Category: Strategic Planning

Introduction

Troy University (2007) reported that at the beginning, it established as a Teachers training school under the state legislation of Alabama and branded as Troy State Normal School in 1887, and after six years of operation, it was renamed as Troy State Normal College. In 1929, the SBE¹ shifted its charter and renamed it as Troy State Teachers College and served the nation by educating the teachers. Like many American universities, The Troy State Teachers College got pleasure from the most affluent episode of growth after the World War- II by using the benefits of the GI Bill and enrollment of the College increased two times above than ever and it introduced degree programs for further fields rather than education only in 1957. Due to expanded role the word Teacher removed form its name and it has concentrated on the courses for business, military and naval forces and in 1965, it was recognized as a State University. In 1973, Troy State University lead an expansion drive outside Alabama and opened a campus in Florida Military base and in 1982, the word State was expensed form it name and recently the University has more than sixty campuses covering seventeen US states as well as eleven nations all over the world.

This paper has deliberated to address a Strategic Plan for the Troy University to increasing it enrollments and marketing in the Washington, DC Metro, Arlington, and Greater Baltimore Metro Area

Current Student Analysis for the Washington, DC Metro Area

Geographies of Washington DC Metro

SIPA (2009) reported that the historically important and worlds most elegant city Washington DC is situated at the meeting point of the rivers Potomac and Anacostia and in 1790, the place was identified from Virginia and Maryland state and turned in to district and capital city of USA. Frey & DeVol (2000) and SIPA (2010) mentioned that the Washington DC Metro has an area of 100 square miles of mainly vacant farmlands and reforest ranging 400 feet above the sea level and 31 square miles have taken from Virginia and the left 69 square miles fro, Maryland.

The Market dynamics of the Washington, DC Metro/Northern VA consists of two submarket areas such as US Army Military District of Washington DC involving military population and the Northern Virginia (NOVA), Washington DC including Maryland area those consist of civilian population with diverse ethnic groups and the countrys highest income constituency.

The Military District of Washington DC² has involved in ceremonial tasks, plays a combat role in the defense of the country, upholds maximum deliberation to specializing military facilities in the United States, and is currently undergoing a massive reformation due to the Base Realignment and Consolidation³. The civilian market has driven with the reality that there are high concentration of the Department of Defense⁴ with public, private, and other nongovernmental agencies within the Washington, DC Metro/Northern VA area.

Demographic

U.S. Census Bureau (2010) mentioned that the Washington-Arlington-Alexandria Metro area has an estimated population of 6,664,195 in 2008 with per capita income of US$ 22,973 with the percentage of high school graduates are 87.1% within the age range 25 where 50.1% is female.

The Washington Post (2005) analyzed the census data of Washington-Arlington-Alexandria Metro and presented the growth in terms of 49 newcomers arrive in the city while 3500 student get admitted in the public schools students per year. In the same report, it has predicted that in 2000  2004 the population growth in this are is 12.7% while Maryland demonstrated 16% growth.

The living cost of Washington-Arlington-Alexandria Metro Area is almost 32.81% privileged than the national average while it evidence US$ 6,633 per student spending while the average national spending for each student is US $6,058 and the each teacher has to educates at least 16 students in this region.

Program Distribution

Burge (2010, p.1) pointed out that Troy University is the Alabamas second-largest university and it provides several provisions of in-class degree programs, which are available for both US civilian community and DoD personnel. Troy University mainly offers degree or MBA programs on Business administration, Computer Science, History, Law, Political Science, Human resource Management, Tourism, Military Science, Leadership, Healthcare and Hospitality management, National Security Affairs etc.

Market Analysis

Segments & Characteristics

The Troy University segregated its target market into two prime segments such as defense education segment and civil education segment while both the segment has smaller sub sectors where Troy University addressed its target audiences in terms of their identified needs, nature, behavior, and demand distinguished for marketing mixes. For the defense education, it has efficiently addressed the needs of Army, Navy, and Air Forces while the civilians have targeted for the Business nursing and so many disciplines. There are various ways of segmenting the intended students for enrolling such as geographic, demographic, psychographic, and behavioral segmentation among those the Troy University would select the first two segments in the security scheme market as well as civilian market. Geography will involve selection of Washington, DC Metro/Northern Virginia as a major dividing variable and demography will think about the use of age, gender, income, occupation, family size etc. variables.

Size & Growth

Diel (2010) pointed out a bad new for the students that the board of trustees of Troy University has decided to increase the tuition fees including all other compulsory fees for an average 19% of the existing charges that would be implemented from the fall semester of 2010 for the state students. The University has obliged to increase the students fees due to financial downturn and recessionary economies the state government has cut down 28% of the state grants and to make up the gap the Troy University has just increased 19% of the students fees but rest 9% gap has addressed with increasing size and growth of new students enrolment.

