001416711 001__ 1416711
001416711 005__ 20230825003336.0
001416711 02470 $$ahttp://hdl.handle.net/20.500.12419/390
001416711 037__ $$aIR
001416711 041__ $$aeng
001416711 245__ $$aClosing the gap from strategy to performance : utilizing the strategic planning process in small business entities
001416711 269__ $$a2013
001416711 336__ $$aThesis
001416711 502__ $$bMaster of Science in Industrial Management
001416711 520__ $$aThis paper examined the strategic planning components and processes for a small business enterprise seeking to grow its firm through sales volume and revenue. The purpose of the paper is to fill the gap in research related to the application of strategic planning tools in small to mid-sized businesses and to provide a case study that outlines a 'how-to' approach to applying formal strategic planning tools to an existing small organization.
The review of the literature was presented in two categories: Strategic Planning and Performance Measurement Systems. The research methodology utilized two key components: I) books and articles focused on strategic planning and performance measurement systems of small to medium-sized business enterprises known as SME's and 2) an adaption of another organization�s approach to strategic planning and implementation.
The strategic planning tool implemented during the case study was a framework called the 'situation audit', which pulls together the external and internal factors affecting the organization. The situation audit performed included a detailed SWOT's analysis. The Balanced Scorecard approach was used as the framework for identifying a system of metrics based upon the results of the situation audit.
The research conducted indicates that successful organizations use some level of business planning. Mature, larger organizations tend to apply formal planning practices whereas; small to medium-sized organizations may be less formal. The application of the situation audit and balanced scorecard approach during the case study resulted in valuable insights and recommendations for the subject SME and suggests that strategic planning can help this company and similar organizations become more sophisticated in identifying and achieving its targets and objectives.
001416711 7001_ $$aDePillo, Karla Sue
001416711 72012 $$aMitchell, Jr., Zane W.
001416711 72012 $$aSchultz, David E.
001416711 72012 $$aSprouls, Eric P.
001416711 72012 $$aTarter, Jeffrey
001416711 8564_ $$99fd8b788-9b6f-4731-b01c-d937243ffc86$$s4451828$$uhttps://library.usi.edu/record/1416711/files/DePillo%2C%20Karla_Closing%20the%20Gap%20From%20Strategy%20to%20Permormance.pdf
001416711 904__ $$a2019-12-09T18:13:46Z$$baccessioned
001416711 904__ $$a2019-12-09T18:13:46Z$$bavailable
001416711 905__ $$a/collection_31/18/dublin_core.xml
001416711 907__ $$aThis paper examined the strategic planning components and processes for a small business enterprise seeking to grow its firm through sales volume and revenue. The purpose of the paper is to fill the gap in research related to the application of strategic planning tools in small to mid-sized businesses and to provide a case study that outlines a 'how-to' approach to applying formal strategic planning tools to an existing small organization. The review of the literature was presented in two categories: Strategic Planning and Performance Measurement Systems. The research methodology utilized two key components: I) books and articles focused on strategic planning and performance measurement systems of small to medium-sized business enterprises known as SME's and 2) an adaption of another organization�s approach to strategic planning and implementation. The strategic planning tool implemented during the case study was a framework called the 'situation audit', which pulls together the external and internal factors affecting the organization. The situation audit performed included a detailed SWOT's analysis. The Balanced Scorecard approach was used as the framework for identifying a system of metrics based upon the results of the situation audit. The research conducted indicates that successful organizations use some level of business planning. Mature, larger organizations tend to apply formal planning practices whereas; small to medium-sized organizations may be less formal. The application of the situation audit and balanced scorecard approach during the case study resulted in valuable insights and recommendations for the subject SME and suggests that strategic planning can help this company and similar organizations become more sophisticated in identifying and achieving its targets and objectives.
001416711 909CO $$ooai:library.usi.edu:1416711$$pGLOBAL_SET
001416711 980__ $$aTHESIS