, specific and achievable strategic objectives
- How to achieve 80% to 90% of your strategic objectives (most company achieve only about 30% of their objectives)
How to Best Allocate Your Resources To Meet Your Objectives
- How to determine resource needs and availability
- How to find the money and the time to carry out your strategic plans
How to Most Effectively Use Your Strategic Plan
- Why the planning process produces better results each time you use it
- How to use your daily behavior to communicate your plan throughout the company
- When to update your plan
- How often to monitor your progress
Armed with Simplified Strategic Planning, You Will...
- sharply focus your efforts on what is most important to your future success.
- improve tomorrow's results through efficient and effective strategic management.
- achieve your highest potential.
- take control of your destiny by establishing a lean, effective strategy process that fits your business.
- reach and stretch for higher levels of attainment.
- identify and resolve your toughest strategic issues.
- translate the company vision into personal involvement and alignment for your employees.
- generate motivation enthusiasm and commitment.
- accomplish all of this without interfering with the conduct of your business.
- achieve up to 90% of your strategic objectives.
- revitalize your company.
- grow your profits and company value.
FAQ
JUST EXACTLY WHAT IS STRATEGIC PLANNING?
"Strategy" is the leadership's sense of vision as to the overall course and direction of any endeavor or enterprise, be it war, government, a profit-seeking business, a non-profit organization, sports, one's personal or one's family life.
The term "strategic planning" refers to a coordinated and systematic process for developing a plan for the overall course and direction of the endeavor or enterprise for the purpose of optimizing future potential.
For a profit-making business this will involve questions as to "what shall we sell", "to whom shall we sell it" and "how shall we beat or avoid competition?" It may well involve other questions, such as; ownership and capital structure.
The central purpose of this process is to assure that the course and direction is well-thought-out, sound and appropriate and to assure that the limited resources of the enterprise (time and capital) are sharply focused in support of that course and direction. The process encompasses both strategy formulation and implementation.
DOES EVERY COMPANY NEED A STRATEGIC PLAN?
Every endeavor or enterprise already has a course and direction( aka strategy). These range from some vague sense of the desires of the owner to massive, overly sophisticated master plans. That strategy may be anything from abysmal to near perfection. It may be carefully thought out or driven by tactics. Even formally planned strategy can be terribly flawed. So the real question is not whether every company needs a strategy, but rather whether the company's strategy needs to be well-thought-out, sound, appropriate and do-able. The answer is self-evident because if you don't lay out thoughtful course and direction for your company, events will dictate one for you.
WE ARE HIGHLY SUCCESSFUL ALREADY: WHY SHOULD WE PLAN?
Success is strong evidence that a company has had a sound and appropriate strategy. Note the past tense. There is absolutely no guarantee that yesterday's sound and appropriate strategy will continue to be successful in the future. Indeed, there is great danger in assuming so without adequate study
CAN A SMALLER COMPANY AFFORD THE TIME FOR STRATEGIC PLANNING?
Experience shows that the top management team will devote approximately 2-4% of its time to SIMPLIFIED STRATEGIC PLANNING. In reality, structured strategic planning is not something more to do, but rather a better way of doing something already being done.
Indeed, in the long run it is a net time saver. It should be acknowledged that there is a danger of strategic planning becoming a time trap. Avoiding that trap is one of the fundamental purposes of SIMPLIFIED STRATEGIC PLANNING.
WHY PLAN IN A WORLD THAT IS HIGHLY UNCERTAIN?
There is sometimes the feeling that forward planning is futile because it will be overwhelmed by unanticipated events and developments. Uncertainty is, indeed, a major problem in forward planning. However, to conclude that the best way to deal with the problem is to not plan is an ostrich-like response. To the contrary, the greater the uncertainty, the greater the need for good strategic planning.
HOW CAN WE BE CONFIDENT THAT OUR PLANNING WILL BE SUCCESSFUL?
Even in the presence of a structured strategic planning process, it is quite possible to formulate unsound, inappropriate strategy and/or to fail at implementation. There are many pitfalls. Above all, much of what is popularly "known" about strategic planning is just plain wrong.