White, R. (2010) reported that DPPC ⁵ of Troy University has engaged its efforts to boost the universitys size and growth and to do so it has enlarged the targeted market and emphasized on the integrated marking plan to boost students enrolment. Washington, DC Metro/Northern Virginia has the populace of different ethic groups where blacks or the African-Americans are the majority. To attract the African-Americans including other minorities the University has proclaimed a five years long diversity plan where it kept the scope of employment opportunities for the prospective students from African-Americans.

Ellis (2008) argued that the Chancellor of the Troy University emphasized to keep confidence on the strength, value, and skill that would drive the university according the roadmap to achieve its vision that is aimed to four objects. These objectives are catching the attention of student and to retain the best and brightest talents, bringing outstanding performance in athletics, endow with communications to boosting growth; go in front the way to the global standard education and by this way the size and growth of the University would increase in a significant level.

Competitors

Education sector is highly competitive area and the competition depends on unique courses, program design, online educational facilities, tuition fees of the courses, reputation of the university, historical background, financial capabilities, location of the University, human resources, technological systems, accommodation facilities, and so on. However, Tory University has many competitors considering the above mentioned factors 

• University of Maryland University College: It was established in 1947, which offers under graduate and postgraduate certificate courses in Maryland. It has more than 90,000 students, 11 separate public universities, excellent facilities for the distance learner, online classes for the students of 22 countries;
• Strayer University: It is a publicly traded corporation, which has more than 70 campuses in the US and it has about 54,000 students;
• American Military University: this university is the major competitor of as the number of undergraduate students is increasing dramatically though it established in 1991;
• In addition, University of Phoenix, Central Michigan University, and Webster University are also the key competitors of Troy University.

Success Drivers

• Vibrant multicultural population and the financial position of them are two key factors to influence the business operation of Troy in the Washington, DC Metro/Northern Virginian sites;
• Location of these cities in the heart of Atlantic Region, which attracts more students;
• Troy University provides high-tech interactive lecture theatres, teaching rooms, and fully equipped with IT facilities, which would give idyllic learning atmosphere for the students of these regions;
• The quality of courses, undergraduate and graduate programs and student services to enhance reputation are the key success factors;
• The teachers, lectures, and all the faculty staffs play a vital role to provide potential and existing students with outstanding customer service;
• Tory University maintains p3 strategy to improve the performance of the students, such as, it considers attendance rate, identifies what students do not understands and ask questions to develop understanding level of other students;
• University ensured fully equipped libraries including print, multimedia (CD ROM, video, audio cassettes, microfilm, records and information resources worldwide etc;
• Tory University (2010, p. 3) pointed out that this University does not discriminate in case of gender, age, color or ethnic groups, race, nationality, religion, personal disability, financial hardship, education, employment, or other related issues;
• Mission, vision, and core values for the operation in this zone;
• Moreover, it takes benefits from the locations of its campus, for example, its military and its Arlington place that resides in the heart of central Arlington;

Troy Positioning

According to the view of Kotler & Keller (2006, p.93), positioning is one of the most significant attributes to the marketers because it indicates the unique selling proposition. However, Troy University is using this positioning strategy in order to reach the target audiences to discuss about the quality of courses, tuition fees, educational atmosphere, and other facilities by comparing with other competitors.

Selecting a positioning strategy

According to the Figure no 2, the position of Troy University is not strong enough like other Universities. In this circumstance, Troy University should select an overall positioning strategy by considering competitive advantages and the financial position of other universities. This strategic plan mainly concentrates on the increasing number of students of Troy in the selected Washington DC/Northern VA area because it endeavors to widen its graduate onsite programs in MPA and MSIR by offering the courses. The administration of this area argued that it should require to being more attentive in transitioning bachelor level students from two-year institutions, and partner institutions, therefore, this paper will consider several options like more for more, more for the same or more for less. However, it would be better for Troy to select more for less option to create more value than competitive ones in association with performing more student satisfaction with less monetary effort as Troy must position itself in the Washington, DC/Northern VA area where the BRAC is scheduled to occur.

SWOT Analysis of Troy University

Strengths

• All students are highly satisfied satisfaction with faculty and support services;
• Troy offers a variety of programs of study;
• Strong brand awareness of Troy University is one of the main threats for Troy;
• Moreover, it offers excellent and safe environment for the student;
• All the lecturer, and faculty staffs provide standard teaching service as they are dedicated, experienced, talented and highly qualified;
• Tory maintains strong accreditation standards;
• Historical background of the University (Troy University, 2007);
• It has more than 29,580 students among them 627 external students come from 50 countries;
• It has skilled human resources to expand its operation all over the world;
• Troy offers competitive tuition fees to attract more students;
• High student approval rating is one of the major strength of this university;
• Troy University (2010, p.1) reported that it offers web-based courses for distance learners by Blackboard (a courseware management system);
• Important information and latest news are available in university website and it gives the opportunity to read books online;
• It has already integrated information technology to develop educational system.

Weaknesses

• Troy University has tried to solve accommodation problem of the students as offered residential space is not adequate for existing students;
• The university is not happy with the retention rate;
• Introduction of a new program is difficult issue for Troy;
• Lack of strong honors programs for external students;
• Troy University (2006, p.7) stated that it offers salary relative to southeast average;
• Sometimes marketing strategies do not work in new segments;
• Troy has to incorporate repeated change of rules and regulations
• It has not enough financial capability to become a market leader;
• Total revenue and net assets has reduced from previous years for recession.

Opportunities

• Troy University has the opportunity to offer doctoral program or research units by utilizing present strengths;
• Recent integrated marketing campaign would help to generate large donation fund;
• Its IT department has potential impact on the entire ecommerce system;
• Available job opportunity for the students of Troy University positively influence them to enroll here;
• New Post 911 GI Bill;
• Troy has prospect to boost educational contract with rest of the world;
• Create a future prospect for business by increasing awareness campaign;
• Degree completion partnership with two-year schools;
• It would be able to compete with large institute if It more concentrate on distance learner as international students eager to find out a place to enroll in the University;
• High School market and Certification programs are the profit maximizing areas;
• Finally, it has bright prospect in cultural program, for example, drama and success in sports sector (Troy University, 2010).

Threats

• Due to global financial crisis the number of student enrolment has decreased all over the world and Troy University lost more than 6,100 external and internal students;
• The major threat is cost of accrediting professional programs;
• Failure to hire new faculty;
• Increasing expenses of external programs
• The political situation and terrorist attacks are threats for Troy;
• Increase retirement rates;
• It has to struggle for quality students;
• Weak monitoring system to ensure equal opportunity;
• It has to face high competition for fundraising funds.

Major challenge

This strategic plan has identified that the Troy University management and expects face a number of marketing challenges involving financial and technological and environmental hurdles including the increasing tuition fee and significant investment by the state government while Troy University is eager to meet the rising demands of university education in Washington, DC Metro/Northern Virginia locations. The significant challenges of Troy University stay alive in the field of student enrollment and their retention, marketing costs, teaching revenue growth, technological communications, progression, and co-location of Troy University stay operations within in Washington DC Metro/Northern Virginia locations are as follows 

Site-Specific Marketing Challenges

Troy University locations must reshape its strategy to address the locations of Washington, DC Metro/Northern Virginia including the quick boost of online programs, expansion of marketing strategies, effectively struggle in the market, involving further resources to deliver more extra online and hybrid programs with the objectives to ensure proper use of resources. Troy University must address to get better retention of over all students and boost the graduation rates and rates accurate time for completing the degree by increasing the opportunity of easy access to the under-graduation and graduation program for the prospective students and utilizing the teaching skills those interpret interested in professional success (Troy University, 2010).

The populace of the area of Washington, DC Metro/Northern Virginia locations be required to confirm that the programs carried out by the Troy University are highly resourceful to bring their complete professional success for which it is essential to conduct an integrated marketing campaign. Such campaign would share the objectives to the future, communicates with the local populace, carry out this message in an approach that the target audience would be interested, and extend their full support the programs. Within the campaign, the mission and vision of the Troy University would be more transparent to the Washington, DC Metro/Northern Virginia locations and the university would get more support from the local communities without bothering the race and ethic group.

Summary of Overall Marketing Strategy

Troy University wants to boost its visibility in the immediate commercial market place in the selected area and it desires to contact and make articulation agreements with targeted community colleges to share the facilities and raise the number of students in this area. One of the most significant strategy of Troy University is to engage, market and create a relationship with the National Guard units in the selected areas and take a more aggressive approach to draw attention of Department of Defense, private organizations, government employees (particularly BRAC locations of Ft. Myer, Ft. Belvoir, Anacostia, Ft. Meade, NNMC, Andrews AFB).

Global Studies, National Security Affairs, Regional Affair are the main area of International Relations degree and HRM, Leadership, International Management, Healthcare Management, IS, International Hospitality Management are the core subject of Master of Public Administration, whereas Adult Education, Foundations of Education, and Instructional Technology are the major subjects of Criminal Justice (Troy University, 2010).

