3000 words Strategic IT Plan

Write your abstract here

Add the company vision – remember this is a statement about the future, only a single line. It should be inspirational and unique, for example:

Revolutionizing decision making in the electric vehicle market, through the use of expanded storage and premium quality cars.

Add the company Mission – this is a statement about what you do today, what you produce and/or what services you provide. It is factual, anyone from your company should read it and say ‘Yes, that is exactly what we do today’, for example:

Our mission is to provide enhanced decision making for the leading electric car manufacturer in the world. We aim to increase the production rate, especially in the Asia market.

Core values provide the foundation upon which a business is built. These are the values any employee will sign up to when joining a company. They are the values that anyone looking at the company would automatically relate to. They have to be honest. A core value that is not in keeping with a company image has no value at all (other than a negative value). It is important to keep the number of core values small, five or six is considered optimum. A label and description is required. The label is usually used externally, the description internally. For example:

In any business small or large, there will be a need to break down a strategy into two or three overarching workable areas. These ‘Strategic Priorities’ provide a focus to more effectively create a set of business objectives. The strategic priorities can be found by looking at challenges and enablers in the first instance and then confirming the priority through something like a Strategy Canvas.

There are many ways in which Tesla can be affected. We need to consider both the negative, as well as the positive ways in which Tesla’s company could be affected. From the SMART goals, our aim is to hasten the world's switch to renewable energy. Moreover, Tesla priorities strategy is to attract both luxury and economy consumers in the automotive sector, via a strong market segmentation.

1. Build sports cars in order to expand higher end markets. Broaden the Asia Market, particularly China, because there is an increasing Tesla core audience, the social impact, and a massive chance to profit from China's passion for luxury vehicles.

2. Expand its business and market share in China outside of the country.

3. Use that money to build an affordable car (offspring from the higher market sales)

4. Use that money to build an even more affordable car which can increased unit production ROI to be used

5. Introduce stylish economy vehicles, new premium intermediate cars and a large SUV model to name a few to the item range (product sales and marketing). Add a roadster or motorcycle to the last item list. It would help Tesla achieve a competitive advantage against rivals with wide market segments, such as BMW, Porsche and Mercedes-Benz.

6. While doing above, also provide zero emission electric power generation options

7. Ensure most long term plans are kept secret

The plan is decided to raise Tesla Inc. by rising significant market share for premium vehicles, and also some plug-in vehicles by entering China. To do so, the market of data analysis and revenue growth would be developed, and even some establish office buildings, warehouses, retail outlets, and service centers, in key urban areas. Tesla would gain a better opportunity to grab a wide share of market of plug-in car in China, that can be increasing buyer who have no a Tesla vehicles.

· The above factors are specific.

· By sales and return they are measurable

· This research is achievable - however the threats would be government interventions and changing laws in China as they are also a competitive sector after the fact.

· It appears to be realistic but like any business there are threats and weaknesses that may not come into play which may or may not affect the level of achievements.

· The time constraints will be relative to short to medium to long term plans.

Challenges and Enablers (Eric with SWOT)

If you are familiar with SWOT (Strengths, Weaknesses, Opportunities, and Threats), looking at challenges and enablers is similar to that process. The key is to be aware of all areas of impact, both good and bad, and derive from that your strategic priorities. Typically, this exercise will generate dozens of challengers and enablers, these are usually summarised in a table. This section has a short narrative followed by the summary table, for example:

The following table is a summary of a much more extensive set of challenges and enablers that were identified using the SWOT process. Through the information gained we can see that there is a need to quickly build on our current successes to develop our brand. There is a further more compelling need to focus on content supply and acquisition and to enhance our technical capability to better utilise content and provide up-to-date user interfaces.

Below is an outline of the SWOT analysis. We need to analyse all environmental factors, including what the company’s strengths are, what external or internal weaknesses and opportunities there are, as well as the threats to the organization.

