Strategic Planning Process

When a company engages in a planning process, the first step is to identify what
is the reason to provide a service or product then where the company stands in the
industry type which the company will do business. Performing such a task can be
difficult when a company has no vision of what they want to accomplish hence no
foundation upon which strategies can be built
Ineffective initial analysis can affect the companys strategy plan and reduce its
chances of success. The assessment process has to answer some key questions like:

What are the needs the chosen company plans to satisfy?

Who needs the services provided?

What is value of providing services?

What strategies the company will implement to achieve the objectives and
goals?

Answers to those questions will provide the framework to develop strategies

based on the companys mission, goals and values
No doubt exist that a clear mission and goals are fundamental to initiate the companys
strategic process but vision plays an even more important role. Without vision any effort
will be useless since there is no point of reference of what the company tries to
accomplish or the ideal position that the company want to be in the future.

* Planning Process Framework

Environment

Informal
Organization

Mission and Values

Industry
History

Strategy
Planning

Critical

Formal

Tasks

Organization

Resources
People

Company
Performance

* Model created by Toftoy and Chatterjee. (2005)

I. Mission Vision and Values
Every company has a careful designed business plan. One part that needs special
attention is the creation of the companys mission statement that will reflect the
organizations purpose and reasons to compete in the business world. A clear vision will
provide a picture of the future and strategies will be created to achieve that vision.
Since the planning process is about creating strategies and the fist one is to develop a
written document will ensure everyone involved in the planning process will work
together to achieve the goals and objectives based on the companys mission and vision,

Mission and vision statements are the blueprints that describe in detail aspirations,
objectives and the philosophy that will dictate the companys pathway to success. The
nature of a business vision and mission can represent either a competitive advantage or
disadvantage for the firm. An organization achieves a heightened sense of purpose when
managers and employees develop and communicate a clear business vision and mission.
a) Mission Statement
A mission statement describes an organizations purpose, customers, products or
services, market niche, area of operations, business philosophy and basic operative
mechanisms. A mission statement should be the most visible and widely publicized part
of a strategic management process. (Toftoy, Chatterjee, 2002) This statement also
shows the companys commitment to engage in a responsible action and its main purpose is
to protect the companys values. Management usually implements the mission statement.

Beauty Salons Mission Statement

To Provide Professional Beauty Services and Products that will Help
Customers Reach that Unique Look at Competitive Prices

Mission:
Provide professional, innovative beauty services and products based on personality and
particular needs to enhance individual uniqueness.

b) Vision Statement
A vision usually describes the companys ideal position in the future. The only
way to achieve that vision is with the successful implementation of a business or strategic

plan. A vision statement describes the desired future; it has to inspire

others to work since it will become the driving force that will move the
organization. The vision should describe what the company desires to
create and not the way to obtain it. One way to differentiate the companys vision
and mission is to recognize that a mission statement describes the current companys state
while a vision statement is the ideal future. For a vision statement to be valuable and useful it
needs to have
Focused concept something beyond platitudes; a value creation premise that
people can actually picture as existing
Sense of noble purpose something that is really worth doing; something that can
create value, make a contribution, make the world a better place in some way, and
win people's commitment
Plausible chance of success something people can realistically believe to be
possible and, if not perfectly attainable, at least plausible to strive for (Albrecht,
2006)

II. Services
-

Haircuts (long layers, bobs, short layers, shaggy styles)

Permanents and Wave body creation

Hair coloring and Highlighting

Color Reparation and/or extraction

Hair Straighten (Japanese Technique)

Shampoos and recondition treatments will be offered at new customers free of

charge.

Retail (Variety of hair products available).

Shampoos for any type of hair

Conditioners and scalp treatments

Reconstructions and deep oil treatments

Brushes, combs, and other styling aids.

a) Strategies to create competitive edge:

Getting the attention of consumers is the first step in promoting personalized services but
the main factor in building successful and positive results is to provide the right tone for a
unique buying experience for the client. Management goal is to give the beauty salon an
edge in the highly competitive beauty area by creating high-value planning process to
capitalize sales through every aspect of hair service delivery and focusing on service
excellence to meet every customers beauty needs. Competitive edge can be achieved by
-

Using positioning as strategic marketing tool for business image.