Target Market Segments/Key Audiences

1. Both military and civilian students are looking for post graduation degrees;
2. Present students at local 2 year community colleges;
3. Employees of government or corporate house are also are looking for suitable courses;

Site Business Goals

The Market dynamics of the Washington, DC Metro/ Northern VA has lead the Troy University to set up its site business goals such as to partnering with the Department of Defense as well as with the civilians. The environment of the Troy University has ensured its position completely student centered with aim to attract the military veterans and their spouses achieving the academic goals as:

• Goal 1: Financial Performance: The Troy University has setup its goal to increase the students tuition fees to convey the desired financial achievements in the course of alternative sources,
• Goal 2: Program Delivery: it has pointed to communication agreement with the community colleges to delivering it services,
• Goal 3: University Awareness: To develop the awareness The Troy University derived for marling campaign that would increase awareness The Market dynamics of the Washington, DC Metro/ Northern VA area.

Marketing Objectives, Strategies & Tactics

• The main objective of this strategic plan is to boost income 10% from student who enroll for online programs;
• In addition, it intended to raise the market share for MPA, MSM/MBA, and MSIR segments;
• enlarge retention by 10%
• It will develop relationship with community colleges and enhance marketing efforts;
• It wants to introduce a new courses by applying innovative ideas;
• Promotion and development of e-learning attributes.

Troy University will use following tactics and strategies to reach target audience, for example:

• It has an excellent website to provide all necessary information and it will develop blogs for the target audience;
• It will encourage senior and brilliant students to join its marketing team;
• It will advertise its programs on daily newspaper, TV media, magazine and Tory spends $52,643,400 for advertisement to develop its position in Washington DC;
• on the other hand, it spends $6,524,600 for SPOT TV advertisement, radio, $38,618,900 for Cable TV advertisement and $9,134,900 for magazine advertisement;
• It will add link in Google, yahoo, MSN and other sites;
• In order to communicate with more students, advertise in the online famous social networking sites, such as Facebook, Twitter, and Linkedin etc.

References

Burge, C. (2010). About Atlantic Region.

Diel, S. (2010). Bad news for Troy University students: Tuition, fees to rise 19% in fall.

Ellis, A. (2008). Building beyond Boundaries: A road map for success.

Frey, W. H. & DeVol, R. C. (2000). Americas Demography in the New Century: Aging Baby Boomers and New Immigrants as Major Players.

Kotler, P., & Keller, K. L. (2006) Marketing Management. 11^th ed. Prentice Hall.

SIPA. (2009). Washington, DC General Information.

The Washington Post. (2005). D.C. Area Continues Strong Growth.

Troy University. (2006). Troy University: VISION 2010, A Strategic Plan 2005-2010.

Troy University. (2007). The History of Troy University.

Troy University. (2010). Enrollment e-Marketing Strategy.

Troy University. (2010), Quick Facts.

Troy University. (2010). Troy University and the United States armed forces: Positioning Statement.

Troy University. (2010). Troy University Undergraduate Catalog.

U.S. Census Bureau. (2010). Washington.

White, R. (2010). Memorandum.

Introduction

The purpose of financial statements and reports is to communicate to users of accounting information the effect of activities on an accounting entity during a specified period and its financial position at the end of a given period (Graham and Meredith, 1998). According to Ittelson (2009), financial statements provide information about the performance, financial position, and financial adaptability of an enterprise. An income statement is one of the financial statements and it shows the results of operations of a business entity during an accounting period. This is reflected where revenues earned are matched with the expenses incurred to generate them (Fridson and Alvarez, 2002).

Income Statement for Franklin Healthcare

Workings

In 2011, revenue from patients (25% x $1,250,000,000) = $312,500,000, revenue from third party (50% x $1,250,000,000) = ($625,000,000), revenue from grants and investments (25% x $1,250,000,000) = $312,500,000, marketing expenses = $25,000, and operating and depreciation expenses = ($500,000  $200,000) = $300,000. In 2010, revenue from patients (25% x $1,500,000,000) = $375,000,000, revenue from third party (50% x $1,500,000,000) = $750,000,000, revenue from grants and investments (25% x $1,500,000,000) = $375,000,000, marketing expenses = $25,000, and operating and depreciation expenses = $500,000.

Interpretation and suggestions to William Foundation

Based on the calculations, the total revenue generated by the firm decreased from $1,500 in 2010 to $1,250 million in 2011, which is about a 16.67% decrease. In particular, the revenue generated from third-party, grants and investments decreased from $1,125 in 2010 to $937.5 million in 2011, which is about -16.67%. As a result, the net income for the company in 2011 decreased from $1,499,475,000 in 2010 to $1,249,675,000 in 2011, which is about -16.7%. On the other hand, the operating and depreciation expenses of the firm have decreased to $325,000 in 2011 from $525,000 thousand in 2010, which is a 38.10% decrease. This shows that expenses have been kept under strict control. Although there is a decline in earnings, the company is financially healthy since the declines in net income are a result of decreases in revenues from third parties and grants, which are beyond the firms control. Therefore, William foundations should not reconsider their grant since this is what makes the company profitable. Equally, the firm has anticipated little growth inpatient population in the coming year.

References

Fridson, M., & Alvarez, F. (2002). Financial statement analysis: A practitioners guide (3^rd ed.). New York, USA: John Wiley & Sons, Inc.

Graham, B., & Meredith, S. (1998). The Interpretation of financial statements. New York, USA: HarperCollins Publishers, Inc.

Ittelson, T. (2009). Financial statements: A step-by-step guide to understanding and creating financial reports. Canada, USA: Career Press, Inc.

Introduction

According to Marian C. Jennings, the president of a national health care consulting firm that specializes in strategy initiation and development. A strategic plan may be unsuccessful due to various reasons. One of the reasons is a strategy that focuses on a single possibility in future thus ignoring uncertainties presented by the market. She gives an example of the occurrences in the 1990s where many delivery systems that were integrated in nature assumed that a form of payment would be accepted thus dominating the market. The mistake committed was concentration on this assumption. As soon as capitalization failed to materialize, the organization responsible for such an assumption made losses (Anonymous 2000).

Reasons for failure of strategic plans

Proper implementation of a successful strategy depends on proper understanding of what a strategic financial plan is and its constituents. This is another reason why strategic plans fail because on several occasions officials in organizations do not understand such strategies. This makes it difficult for them to implement the strategies as the information presented is not well taken and understood. Another problem is the peoples understanding in relation to these strategies. In most occurrences the understanding is poor thus leading to failure.

Another mistake that is committed by financial officers is considering the strategic financial plan as something that they should have or something that would be nice to have instead of considering it as a plan that requires careful formulation and implementation. Such individuals lack the information and enthusiasm necessary to maintain the plan (Reiff and Nelson 1993).

The use of tools by financial manager that are considered ineffective in abid to develop financial strategies for managed care is another reason for failure. These tools do not account for the uncertainties surrounding the market like the future of Medicares managed care and the influences of behavior exhibited by consumers. Employee benefit structure is another market uncertainty that such tools disregard. In an effort to overcome this situation thus ensuring success of a strategic plan such uncertainties need to be detected and mitigated (Krentz & Gish 2000).

Ways to increase the success of a strategic plan

As Jennings says, unsuccessful strategic plans arising from poor assumptions in regard to the forces in the market can be avoided by imagining a series of events in the market that lead to different results. This is termed as practicing the future. These alternative events are likely to influence the strategic positioning of an organization thus influencing key events which in turn lower the chances of failure. Failure of such plans can be avoided by identifying the trigger points for each plan. These are indicators that show the direction of the market. Organization of assumptions around categories of uncertainties can also help in minimizing failures in planning strategies (Anonymous 2000).

In order to successfully implement these plans, the chief information officer must put into operation a system that trains personnel on what a financial plan is and what it entails. An organization also needs to carry out a forecast which should include an income statement, a cash flow statement and a balance sheet. This forecast has to show the integration of all the factors that affect the profits and the liquidity of the organization. This kind of planning gives an organization the ability to analyze its activities; with this kind of information the organization can develop an effective strategy with a high percentage of success (Reiff and Nelson 1993).

Scenario analysis overcomes possible failures of a strategic plan. This is through acknowledging the uncertainties in the market thus articulating a set of other alternative futures for use. This usually gives an organizations executive team the insight and ability to create an effective strategy with the ability to improve an organizations position in the market. Increasing the preparedness of an organizations financial manager for the changes in the market can also help in reducing the possibility of failure in the implementation of a strategic plan. This feat can be attained by training the financial managers on alertness thus sensitivity of trigger points that could in turn signal the rise of a specific scenario.

Increasing success of a strategic plan

Some examples of these market (healthcare) forces include collective bargaining as the case for physicians, benefit structures for employees in the health sector, consolidation of health plans, inflation and impact of customers and models on health planning. To ensure successful scenario analysis thus successful implementation of financial plan, planners should select two market forces that are likely to affect an organization. These forces are used to make a matrix that shows four viable futures. The planners can then use these futures to detect the extreme outcomes that can result from the market forces at work (Krentz & Gish 2000).

In order to create a successful financial plan, the financial managers should also identify the factors which are within the control of the organization. These include factors like skills and resources, finances, communication, values, membership among others. The finance managers should pinpoint the effects of these factors on the ability of the organization to reach its goals. An organization can also face certain influences which it might not control.