What is required is a sound approach, management commitment and good planning leadership. One of the best first steps toward acquiring these prerequisites is to attend our seminar on SIMPLIFIED STRATEGIC PLANNING FOR SMALL TO MID-SIZED COMPANIES. This seminar lays out a streamlined, yet thorough, approach to strategic planning and implementation. It demonstrates a variety of techniques for obtaining management commitment. And it details the necessary attributes of good planning leadership. Following the proven methodology presented in this seminar will save both time and money. It will make the process easier (though not easy). And it will help you avoid the pitfalls.
HOW MUCH TIME WILL IT TAKE?
Strategic Planning can take a much or as little time as you want to devote to it. Typically, a company should devote 2-4% of top management time annually to the creation and monitoring of the strategic plan.
WHO SHOULD ATTEND THE SEMINAR?
This seminar is intended for top level management from independent companies and subsidiary operating units of large companies. It will benefit those who want to improve tomorrow's results by initiating strategic planning and those who want to improve the effectiveness and efficiency of their existing planning process. Providers of a wide variety of goods and services - both industrial and consumer - have profited from this program.
THE SIMPLIFIED STRATEGIC PLANNING PROCESS - HOW IT WORKS
There is no denying that strategic planning involves complex issues. But finding your course and direction doesn't have to be complicated.
Any strategic planning process involves digesting information and some fairly difficult analysis. Good strategic planning should be simplified, not simplistic.
The Three Key Questions
The Simplified Strategic Planning process is a step-by-step roadmap for answering the questions at the heart of the matter. The three key questions:
- What are you going to sell?
- Who are your customers?
- How can you beat or avoid the competition
The first two questions define the breadth, scope and focus of your business. First you must decide what you will do or will not do, and then you must decide who you will serve in the marketplace. These questions help you determine an appropriate focus.
We have found that many companies do not want to be focused and seem to go out of their way to avoid narrowing things down. The leaders of such companies usually can't stand the idea of not pursuing a sale. Often, when asked the question, What are you going to sell? such leaders answer "Everything we can." That's not focus. That's a pursue-everything approach - that person will also answer "Everyone we can," to the question, Who are you going to sell to? The problem to the two answers, of course, is that there is a third question and that question defines what are your resources. If you are trying to sell everything you can to everyone you can, you will need an awful lot of resources.
It's that third question that brings out a sense of realism in your strategic plan. When you get into the third question and begin examining your competencies, strengths, capabilities and infrastructure, you will really understand the importance of focus. You cannot profitably sell everything you can to everyone you can. Instead, you need to focus on applying specific capabilities to target markets. This will allow you to use your resources to your advantage instead of just using them up.
These questions are the heart of the Simplified Strategic Planning model because at each step along the way you will be working towards answering them. As you do you will learn and grow. And as you learn and grow, you will create a well-considered plan. In the end, you will have a strategy that works and gives specific answers those three questions.
Simplified Strategic Planning process structure
At the broadest level, the Simplified Strategic Planning process is a series of structured meetings in which you start by gathering some basic data and facts about your external and internal situation. Then, you try and build a consensus about some assumptions for the future, including opportunities, threats and scenarios. After you've researched the necessary facts and developed assumptions, you sit down and review it with your team and make sure everyone understands it and agrees with it. This is a central part of any strategic planning methodology because this information shapes all further discussion about strategy.
You will discuss this information and talk about its implications for your company's strategy. Then you will identify some issues that affect strategy. You will also consider how you might shoot yourselves in the foot. From there, you will go on to develop your strategy (course and direction). Then you define goals and objectives and get into the questions of:
- How do we get there?
- How much is it going to cost?
- When do we arrive?
- Who is responsible?
The Simplified Strategic Planning process covers nine items in three meetings. The first meeting is two days, the second is three days and the third meeting is two days and you will cover:
- Gather information
- Assess capabilities
- Make assumptions
- Make strategic assessments of present and potential market segments
- Develop core business strategy, competitive strategy, development strategy and financial strategy
- Establish goals and objectives
- Develop action plans to turn your objectives into results
- Finalize action plans after considering resource requirements and availability
- Schedule reviews of developments, progress and performance.
The point of the Simplified Strategic Planning process is to make the plan manageable. If you want to create a beautifully-bound 700-page bookend that everyone has and no one uses, you'll probably need a lot more meetings (just to design the cover). But if you want to create a plan - a real, workable plan that everyone can relate to quickly, - the Simplified Strategic Planning process is for you.
- It starts with situation analysis - understanding your current situation and what your assumptions might be going forward.
- Then there is strategy formulation - making decisions based on those inputs.
- Finally, there is implementation planning - taking your decisions and driving them home in the organization to get results.
Remember the whole reason to do this is to get results. Implementation must be specific because when it is not it is invariably lackluster. The Simplified Strategic Planning process leads to specific implementation of a strategy. Dream it and then do it. That's how it works.
In total, the Simplified Strategic Planning process works out to about seven days of meetings, spread out over twelve weeks so that it won't interfere with your day-to-day business.
Sound Strategy + Effective Implementation = Solid Success
At the end of the Simplified Strategic Planning process, you end up with action plans that support your objectives. You allocate money though budgets, and you allocate time through time worksheets, and you have things being done on time and on budget because you have a strategy that fits the best information at your disposal. You should have in hand 6 to 10 action plans of things that specific individuals are going to do at specific times. They will take specific amounts of time and of money - numbers that everyone will agree are realistic commitments - and they will get things done. That's strategy with teeth. To learn more, visit the strategic planning seminar page.
Testimonials
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5001 West St.
Joseph Hwy. Charles L. Bradford Dear Mr. Bradford: Thank you for providing me with what I firmly believe to be the two most productive days of my business career. You made the comment that strategic planning is the ultimate time management tool. I have found this to be true. Before attending your seminar our organization was troubled by a sense of uncertainty and confusion. Needless to say, enormous amounts of time and money were wasted. We followed your recommendations to the letter and the result was a totally penetrating self-appraisal of our company's strengths and weaknesses. We evaluated our industry and our competition and we were able to clearly see where our opportunities existed. What you provided us was a clearly developed step by step process for developing a strategy. We now have focus, commitment and high employee morale. In short, we now know where we want to go and how we are going to get there. This focus, commitment and morale has resulted in our company achieving the INC. Magazine list of the 500 fastest growing companies. Thanks for providing us with the "intellectual software" that allows us to this very significant achievement. Sincerely,
William J. Costello |
"A very clear concise practical approach to a business function that we've stumbled over for years. We're going to use this!"
John LeBlanc, Vice President, Performance Designs, Inc.
"Simplified Strategic Planning provided us a straightforward process that helped our already successful organization set a much clearer direction for the future."
Ed Engle, Jr., President, Rima Manufacturing Company
"A system that is very well honed. Important for those who are serious about planning but need to make every second count."
Dean Arnold, V.P. of Public Operations, Kenco Group, Inc
"...this program will revise our current floundering SP process."
Program Attendee
"Good information. I believe that any company that realistically follows the material will be successful."
Robert Taylor, General Manager, Allcable
"I signed up cautiously; I came to the seminar a bit of a skeptic; I left energized and anxious to apply the learning to our company."
Scott Bolinder, Executive Vice President & Publisher, Zondervan
"The information was very focused, tangible and practical...which allows you to go off and apply it immediately. Very well done. I learned a lot and am anxious to get started!"
Connie Leachman, VP Customer Relations, Topflight Corp.
"As the chairman of [the strategic planning] effort your program has given me the tools I will need to clearly move our organization through the development and ultimate implementation of our strategic plan. I'm confident that I am now ready to lead this effort for our company."
Kevin Lapanne, Executive Vice President, Dooley & Mack Constructors Incorporated
"Simplified Strategic Planning provides a logical and timeless framework for analyzing our industry, our company's place in it, and the goals we need to meet in order to achieve our strategic objectives. Using this process for three years, we have doubled our sales volume and have also doubled our operating profit percentages."