Building long-standing relationships with clients.

Offer unique personalized consultations that will differentiate our services against
competition.

Target each segment separately to provide a personalized service.

Provide the same quality hair styling to female segment at affordable prices.

Provide special attention to young and difficult customers.

Promote annually training to update hair color and cutting techniques.

Develop a code of conduct and practices inside the beauty salon.

Safety inspection on regular basis.

One important aspect to be considered is the correct personal selection. Employees are
the most important element within the service industry particularly the case in the hair

and beauty sectors. The company success depends on the skills and knowledge of
hairdressers, colorists and supporting staff and represents the strength of the beauty salon
business.
III. Beauty Salon Goals

Excellent customer relationship & service

Create a professional, friendly and productive working team

Culture of cooperation to achieve the company goals

Grow and maintain a referral network of customers & prospect.

Create expertise in every single aspect of the salon services (colorist will do only
color and hair stylist will work on haircuts)

Become a leading force in the community by providing support to community

programs

Increase revenue by implementing strategies created to achieve the vision

Increase mouth- to mouth marketing.

Provide services to people of different background will expand the market segment
and to promote social acceptance and reduce discrimination

Expand marketing reach with excellent customer service that will ensure brand
recognition.

Develop a plan to create name recognition and community social presence.

IV. Principles and Values

Since any organization has some effect in the lives of those who
use their services, social and ethical elements should be addressed in
the mission statement. Depending on the type of services provided,
organizations have tremendous social obligations but several issues
can arise when the companys mission or vision has no social value
and feels no obligation to do any more for society than is legally
required. To stay competitive and make a positive impact in society,
any company must be able to make enough profit to exist, if this is not
achieved, the company will stop and no other social benefit will be
achieved. Strategic planning process needs to analyze social problems
to prevent any potential costs related issue. Create strategies to
engage in social issues that will work with the companys values to
enhance the salon image. The companys social awareness and values
will provide a guideline of how every member should conduct
themselves inside and outside the beauty salon as well.

Act with respect

Perform services confidently

Work hard to achieve common goals

Focus on customer satisfaction

Remain attentive and courteous

Take responsibility

Commit to self-improvement

Seek knowledge to improve techniques

Maintain a positive attitude

Display Honor and Integrity

Strengths
Research and Development
Deere's efforts to provide cutting edge technology for their products has helped them to
develop their technical competence into a strategic strength. By improving their products
and ensuring that they are environmentally sound, the company attracts positive attention
from public newsgroups, which further enhance its image in the market.
Product Diversification
With a broad spectrum of product offerings, Deere is able to compete in numerous
market divisions and can thus offset slower periods in one division with another.
Furthermore, their diversified operations also present them with a number of
opportunities to enter new markets.
70
Employee Benefits
Deere is comprised of not only their manufacturing divisions but also their health care
and credit divisions, which in addition to helping out customers, also cater to the needs of
Deere's own employees. By servicing the needs of their employees effectively, Deere
continues to be an excellent firm to work for and is able to keep their employees highly
motivated and keep employee turnover low.
Weaknesses
International

Expansion
While concentrating on international emerging markets can be an opportunity, it can also
be a weakness because it involves substantial capital investment in each new market with
the setting up of new assembly lines and plants.
Information

Technology
As Deere continues to expand the requirements of their IT infrastructure and network
become more complex and with expansion into other countries the need for an efficient
and high-speed network grows. The implementation of a complex enterprise-wide
information system will be one of the large expenses that Deere will have to incur.
Deeres extensive network will also necessitate a loss of flexibility, which smaller, local
competitors might enjoy.
Consolidations
One of the greatest threats to Deere is the current trend of consolidation. While Deere
tries to concentrate on penetrating new markets, some of its competitors are focusing on
mergers and acquisitions to reposition themselves in the industry and prove more of a
threat to Deere. A point in case is the recent merger of Case and New Holland. While
each firm individually was sizably smaller than Deere, the result of the merger is a firm
that matches Deere in most respects and in fact has an asset base that is larger than
Deere's.
Distribution

One of Deere's weaknesses as of now is its inferior distribution network. Caterpillar, one
of Deere's closest competitors in the construction industry has a superior setup and can
guarantee that any replacement part will be delivered to the customer within 48 hours.
With assertions like that to compete against, Deere will have to invest considerable
resources into their own distribution channels.

