This 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.