G. Alex Bernhardt, Sr., Chairman and CEO, Bernhardt Furniture Company
"Gave me a very specific, step by step process to accomplish something which I could never even conceptualize before the program!"
Paul Clark, Jr., Sr. VP, Sturgis Molded Products Company
"Our company is just completing its 2nd cycle of Simplified Strategic Planning. We are expanding the process to additional divisions for the 3rd cycle."
Scott Christensen, Project Manager, Hormel Foods
"What we accomplished...was unprecedented in our company's history...we have defined a consensus among the top management as to what kind of a company we will be for the next five years.
Establishing this shared vision and the means to achieve it would not have been possible without strategic planning. This process is extremely well organized and compelling while allowing the special human attributes of our organization to flourish."
Harris C. Footer, President and CEO, Easy Day Manufacturing Company
"Excellent presentation. Well presented. Well organized. One of the very best programs I have attended. I can put this to work immediately to benefit my company."
Program Attendee
"...this will be an invaluable tool as I move forward."
Terrence Corgan, Regional Sales Manager, Medfax Corporation
"We have used planning methods for the past three years with moderate success. The step by step logical process presented in this program will help us take our company to the next level in terms of profit and growth."
Scott Zimmer, Vice President of Accounting/Finance, F.P. Horak Company
"A straightforward approach to strategic planning which will work -- not an overwhelming process. Will help us create realistic plans."
Rick Lockwood, Certified Grocers of California Ltd.
"Using Simplified Strategic Planning, VPI tripled sales over 5 years. It has helped us identify opportunities, better understand our markets, and focus our resources to attain the business results we desired...it has contributed in a significant way to VPI achieving our growth and profit objectives."
T. Godfrey Mackenzie, Vice President, Vinyl Plastics, Inc.
"I have been to numerous programs, but this has by far been the best. You have a powerful message..."
Mark Miskie, Director of Landscape Products, John Deere Company
"You can't afford not to come and invest two days of your time for the practical application of strategic planning that defines you future."
Blake Ryan, Executive Director, PlainJoe Studios
"The Simplified Strategic Planning process...provides a solid theoretical approach that is applied in a very 'real world' down-to-earth manner. The program does an excellent job of providing a defined framework for the planning process without turning it into a mechanistic 'fill out the form' exercise. The framework helped us make sure that we were identifying and analyzing the key issues; it did not do our thinking for us. Finally, I felt the emphasis on the development of specific objectives and action plans are the keys to ensuring that strategic planning isn't just an interesting annual exercise that subsequently collects dust on a bookshelf. I know the strategic plan we produced will make a major difference in the performance of our business."
Roger A Carolin, President and CEO, CFM Technologies, Inc.
"We do planning at a number of different levels, but this approach will focus our future work in a more unified way."
Greg Owen, O. D. Consultant, American Family Insurance
"A process that is based on years of experience - not ivory tower theories. Appropriate for companies with no time for 'fluff'."
Ruth Ann Church, Project Manager, Great Lakes Trade Adjustment Assistance
"I've been doing business planning for over ten years, and this course provides a simple methodical approach that I will find useful. This is an area where we have previously struggled."
Lisa Hardy, Director of Business Planning, Blue Care Network of Michigan
"I was pleased to see that even our very small business will be able to use the concepts and principles discussed."
Michael Holcomb, President, MP Holcomb Engineering Corporation
"It was the best business related seminar I have ever attended. The information was precise, easy to understand and, in fact, enjoyable."
Steven Draeger, ARMEX Product Manager, United Hardware Distributing Company
"This is the most cost effective way to begin the planning process."
John Campbell, President, C.C. Lynch & Associates
"Simplified Strategic Planning provides a framework for creating direction in a manner that moves away from guesswork and toward intelligent selection. The end result: a destination of choice, not chance."