Strengths

Advantages of proposition?
Capabilities?
Competitive advantages?
USP's (unique selling points)?
Resources, Assets, People?
Experience, knowledge, data?
reach, distribution,
awareness?
Innovative aspects?
Location and geographical?

Individual staff
Specialist offering complementary
services
Unique products (Product
Diversification)
Unique haircutting techniques
Location
Spacious parking lot
Beauty Products Support
Business Hours
Employee Benefits
Opportunities

Market developments?
Competitors' vulnerabilities?
Industry or lifestyle trends?
Technology development and
innovation?
Global influences?
New markets, vertical,
horizontal?
Niche target markets?
Geographical, export, import?

Expansion
Good Reputation
Introduction of innovate services and
products
Community changes

Weaknesses
Individual personalities
Lack of experience
Non-licensed employees
Un skilled employees
Bad quality products
Bad location
No sufficient staff

Threats
Competitors
Employees relocation
Recession
Vandalism

Lack of competitive
strength?
Reputation, presence and
reach?
Financials?
Own known vulnerabilities?
Timescales deadlines and
pressures?
Reliability of data, plan
predictability?
Moral, commitment,
leadership?

Environmental effects?
IT developments?
Competitor intentions various?
Market demand?
New technologies, services,
ideas?

Strategic Options
Option #1
John Deere should be able to use their brand recognition to enter new international
markets with less difficulty than their competitors. The reason for this is that they have
been in this business for a long period and their name is associated with quality, value
and reliability.
Option # 2
John Deere should acquire other similar companies to increase their relative size to the
competition in order to achieve greater leverage in their marketing efforts and gain
economies of scale.
Option # 3
John Deere needs to take extra care in regards to its international labor policies and its
human rights monitoring. By doing this the company can reduce the chances of consumer
and media backlash, which could lead to loss of sales and hurt their reputation.
Option # 4
John Deere needs to decrease their dependence on the agricultural equipment segment of
their business. They should shift their focus from the agricultural sector to other parts of
their business, thereby diversifying their overall risk.
Option # 5
John Deere needs to maintain their level of environmental awareness on a worldwide
basis. Because of the globalization phenomenon and increased perception of a global
community, society expresses its concerns over any adverse environmental affects of
companys actions in any part of the globe. Pertaining to John Deere it can hurt their
reputation, sales and consequently, lose their grip on the consumer base.
Option # 6
John Deere should follow the trend of consolidation in the capital goods industry to
diversify their product line. By taking advantage from the lessons learnt from pervious
consolidations in the industry, John Deere should be able to consolidate more efficiently.
Therefore, through learning from other companies past experiences John Deere does not
have to go through the entire learning curve.
73
Option # 7
John Deere has a vast scope of operations all over the world; therefore, they need a
highly efficient intranet. So they can communicate and exchange files easily across
international lines in no time. This can in turn increase John Deeres response time to
customer complaints and quicker solutions to worldwide offices. They should also
develop user- friendly GUI (Graphical User Interface) software to minimize training
expenses of their employees.
Option # 8
The possibilities the Internet offers can also be exploited and used by John Deere. The
options range from ordering replacement parts through the Internet and used for customer
service and monitoring such as having a customer suggestions for product improvements.
Another area, which can be improved upon with the use of the Internet, is the quality of
service rendered by John Deere. The customer, through online questionnaires, can receive
added service and product value.

Option #9
John Deere should work to improve their distribution channels domestically and
internationally in order to meet the potential future demand. They can achieve this by
focusing on customer needs and applying Six-Sigma precepts when analyzing the
distribution chain.
Option #10
The capital goods industry is very cyclical. The agriculture equipment sector is a heavily
capital intensive industry that usually lags the general level of the economy. The ability
to which John Deere is able to react to sudden changes in the economic outlook will
determine the level of success the company will have in the future. Accurately adjusting
employment levels within the company and controlling overhead costs will give John
Deere a competitive edge in the international arena.
74

Recommendations
Short-term
John Deere should start reducing its short-term debt so that the company will have more
capital in order to stay competitive in the markets of the future. The uses of this capital
can be used to maintain its hold on the agriculture market by increased spending in
product development and process innovations. The ways that John Deere can decrease
their short-term debt is by issuing more stocks and using the proceeds. This plan will not
be easy to accomplish because it will undertake a lot of financial reorganization. Though
the positives of this plan are John Deere can improve the financial stability of the
company and increase their cash flows in the near future.
John Deere should also concentrate its efforts on the Internet market, in order to
precedent in the industry and offer increased availability to its customers, where Deeres
competitors are not equally established.
Long-term
John Deere should try to establish a strong base in the Asian markets; so it can benefit the
company in the coming years. The reason for this is that Asian markets are modernizing,
expanding their infrastructure and production capacities. To accommodate these tasks,
the Asian economies will require modern and efficient products. This will in turn increase
demand for agriculture equipment and increase the presence of John Deere in these
developing markets.
Balanced Scorecard
The process of developing the scorecard can help management to take a closer
look at the companys mission, vision and values. After all every company is expected to
operate under some philosophy that will produce a social image of the products or
services they offer. In the strategic planning process, management needs to develop some
strategies to achieve expected goal and it can be done using a balanced scorecard. The

idea behind the use of scorecards was to use a measurement method that can be linked to
the company's strategic plan. The strategic plan will provide the information that will be
used by management in the creation of the strategies. The information needs to be
relevant to the internal process so managers can agree on the measures to watch.

Finance
How to appear to
Stockholders to
Obtain the
Successful Finance?

Internal Process

Customers
How We Should
Appear to Our
customers?

Vision
&
Strategy

Learning and
Growing
How to keep the
ability of changing
and improving?

Framework of the Balanced Scorecard

(Source: Kaplan & Norton, 1999)

Satisfy
customers and
stockholders.
Which process
should be
remarkable?

Strategies formulated for the beauty salon business will be to create objective
strategies based on the SWOT analysis. The beauty salon mission, vision and values are
an essential part of this process and will be included in the creation of the balanced
scorecard (Table 1), but it will not dictate the companys direction of strategy. The
balanced scorecard will only provide the information required to formulate most effective
strategy based on the measures

Company Philosophy: Educate, improve your technique then prepare yourself to

work hard and achieve success.
Mission
Value
Position
Goal

Provide the best service to meet our customers beauty needs at

competitive prices
Professional, highly trained and ethical hairstyling team and personalized
consultation
A place of preference for those who seek excellent hair and customer
service
A highly recommended hair salon with a reputation that no other salon
can match
Table 1 Core Elements of the Beauty Salon

I. Financial
Increase Hair Color Services, Retail and Reduce Cost
Strategies
-

Increase the quality of the services offered and the quality the customer feels they
received.

Retail marketing should be in alignment with the quality of the products and
services

Reduce color and product supply waste.

Incorporate an effective inventory control.

II. Customer
Customer Convenience and Comfort.
Strategies

The reception area gives customers their initial impression of

the salon's service.

Adequate customer seating and a centrally located

receptionist's desk. This area has to be accessible to
customers checking in or paying for service.
Providing the inviting atmosphere that management try to

obtain will be the result of comfortable customer

accommodations. Management will get layout advice from
beauty salon design specialists that can provide better the
best value in cooperation with equipment dealers.

III. Learning and Growing

Continuous Education and Hair Techniques update workshops every year
Strategies
-

Update seminars and continuous education will motivate employees and will
provide a strong desire to succeed.

Management needs to maintain good personnel relation. Create written

policies and rules that will contribute and produce a winning team.

Focus on employees with a demonstrated ability to lead with a record of

success in whatever they are doing.

Personal integrity and strong interpersonal skills.

The willingness to follow a proven system

IV. Internal Process Priorities:

Security, Effectiveness and Innovation

Strategies
-

Security is important to avoid any potential accidents and financial loses.

High traffic areas need to be free of obstacles

Accommodate styling stations and hair dryers in a strategic place to avoid any
uncomfortable situation

Maintain a relaxed atmosphere.

Efficient service results can be achieved by providing

sufficient supplies and adequate working stations to
employees.

Develop an image of quality that can effectively differentiate the products and
services to improve clients perspective.

Strategic Maps
(Goal and Projects)

Perspective
Finance

Strategy goal

Goals

Projects
Increase quality in hair services

Increasing Hair
Color Services

Increasing hair color product

profit

Increase Retail

Have a latest product exhibition each month

Sell maintenance color products Educate customers to use the correct product that
will fit their lifestyle
Improve male retail
Invite manufacturers to show new products each
month for males only
Promote the latest male hair styles that need
specific hair products

Promote Get you favorite Star Hair color day

Cost Reduction

Follow the manufacturer instruction on the

Reduce consumption and waste preparation or color formulas
of supply and color products
Recycle and reuse color left in tubes
Reduce inventory by 3% less that the market
level
Stocks Inventory Control
First in First out technique

Price at competitive price

Customers values

High Quality

Excellent customer service

Keep a records of high requested services to

create an effective pricing system
Develop a survey to obtain information of
competition products price and customers
expected value
Reduce hair complain rate less than 2%
Get a California Hair Color Institute Certification
Recommend consumers only the right services
and needed products in an ethical manner
Be attentive of customer needs while getting a
hair service

Customers

Provide scholarship to produce highly trained

employees
Increasing serving quality
Provide a monthly recognition award to members
who had the best improve rates on customer
satisfaction

Customers
relationship
Strategic alliance with other
local business

Perspective

Strategy goal

Goals

Promote packages in coordination with other

business like wedding shops and floral decoration
stores
Sponsor some community events to increase
presence with the community

Projects
Promote the months best sellers

R&D of new products

Increasing R&D

Learning and
Growing

Special Packages of some less popular product every 2

months
Promote new product sets

Discount coupons to loyal

customers

Arrange special time for customers

Booked special events ahead of time

High Skilled
employees

Employee continue
education and knowledge
Hire Licensed Hairdressers (issued state board)
gaining
Promote Scholarships

Improve Haircutting Techniques

Employee workshops
Haircolor Events and Training Courses

Perspective

Strategic Goal

Goals

Projects

Set schedule to promote .

new products
Positioning and
Clients expect the technical and creative skills we
differentiation marketing offer fit the price point
strategies

Operations
management
processes

Obtain new customers

Customer
management
processes

Keep old customers

satisfy

Internal
process

They expect the professional helping them to

deliver a quality of service that matches or exceed
what they are paying for.
Provide the cut, color, service by accounting that a
$12 chain salon haircut client has the same
demand as the $500 celebrity haircut client.

Integrate latest hair

appliances
Innovation Processes
Product management
system

Social processes

Community service

The investment of the stylist is constant and

continuing improvement of their service,

Framework: Beauty Salon Balanced Scorecard

Mission
Strategy

Finance

Increasing profit
Increasing Hair Color
Services
Marketing

Customers

Values to Customers
Competitive Prices
Quality
Product diversity
Excellent Service

Increase Retail

Reducing Cost

Promote hair products in

an ethical manner
Provide product samples

Reduce Hair color Waste

Effective inventory control

Customer Relations
Increase quality in services
Strategic alliance with other
company to cross promotion

Customer Appreciation
Increase customer satisfaction.
Enhance hair condition by
recommending products
according to personal needs
Birthday Special day