Conclusion

These influences have both negative and positive effects on an organization. Examples of these factors include lifestyles, markets, economy and technology. To ensure that these influences do not affect the organization negatively, their significance in the markets will have to be measured by looking at the gap between the current status of the organization and what the organization needs in order to respond to external and internal influences. In general implementation of a strategic plan depends on adequate information on the markets and the organization in question (Fleming- OMAFRA 1991).

References

Anonymous. (2000). Health Care Strategic Management: Scenario planning a useful tool for health cares uncertain times. Chicago. 18(10),5, 3.

Fleming, P. OMAFRA. (1991). Fact sheet 89 (173). Queens Printer for Ontario.

Krentz, E. & Gish, S. (2000). Healthcare Financial Management. Using scenario analysis to determine managed care strategy. Westchester

Reiff, D. and Nelson, M. (1993). Computers in Healthcare. Financial planning: A necessity for the 90s. Englewood. 14(5). 20, 5.

Economy deals with the utilization of scarce resource with an aim of maximizing profits. Having the knowledge of economy helps people draw up strategies that will foster this principle of economics perfectly. In drawing up strategies, it should be clear that it has a single part comprising of both a positive side and the negative sides, also known as the normative side. The positive side focuses on how and why other business groups make profits while the normative side focuses on why the same styles of strategy do not work for all business groups.

The positive side of strategy looks at the success of various strategies and draws principles out of them with an aim of also creating success. This involves coming up with narrations that are simple, clear and praiseworthy. These type of narrations have three objects: the actors, their ultimate goals and the options, which were available to them (Grimm, et al., 2006). One would focus on two companies having the same goal of maximizing profits while the actors, goals, and the options do not relate directly to reality. Such models are locked up and do not allow new entrants, instead, they are left to differentiate and not to.

The other thing is that no model can be as rich as, and to fashion as the world business. In such a case, there is a discrepancy between facts on ground and the intricacy of the representation or the model thus leading to one thing, comprehension of little portions of strategy.

In strategy, another essential fact is equilibrium whose principle states that if each person in a game is doing his best even if presented with everyone elses options (Morton, 1999). This is involves using different tactics in order to compete favorably in a market niche. One business company should not use the same tactics as used by their rival organization because this would always create an imbalance (DeLong, (n.d).).

If this system would not be in place, the success of many companies would be a chance or a luck and not by painstaking procedures. These painstaking procedures can create principles that others can refer to in future (Foss, 2006). The focus should then be in situations where all companies are working to their level best, and not succeeding buy luck.

The other wrong side of a strategy is transferring practices from one case to the other thinking that they will work. We do not need to impose the strategies used by other companies on other companies because the contextual situations are usually different. Companies are heterogeneous, thus; a strategy must address this fact very clear. This means that that there are dimensions that are not same in all companies and this knowledge will comes up with distinguished strategies that work for one company and not to the other. Such dimensions are things like the culture of the people around that locality, the assets that the company has and the image of the brand. The cookie cutter approach does not consider this uniqueness of a company.

Positive aspects of strategy

If one selects the appropriate strategy that suits his or her situation, he or she is bound to enjoy several advantages. Strategies determine the exact goals that an organizations or a company is set to achieve. With such goals, the company will gather all the resource and channel them to organized use in order to achieve the goals. Strategy will determine how a company or an organization is going to achieve its goals after a certain period. That is to say, that it keeps the company in the right track, keenly working in accordance to the mission. This is very important in the case of helping all the team members to work constantly towards the achievement of such a goal.

Again, a clearly drawn strategy in the context of organizations communicates the specific goals of the organization to the constituents of the organization. This will ensure that all the people are working on the right task at any one particular time. This will create harmony in the achieving the goals of the organization. That harmony creates efficiency and hence making the company to achieve the goals within the required time.

Creating good strategy will make all the members of the organization own the plan. This element makes the other members of the organization be part of the whole organization (McNamara, (n.d)). This is contrary to some organizations whose members view plans as belonging to the management team alone. This will in turn make them have intrinsic motivation and thereby contribute to the wholesome success of the company or the organization. This aspect is very crucial for the success of any organization. If the members know that hey are part of the plan, them they will contribute to their level best.

Strategy will create a base for checking progress. This is in making momentary evaluation prior to the main evaluation. This helps to keep the process that leads to success running smoothly and with surety. If there were a problem, the necessary change is made based on clear information retrieved from such an evaluation.

It also calls from within people their best in contributing to the organization in terms of ideas. In the process of formulating a strategy, all members in the planning team are eager to put forward facts that are well agued and informed. The result of this is coming up with quality decisions that are most likely to give the company or the organization success.