Jack Lowe, Jr., Chief Executive Officer, TD Industries
#2 of Fortune 100 Best Companies to Work for in America
A Sample of Companies That Have Recently Attended
| Accident Fund Insurance Co. of America | Colbond Inc. | Holland Engineering, Inc. | Padilla Speer Beardsley |
| Addison Products Company | Comar Inc. | Hormel Foods Corp. | Pal-Tech Inc. |
| Advance Transformer Co. | Conbraco Industries, Inc. | Hospitality International | Petersen Industries, Inc. |
| Advantage Federal Credit Union | Datamatic Group LLC | H&R Block | Prime Graphics |
| Air Force Medical Logistics | Dewied International Inc. | Injun Enterprises | Principal Financial Group |
| AKZO Nobel Decorative Coatings | Diversified Data Services Inc. | Inline Plastics Corp. | Ready Access |
| Alliance Data Systems | DNE Technologies Inc. | Jones-Zylon Co. | Rich Products Corp. |
| ALPS Automotive, Inc. | Doug Hendricks Consulting | J. R. Clancy, Inc. | Rigaku/MSC, Inc. |
| American E & S | Eastern Mortgage Co., Inc. | Kroeschell Operations, Inc. | Scotts Lawn Service |
| American Seating Company | ECP Incorporated | Lake City Industries | Sentel Corp. |
| American Wood Fiber | Edgetech I.G., Inc. | LAMMICO | Steris Isomedix Services |
| Anchor Wall Systems, Inc. | Edward C. Levy Co. | Lancaster Colony Corp. | St. Mary Galvanizing Co. Inc. |
| Anderson Development Co. | Electro Chemical Finishing Co. | Lasertel, Inc. | SymCom, Inc. |
| Antares Management Solutions | Estes Design & Manufacturing Inc. | Lea County Electric Coop. | TechGroup Inc. |
| Antler Software | Exxon Mobil | Letterkraft Printers, Inc. | The McFarland Institutes |
| Battelle | FasTest Inc. | Liturgical Publications Inc. | Toolbuilders Laboratories, Inc. |
| BBS Inc. | Federal Reserve Bank of Cleveland | Load Rite Trailers, Inc. | Traverse Precision, Inc. |
| Benjamin Moore & Co. | Furniture Find Corp. | Louisiana Rehabilitation Services | Tremco, Inc. |
| Bergen Regional Medical Center | G-U Hardware, Inc. | L.B. White Company Incorporated | Tri-Tec, LLC |
| Bil-Jax Inc. | G & P Trucking Co., Inc. | MascoTech Industrial Components | Trico Manufacturing Corp. |
| Blue Cross Blue Shield of Michigan | Garrett Group, LLC | Master Pneumatic - Detroit | Trident Computer Corp. |
| Bridge Bank | General Carbide Corp. | McKesson | United Forming Inc. |
| Bucyrus Precision Tech, Inc. | General Press Colors, Ltd. | Medtronic Inc. | U.S. Central Credit Union |
| Candella Automotive Products, LLC | Goodrich Corp, Turbine Component Services | Members Investment Services | Verizon |
| Carlson Airflo Merchandising Systems | Gougeon Brothers Inc. | Mitsui Chemicals America, Inc. | Welch Allyn, Lighting Products Division |
| CGE CareSystems, Inc. | Greenpoint Technologies, Inc. | Northrop Grumman | Wentworth-Douglass Hospital |
| Champion Mortgage | Group Health Coop. of South Central WI | Northstar Polymer LLC | Wolf X-Ray Corp. |
| Cher-Make Sausage Co. | GSM Industrial | Operating Engineers Local Union No. 3 | |
| CHI Systems Inc. | Heat Controller, Inc. | Ottens Flavors |
Meet Your Instructors
America's Top Experts on Strategy for Small to Mid-Sized Companies
All course leaders have extensive innovative hands-on experience in leadership and strategic planning in small to mid-sized companies. All have strong academic degrees and are highly acclaimed presenters. They have been carefully chosen for their ability to translate critical processes into easily grasped concepts with step-by-step implementation procedures.
They have used their expertise to manage change and growth in hundreds of companies nationwide through successful strategy development and implementation. They will acquaint you with leading edge strategic planning and give you the insight to achieve superior results. You will also receive proven methodology to assure success.
Dana Baldwin
Dana Baldwin has managed two different machine tool companies, coming up through the ranks from a beginning engineer to become Chairman, President and CEO of one company. He then joined a startup company that had purchased a product line from his original company. He was instrumental in establishing the new firm as a leader in the market place. Dana actively leads strategic planning in dozens of companies in a wide variety of industries with consistently good results. Clients include regional telephone companies, a chemical recycler, a logistics company, a multi-national institutional furniture company, a multi-division plastics company, a multi-national industrial pump company and a community college. Recent articles by Dana include: "Dealing with a Low Cost Competitor", "The Strategy of Succession Planning" and Addressing the Challenge of China's Labor Cost Advantages. Dana has a BS-IE form the University of Michigan, and a Master of Management from the Kellogg Graduate School of Management at Northwestern University. A very effective presenter, Dana brings a unique combination of theoretical and practical knowledge as well as humorous insight to his programs. Dana leaves his seminar attendees with practical, "how-to" steps that they can apply to facilitate their learning. "Mr. Baldwin is a very likeable fellow, who comes across in an easy to follow manner." Greg Tweed, Executive VP & COO, Nortech Systems, Inc. |
Denise Harrison
As President of a $50 million financial services firm, Denise significantly enhanced profitability and enhanced cycle time by 60%. As President of a division of a Fortune 500 company, she successfully researched and developed the corporation's international expansion. As a strategy consultant, her clients include manufacturing companies ranging from specialty chemicals to computer storage devices, and services companies ranging from insurance to software developers. This hands-on experience gives her fresh insight into current business issues. She is the author of numerous articles including: "Innovation - Where to Look for It", "Strategic Planning: Sometimes a Road Less Traveled is Best", "March to a Different Drummer", "The New Economy: What is it? How Will It Impact My Business?", "Weathering Uneven Economic Growth" and "Turning Strategy into Action". Denise's background includes "old" and "new" economy experience combined with diverse functional experience, which enable her to communicate with executives peer to peer using thought provoking real life examples. Her presentations energize executives to think strategically, execute efficiently, and capitalize on the intellectual capital resident in their organization. Executives take away practical ideas for enhancing their organization's performance. Denise graduated from Wellesley College with a BA in Economics and has a MS in Business Policy from Columbia University. "Denise is fantastic... a powerful message... It is a superb recipe for business success. I found this more useful than any seminar I have attended - including those by Michael Hammer." Mark Miskie, John Deere & Company |
Robert Bradford
Robert has assisted many clients in a wide variety of industries, delivering outstanding results. Recent articles by Robert include: "Re-thinking the SWOT Analysis", "Understanding the Competitive Value of Your Brand", "Dealing with Powerful Customers" "Understanding Value", and "What Does Your Company Mean". A Graduate of Princeton University, with a A.B in Military History, Robert holds an MBA degree from the Amos Tuck School of Business Administration and has completed Post-graduate work at the London Business School. Robert is a member of the National Speakers Association and a Certified Speaking Professional. As a nationally acclaimed speaker, Robert blends a unique combination of broad knowledge and humorous insight resulting in seminars that are lively and practical at the same time. He has great relevant examples for every situation, and his presentations are crammed with great tips. 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 nuts-and-bolts strategic thinking into every seminar presentation. "Your seminar...far exceeded the expectations we had when we first decided to participate." Mario Apruzzese, Cabana Foods, Inc. |
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Dana brings more than 30 years of business experience to his seminar participants. He has held senior management positions, including Chairman, CEO and COO, in mid-sized companies. He is familiar with all functional areas, having also served in sales, sales management, production, and engineering. He has a Masters of Management from the Kellogg School of Management at Northwestern University. His critical thinking skills have been well developed and honed with more than 10 years experience leading companies through Simplified Strategic Planning.
Denise has been a successful strategy catalyst for over 20 years. She understands tough situations and envisions solutions in a variety of environments.
Robert Bradford is the keenly creative and insightful CEO of the Center for Simplified Strategic Planning and co-author of of the Schedule by Date
| Troy, Michigan September 30 - October 1, 2010 | Chicago, Illinois October 7 - 8, 2010 | Houston, Texas October 21 - 22, 2010 |
| Orlando, Florida November 4 - 5, 2010 |
Click here if none of these dates/locations work for you.
100% No Questions Asked, Money-back Guarantee
Whether you've been using strategic planning for years or you're starting from scratch, we guarantee that this program will contain the most valuable information you will ever see on strategic planning. If you don't feel that this is, hands-down, the absolute best system for strategic planning, you will receive a prompt and courteous refund of your course fee.
Put this unique, practical, no-nonsense approach to strategic planning to work and achieve a winning strategy for your company. You will also achieve peace of mind - knowing that the future of your company is strong - with each passing day getting closer and closer to your ultimate picture of success.
There is no better time to do it than now.
Included at no extra cost...$1,700+ in Planning Resources
When you attend Simplified Strategic Planning for Small to Mid-Sized Companies, you'll receive:
- The Simplified Strategic Planning Manual. Complete with comprehensive instructions, illustrated worksheets, and worksheet templates, this invaluable guide will be a trusted reference that you'll use again and again when you begin implementing Simplified Strategic Planning. (A $495 Value)
- The best selling book, Simplified Strategic Planning: A No-Nonsense Guide for Busy People Who Want Results Fast! (A $25 Value)
- Five Strategy booklets., (A $55 value)
- Alignment for Implementation: Getting Your People to Make Your Strategies Work
- Unbeatable Value Strategy: How to Create Value for Competitive Advantage
- Elements of Innovation: How to Achieve Innovation in Mid-Sized Companies
- Simplified Strategic Planning in Action
- Strategic Planning Tune-Up: Tips from the Center for Simplified Strategic Planning
- 1-Year Access to the CSSP Support Hotline. Your instructor will answer the questions that pop up after the seminar ... once you begin implementing Simplified Strategic Planning. (A $1,200 Value)
- Lifetime Subscription to Course and Direction. This bi-monthly electronic newsletter delivers cutting-edge insights and helpful tips for keeping your strategic planning on course. (priceless)
Five Easy Ways to Register
SUBMIT your registration via the Internet using our secure registration form.
MAIL your registration to (click here for registration form pdf)
Office of Executive Development Programs
James B. Henry Center for Executive Development
Michigan State University
3535 Forest Road
Lansing, MI 48910-3831
FAX your registration (click here for registration form pdf)
(517) 353-0796.
This line is available 24 hours, every day!
CALL Michigan State University at (800) 356-5705 between 9:30 am and 4:30 pm EST.
Email at vescolanis@bus.msu.edu
Register before September 10 and get a $1000 discount.
Registration & Fees
Reserve a block of seats for yourself and your associates today by completing the registration request or by calling MSU at (800) 356-5705. $1895 $895 per person for registrations received before September 10. CEOs and company presidents attend for FREE with one or more paid attendees. There is a $200 discount for teams of three or more. The fee includes two continental breakfasts.
A check-in desk will be open at 8:00 a.m. outside the meeting room at each location. The program hours are 8:30 a.m. to 5:00 p.m. on the first day and 8:00 a.m. to 3:30 p.m. on the second day.
Program hours are from 8:30 a.m. to 5:00 p.m. on the first day and 8:00 a.m. to 3:30 p.m. on the second day.
Accommodations
Hotel accommodations are not included in the registration fee. However, if you desire assistance, please call Elizabeth Tidd at the Center for Simplified Strategic Planning - (734) 995-3465.
Bring Your Team and Save $200!
Teams of three or more from the same organization receive a $200 discount. Additional discounts are available for larger groups. Call MSU today at (800) 356-5705 register you and your team!
Registration Form
Company Presidents and CEOs attend without charge when accompanied by one or more additional paid attendees
Please select one of the following dates/locations. |
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| Enter Number of Paid Registrations (do not include free registration or prepaid certificate) | |
| Total Amount Due: | |
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| Exp.(mmyy) (required for credit card payments) | |
| Card No. (required for credit card payments) | |
| Purchase Order No. | |
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© Copyright, Center for Simplified Strategic Planning, Inc., Southport, Connecticut, 1999-2001