Internal process

Operation
management process
Timing of selling new
products
Positioning and
differentiation

Learning and
growing

Increasing R&D
R&D of new
products
Provide the latest on
hair products

Customer management
process

Increase loyalty
from old customers
and acquire new
ones

Innovation process
Invite manufactures to
promote their new
products provide the
latest hair techniques
to staff

Strategic customer database

Discount Coupons and Special Events
Effective address book and record
system
Online appointments available

Rules and Regulations

License require
Follow state board
rules
Environment
Clean facilities

Better capability of employees

Upgrade hair skills (Once a year)
Continuous Education
Beauty Show Attendance
(mandatory)
Workshop to improve Ethics and
Communication Skills

Communication
There are three purposes of communication :
i) Ensuring that the message conveyed has been fully understood;
ii) Ensuring that the conveyed message has been accepted by the receiver;
and
iii) Ensuring that the receiver of the message has got motivated to act for
doing what he has accepted to do.
Communication includes grasping, processing and articulating thoughts and ideas
to convey and use information in a meaningful manner. These skills also can be
understood and interpreted at different levels. A few of the important
communication skills are :
Speaking;
Writing;
Asserting;
Listening;
Questioning;
Paraphrasing;
Giving feedback;
Receiving feedback; and

 Empathising.
Planning for the Change
The objective of this stage is to plan for effecting the desired changes for
achieving the vision. An action plan is prepared indicating the activities,
responsibilities, time frame, counting huge measures and required resources.
Implementation
This is the most crucial stage. The action plan has to be implemented. The
involved persons are to be educated and convinced about the gains. Extensive
communication is required and high orders of leadership skills especially
persuading skills are required. A number of presentations, meetings, workshops
are to be held. The success depends on the internal resource persons or
facilitates who would work in tandem with the change agent / consultant. It is
difficult to get successful implementation without Project Management skills.
3) Action Research
A change process based on systematic collection and analysis of data is called
action research. In this approach, data is collected to diagnose the problem and
action steps are identified on the basis of the analysis of the data. It is a fivestep
process. These steps have been enumerated as follows.
Diagnosis
Under the guidance of a change agent / consultant, data is gathered about the
problems, perceptions, concerns and the expected changes from the employees
of the organization. Questions, interviews, secondary records and a variety of
techniques are used for collection of data.
Analysis
At this stage, analysis of the data collected in the previous step is carried out
to identify the problems, patterns of behaviours etc. The change agent or
consultant draws inferences and identify the primary concerns, problem areas
and expectations.
Feedback
Action research is a collaborative process and therefore emphasises deep
involvement of the employees likely to be involved. Therefore, the highlights of
the analysis in terms of concerns and problem areas are shared with the
employees specially those cross sections from where data had been collected.
Create action plan
Our experience is that there are four high level questions that need to be addressed under this aspect.

Planning and method of

delivery
Resourcing delivery
Risk and crises
management
Accessibility

Have we planned how this communication will reach our

target audience?
Have we put in place the resources, skills and delivery
methods we will use?
Do we have a contingency plan if things go wrong?
Is the communication accessible to our target audiences?

campaign. Salon and day spa newsletters are a wonderful way to educate your clients and
your community on all of your special salon and spa services. They are also great at promoting
your staff s technical abilities and creative skills.

They help you increase sales of professional services, gift certificates and products to your
existing clientele, while also introducing you to many new people in your area.
Its whats inside that counts. Your salon newsletter should take an educationally oriented
approach with an assortment of articles covering your various salon and spa service
departments. Tell what makes your hair, skin, nail and spa services unique, while sharing the
benefits of each of your various specialty services. Explain your special hair care and beauty
care services, especially anything that hidden behind the closed doors of your salon.
This list of potential newsletter article topics may help you get started:

New Seasonal Haircuts and Hairstyles.

Hair color Trends.

Total Makeover Artistry With Before and After Photos.

Seasonal Gift Certificate and Gift Card

Promotions.

New Skincare and Aesthetic Services.

Customized or Signature Facials and Masks.

Massage Therapies.

Body and Cellulite Treatments.

Laser Treatments,

Mesotherapy,

Botox and Collagen Treatments.

Makeup Artistry.

Professional Retail Products.

Seasonal and Holiday Specials.

Charitable Work, Donations and Community

Service Programs.

Bridal and Maternity Packages.

New Staff Introductions, Awards, PR

Honors and Staff Achievements.

Educational Updates, Certifications and

Honors.

Annual Salon and Spa Membership

Packages.

Question and Answer Section Salon and

Spa Beauty Care

Letters From the Salon Owner.

Key Factors for Communication Success

Clarity

Concern
Communication

Marketing
Communication

Internal
Communication

Clear position of the

organization

Position of products
and services

Information to staff is Vision is defined

clear

Maintain Networks for Distribution and sales Reinforces

Environment Oriented the organization
commitment and
reputation
supports strategy
implementation

Consistency

Responsiveness

Effectiveness and
Efficiency

Adapted from
Shackleton, C (2007)

Coherent with other

functions

Marketing mix,
research and
development

Human Resources

Organizational
Communication

Embedded in the company

Common starting points

Monitoring and action Monitoring and action

based on
based on research,
management issues customer needs and
complains

Contribute to internal Feedback

views and external
changes, encourages
internal
responsiveness

Assets company's
image and cost
efficient method

Audits

Product and service

image

Quality, time and management

Conclusion:
The beauty salon belongs to an industry were services and products are closely related to
the image and treatment that hairstylist give to the customers. Individuals who act and are
perceived as a professional with ethical values develop the trust of their customers. The
best way to develop a successful beauty salon is to careful selection of staff that will be
motivated to get a continuous education to improve hair cutting techniques and customer
service positioning and improving the salon reputation as a result of high level of
customers satisfaction. Customers enjoy high quality services that only a highly trained
and disciplined employee can provide. The balance card will provide the information to
produce strategies to obtain high customer satisfactions will increase revenue and give
the company in the ideal position that was created by the companys mission and vision
statements.

Communication Goal/Audience Prioritization

Figure 5

Balanced Scorecard 26

Communication Audience Profile Template

Audience:
Sub Audience(s):

Main Point of Contact:

Communication Goal(s):
Environment: What are the environmental factors affecting your organization?
1.
2.
Requirements: What are the communication requirements for your organization?
1.
2.
Priorities: What are the top issues your organization is currently facing?
1.
2.
Current vehicle: What are your organizations current communication vehicles?
1.
2.
Suggested vehicles: What alternative communication vehicles would you suggest?
1.
2.
Timeline: What are the major calendar milestones for the year?
1.
2.
Current method of feedback: What methods do you currently use to provide feedback to ASA(ALT) headquarters?
1.
2.
3.
Suggested method of feedback: What alternative methods of feedback would you suggest?
1.
2.

Communication Activity Plan

Balanced Scorecard 27

Date

Spokesperson

Activity

Objective

Content

Audience

Accountability

Monthly

Functional
Management

Customer service
standards

Customer service
excellence

Services and
expectations

Customers

Functional
Management

Employees

Policies and
practices

Monthly

Quarterly

PR/Functional
Management

Business
growth/customer
loyalty

Customer retention

HR
Director/Divisiona
l Heads

Human capital
development

Employee training

Customer loyalty
program

Customers

Encourage
stakeholders to be
enthusiastic about
change, improved
customer service,
innovative
products, new
processes, and
technology