Normative aspects of strategy

There are moments when strategies focus on a future that do not come to be. Planning is usually a very demanding undertaking. In some cases, the plans expected to work may not work because of some few reasons (Robinson, 2005). If they fail, the organization may incur some losses. Even though planning is taking a risk, it has worked well for many organizations. Studies into this fact have shown that those companies and organizations have had much more success.

Using strategy also is expensive. Coming up with one that works will need the study of many aspects. This research is what will require time and resources in establishing the facts. Another thing is that strategies will only focus on long term goals for organizations. Some times, there are crises in organizations and companies therefore coming up with a strategy to solve the case, is not always practical.

Business Model

A business model shows the underlying principles of the way a company or an organization uses make delivers and articulate value. This is in terms of economic, social political and other types of values. Strategy is a core part of the process of creating a business model. A business must represent the main features of business model. These include purpose, which describes reason for existence.

Other aspects are strategies that show how organizations are going to achieve their goals in a certain period. Infrastructure describes the physical amenities of an organization, in relation to what it does to achieve its goals. Organizational structures show the arrangement of the human resource in an organization. The arrangement depends on each persons responsibilities. Trading practices are the things that the companies do as they sell their services or products. Lastly, we have the set policies and processes that show how the organization does its activities every day.

There are several types of business models. This depends on how organizations look at and practice the aspects discussed above. Many people have defined different models depending on their contextual situations. In that case, we do not have specific business models to say that they are universal. Secondly, as technology advances, internet based models are coming up. These are some that we have mentioned in this essay; utility business model, which customers are on a pay as you go tariff. Such businesses are like the mobile phone service providers, where customer buy credit and use their money at the instance they are using the service.

Another example is multi level marketing (MLM) (Consumer Awareness, par 1, (n.d)) where firms and companies use endless chain or pyramid selling scheme (Consumer Awareness, par 1, (n.d)). This is where anyone is used as a sales person for a company. The person earns compensation depending on how he or she is getting other customers (MLM, 2003). He or she also rises up certain ranks depending on how many people she has brought. In addition, the growth through the rank depends on the number of people brought by those he or she brought.

E- Business model is also growing over time. This is the use of internet facility to sell to as many people as possible (Jansen, et al., 2007). With this system, many business people have sold their services across the world. This part of technology is really revolutionizing business (MLM, (n.d).). There are thousands of businesses using this system. Industries such as software, books and even transport industries are using internet to serve their customers (Techarena Community, 2004).

Cookie cutter approach

This is the approach that business people and trainers apply strategies used in other companies directly to their own situations. The author says that this is the wrong approach. The right way is to draw principles out of the various case studies and use them to apply appropriately into your own situation (Malhotra, 2001). The author emphasizes the fact that every situation is unique because of facts such as culture, business model, the products the companies produces and many other factors.

The researchers should therefore get reasons to why other strategies succeed. In this, they should then come up with principles that hold true for all cases. Therefore, the researcher should ultimately be looking for the knowledge backing the strategy (Amidon, 1997). This will make the principles that we are advocating come up clearly and hence lead to its easy application in other cases.

References

Amidon, M. D., 1997. Innovation strategy for the knowledge economy: the ken awakening. Butterworth-Heinemann.

DeLong, B., (n.d). Thinking like an Economist. Web.

Foss, J. N., 2006. Strategy, Economic Organization, and the Knowledge Economy: The Coordination of Firms and Resources. Oxford University Press.

Grimm, M. C. et al,. 2006, Strategy as action: competitive dynamics and competitive advantage. Oxford University Press.

Jansen W., et al., 2007. New business models for the knowledge economy. Gower Publishing.

Malhotra, Y., 2001. Knowledge management and business model innovation. Idea Group Inc (IGI).

McNamara, C., (n.d). Strategic Planning (in nonprofit or for-profit organizations). Web.

MLM.com, (2003). Understanding Multi-level Commissions. Web.

MLM The Truth.com, (n.d). Consumer Awareness Institute. Web.

Morton, S. F., (1999). Why economics has been Fruitful for Strategy. Financial Times. pp. 1  5. Web.

Robinson, R., (2005). The Advantages and Disadvantages of Strategic Management. Web.

Techarena Community, (2004). Types of E-Business Models and Markets. Web.