Strategy Canvas (James)

A Strategy Canvas provides a means to quickly identify strategic priorities. Building a strategy canvas can be undertaken ‘off-the-top-of-head’ or thorough extensive research or a combination of both. The results provide a visual representation of strategic priority or focus. This section would normally start with a short narrative followed by an image of the strategy canvas, for example:

For Strategy Canvas, we used a combination of in-house expertise and additional research where needed. We collected information from BMW to get a better understanding and idea of where we can find the weaknesses and set the Strategic Priorities to improve them. We used data from Tesla and BMW's official websites. Then, we developed the below bar chart to clearly indicate the information we found. We decided to put Brand Awareness, Customer Service, Exclusive content and Value for money as our focus. Comparing Tesla’s data with data from BMW, we obtained the information below. This chart shows that as the most famous electric vehicle company in the world, Tesla has done well, with regards to Brand Awareness. For many people, when they discuss electric vehicles, the first brand they would think about is Tesla, that is because Tesla weighted brand awareness high. However, there are many negative reviews regarding Tesla’s cars, because they intend to shift responsibility to the driver when accidents occur or cars encounter spontaneous combustion (Chen, 2021), there are other issues happening, but the company would try to move audience attention away. So the customer service is fairly low rated on the chart. In many countries, Tesla has been the dominant Electric vehicle seller for years, so the Exclusive content is highly marked since electric powered vehicles are still something rare in the market and people’s mind, so Tesla has stood in a good start point while the whole world expects new energy powered vehicles to show up. Tesla is still a young vehicle company, when compared with other brands. Therefore, it’s car model, functionality, style and design are improving all the time. On the other hand, the meaning of a young company is that they still need to do a lot of work, in order to satisfy their customers and provide a safe driving experience. This is why the Value for money is low graded.

By analyse the SWOT analysis and Strategy Canvas, we have set three Strategic Priorities:

Note: the above strategic priorities have descriptions that are in a ‘results-oriented’ language. That is they describe an outcome as if it has happened.

1.

A Strategy Map is a visual representation of a set of business objectives grouped using a Balanced Scorecard format. That is, business objectives related to four areas or ‘perspectives’ called Financial, Customer, Internal Processes, and Organisational Capacity. Most importantly, the strategy map also links the cause and effect relationships for the business objectives. For example:

In the meantime, providing the best quality service to the customers is also essential. When customers are satisfied with the service, there is a higher chance of attracting more people to know the brand and purchase. So a strategy map could point out some ideas of how to improve the system in different aspects and positions, so that the company’s benefit could get higher.

Further narrative about the overall strategy should go here

There will almost certainly be a need to provide some further narrative at this point, one or two paragraphs will do. The author must not forget that many of the readers of this document will not have gone through the strategic planning process and so need some background. The business objective form the key part of the strategy and so it is well worth the effort to provide a concise overview

Basically, providing good customer service and investing in better equipment upgrades can increase the company’s benefits. A good service can build up a company's reputation. This could be a good advertisement for the company because people would like to talk about it more, and they could get interest in the Tesla electric car at the end. By investing upgrades, Tesla electric cars could get a better core advantage compared to other brands. This is crucially important for a company because this is how the brand gets trust from customers, so both investigation and better service are affecting the company’s reputation. If Tesla can get the company satisfied, there would be big profits for them.

Each business objective must have an intended result. The business objectives in the strategy map are useful for presentational purposes, but to ensure the desired outcome is reached a description is required. The language used to describe the intended result should be ‘outcome based’, it should describe exactly, and in plain language what is meant by the label. In addition, each business objective must be measurable, have a target and an owner. For example:

A Strategic Initiative is the engine that drives change. Without a strategic initiative nothing will change, you will put in place objectives and happily measure them, but will have nothing tangible in place to drive the strategic change you are looking for. There does not need to be a one-one match between business objectives and strategic initiatives, in fact one good strategic initiative might drive improvements in several areas. The section should start with a short narrative and then describe the initiatives, for example:

The following initiatives focus on the core activities required to implement our strategy, they are in priority order and represent the corporate view. Where indicated there will be separate departmental tasks that feed into the corporate initiatives.

Please note: This is not a business plan, it is a strategic plan. It is unlikely you will be able to quantify exactly what the financial impact will be, however, you should be able to quantify the approximate costs of the initiatives and state a ‘relative’ impact to the business. If you can be exact, then great, but under normal circumstances fully costed business plans are a separate exercise. This section would start with a short narrative and be followed with the costs and impacts. For example:

At this stage the exact costs and benefits of the strategic plan have not been calculated, this will be done at a later date. However, the following provides a set of estimates based on the information available. These initiatives have been prioritised and assigned, business cases are being produced and will be available from July 2015 onwards.

It is important that we calculate the costs and benefits of the company. While it is not easy to give precise costs, we will be able to provide estimates of the cost and benefits from the initiative. A rough estimate of this is outlined in the table below.

An integrated strategy map should be included for completeness. There should be a pointer to the actual presentation as clearly the map in this format is too small to be useful. However, it does indicate that this iteration of the strategic planning process has been completed. The section should start with a short narrative explaining what the map is and why it has been attached, for example: