Process Improvement Plan Final

ACTION PLAN 2

Running Head: ACTION PLAN 1

Introduction

An action plan is a very important tool in as far as strategic management is concerned. This is because it reveals the course of action that will be undertaken in order to achieve the ultimate goal of any given project (KU Work Group for Community Health and Development, 2018). In this case, the action plan described will be used to identify the steps needed to complete the plan, the individuals responsible for incorporating changes, the specific timeframe for completing specific steps in the project and finally the resources necessary to complete each step. More importantly the action plan will provide a communication channel connecting the audience and stakeholders of the project. All these are summarized in the table below;

Table Action Plan

Action	Resources	Time allocated	Responsible person	Deadline
Build 5 more Restaurants	Land Buildings Furniture and Fixtures Machinery	1 year	CEO	In 1 financial year
Increase Advertising to three major platforms	Funds Social Media Platforms Workforce	2 weeks	Marketing Manager Sales Manager	Two weeks after opening
Introduce new food items on the menu	Food Suppliers Kitchen Equipment	1 week	Restaurant manager	Within a week
Increase sales force by 10 people	Wages Recruitment Team	1 week	Marketing Manager Sales manager	Within a week
Grow market share by at least 4%		1 year	General Manager Sales manager	By the end of the current financial year
Improve shareholder relations	Relationship Manager	1 year	CEO General manager Relationship Manager	In the course of the financial year

Communication

( Feedback )Communication is very important when it comes to working as a team to achieve a specific goal. From the action plan designed above, it is clear that there are several players responsible for specific roles. For this particular case, communication will follow a particular chain of command represented by the following hierarchy:

( Information )

As indicated by the arrows, information is expected to flow from the CEO to the teams responsible while feedback flows in the opposite direction.

Reference

KU Work Group for Community Health and Development. (2018). Developing an action plan. In Community toolbox (Chapter 8, Section 5). Retrieved from http://ctb.ku.edu/en/table-of-contents/structure/strategic-planning/develop-action-plans/main

CEO

Sales Manager

General Manager

Marketing Manager

Sales Team

Marketing Team

General Staff