Employees

HR

Employees

Functional
Management/

Employees

PR/Functional
Management

Industry product
and service
innovations
Processes and
procedures
Quarterly

HR Director

Collaborative
environment

Employee teamwork

Morale and team

building exercises

HR
Pending

CEO

Online services

Customer website

Key customer
services available

Customer mail
out

IT
Manager/Custo

Balanced Scorecard 28

online
Private and
secure

Print ads

mer Service
Manager

Annually

CEO

Goals and
objectives

Budget and strategic

plan development

The steps of
development for
the future

Staff

CEO/Divisional
Heads

Annually

CEO

Clarify
responsibilities of
each function

Build responsibility
matrix

Clear function
specific tasks

Staff

CEO

Bi-Annually

CEO

SWOTT Analysis

Risk planning

Identify current
and potential
issues

Staff

CEO/Divisional
Heads

Bi-Annually

HR Director

Business
Potential/Compet
itive Advantage

Human capital
retention

Develop, grow,
and optimize
potential

Employees

Functional
Management/
HR

Benefits
Recognition and
Awards
Monthly

Divisional Heads

Project focus
meeting

Focus employee
actions
Ensure uniformity

Build awareness
and understanding
of project

Employees

Divisional
Heads

Employees

Divisional
Heads

Encourage
stakeholders to
get involved
Clientele
management
New business
Monthly

Divisional Heads

Meetings with
workgroups

Activity awareness

Upcoming projects

Balanced Scorecard 29

Potential issues
Leadership
directives
Monthly

Quarterly

HR/PR

CEO

Newsletter

Management
meeting

Information
dissemination

Upcoming events

Customers

HR/PR

New staff/staff
recognition

Employees

Table overview

Upcoming
activities

Divisional
Heads

CEO/Divisional
Heads

Divisional
Heads

CEO/Project
management

Staff

HR

Explain rationale
and benefits
Reinforce
managements
role
Brief financial
review
Bi-Annually

CEO/Project
management

Project kick off

presentation

To show local
stakeholders how the
plan the plan direction
and how the different
strategies will work.

The impact it will

have in the internal
process of the
company
Annually

Contracted
service provider

Ethics Workshop

Increase and
enhance personal
ethics engagement &
involvement

Strategic planning
design
Operational and
safety practices
Strategy
implementation
and action plan
alignment

Corruption in
management
Awareness of
consequences

Balanced Scorecard 30

Ethics and
customer service
Firms Code of
Ethics and ethics
guidelines
Bi-Annually

CEO/Divisional
Heads

Presentation to
outline
deployment
processes

To inform, practice
implementation
process, and timing

Plans and
strategies to align
operational
actions with
mission, vision,
and values

Staff

Divisional
Heads/Function
al Management

As needed

PR Director

Media release to
announce when
the planning
implementation
process is
started/complete.

To inform customers
about the new service
or products provided
to improve and meet
their needs

Position the
agency as an
efficient, effective
world class form
with the general
public

Customers

PR

Promotions
New products and
services
Customer loyalty
rewards
Newsletter
Open house
Community
activities
Senior citizen
outreach program
Strategic cross
promotion
partnerships

Divisional
Heads

Balanced Scorecard 31

Media Profile Template

References:
Robert S. Kaplan & David P. Norton, 1999, The balanced scorecard: translating strategy into action

Balanced Scorecard 32

Albrecht, K. (2006) Systematic Program for Achieving Organizational Focus and Alignment, Retrieved on July 13, 2009 at

http://www.karlalbrecht.com/downloads/J2E-WhitePaper-Albrecht.pdf
Industry Scan. (2008) Hairdressing and Beauty Report, Retrieved on July 8, 2009 at
http://www.serviceskills.com.au/
OASA Strategic Plan (2007) Office of the Assistant Secretary of the Army for Acquisitions, Logistics and Technology
Retrieved on July 25, 2009 at https://www.alt.army.mil/portal/page/.../Strategic_Comm_Plan.doc
Shackleton, C. (2007) Corporate Communication Measurement Tools, retrieved on July 25, 2009 at
http://upetd.up.ac.za/thesis/available/etd-05162007-140318/unrestricted/03chapter3.pdf
Toftoy, C., Chatterjee, J (2002) The Value of Mission Statements for Small Businesses.
School of Business and Public Management, Washington, D.C. Retrieved on July 14,
2009 at http://www.sbpm.gwu.edu/casb/casb/Mission_Statement.pdf