Executive Summary

In this report, the analysis closely looks at EasyJet and the industry in which it competes. To achieve this, the paper has looked into background information on EasyJet. The company was founded in 1995 by Stelios Haji-Ioannou and has gained rapid recognition in the airline industry. The idea behind EasyJet is predicated on the premise that there is a price elasticity of demand for relatively brief air transport, meaning that if ticket costs were to drop, more people would take advantage of the opportunity to travel. Similarly, the report has described in detail the size, scope, and type of EasyJet. EasyJet uses a Hierarchical system with centralized power and a chain of command. The company features 308 aircraft, 13,000 employees, 153 airports, and 927 interconnected routes in 34 countries. Similarly, a close analysis of the departments and the management of EasyJet has been done. From the SWOT analysis, the airline has several qualities that make it stand out from the competition. Competition from companies such as Tegel Ram-up and Berlin Airport Ram-up represents one of the airlines biggest challenges. The company is investigating the feasibility of creating a hybrid aircraft as part of a current project. The report also includes the PESTLE analysis to identify the external factors that affect the viability of EasyJet. To determine the effect of globalization on EasyJet, the report first identifies the strategic plans the company has put in place. Several recommendations have been made at the end of the paper, which primarily focus on the areas EasyJet could focus on to maintain its competitive edge.

Introduction

The air industry provides an essential input in a countrys economic, political, and social aspects and global economy. Companies increased global reach, as seen by the explosive rise of international commerce and investment, fueled the demand for air transportation (MrHa & Badánik, 2021). As a low-cost airline that has gained popularity throughout the globe, Easyjet Airline Company, Limited is a good case study for this reports research since it is a publicly traded business in the UK. Besides, its sales income has increased steadily over the years. easyJets primary goal is to increase its market share in Europe, particularly in nations expected to expand rapidly soon. The company was founded in 1995 by Stelios Haji-Ioannou and has gained rapid recognition in the airline industry (Barqueira et al., 2022). The idea behind EasyJet is predicated on the premise that there is a price elasticity of demand for relatively brief air transport. This means that if ticket costs were to drop, more people would take advantage of the opportunity to travel. The conventional wisdom in the airline industry is that demand for flights rises in tandem with GDP and that lowering fares has no positive effect on the companys bottom line.

Discussion and Analysis

The Type, Size, and Scope of EasyJet

EasyJet is a multinational low-cost airline group operating international and domestic scheduled services in over 34 countries on about 927 routes (Barqueira et al., 2022). It is essentially described as a short-haul airline making it quite unique. It uses a Hierarchical system with centralized power and a chain of command. There is a transparent chain of command at EasyJet, beginning with the CEO and working its way down to the ground personnel and flight attendants (Barqueira et al., 2022). The business choices of EasyJet are decided at the companys headquarters and then trickle down to lower levels of management (MrHa & Badánik, 2021). When making decisions and giving orders, branch and department managers at EasyJet are restricted to a specific group of authority and jurisdiction, regardless of the location.

Accessible jet features in the list of one of the biggest airlines in Europe. Easy jet has a reported size of over 308 aircraft. Currently, these aircraft operate in more than 927 routes which comprise 34 nations (MrHa & Badánik, 2021). In these countries, EasyJet is said to have constructed 153 airports, which ease the airlines transportation of cargo and travelers. The airline has a total of over 13000 employees all over the world, with most of the employees residing in the United Kingdom (EasyJet, 2023). Of all the bases that are in EasyJets possession, Gatwick is the largest one. As per the companys market cap report, the airline enjoys a market cap of over 3.95 billion US dollars (EasyJet, 2023). The company is ranked 2754th in the list of most valuable companies.

Many of EasyJets business and industrial operations partner with essential suppliers. EasyJet runs a contemporary fleet of aircraft belonging to the Airbus A320 series, of which the company holds about 59% (Barqueira et al., 2022). The corporation is investing in aircraft of a newer generation, which is more aerodynamic and use less fuel, which will ultimately result in cheaper operating expenses and fewer carbon emissions, to manage the carbon footprint. The organization carefully selects its business associates and maintains these partnerships to encourage newer technologies and success. easyJets current and long-term goal is to develop into the airline industrys most data-driven company (MrHa & Badánik, 2021). Consequently, the firm is gaining a significant competitive advantage due to the implementation of operational resilience procedures and condition monitoring. The data projects that late yield efforts and the asymmetrical seat sales prices have benefited the airlines revenues.

Interrelation of Function in EasyJet

Six sub-companies work independently but collectively to meet the day-to-day activities of EasyJet met. easyJet is the parent corporation of the six companies that conduct the business under its trademark (Kassem et al., 2022). EasyJet Airline Ltd., a wholly-owned company headquartered in Luton, manages all day-to-day operations. 49%-owned EuroAirport Basel-Mulhouse-Freiburg and Geneva Airport are served by all commercial airlines EasyJet Switzerland operates (Barqueira et al., 2022). The companys aircraft renting and commerce firms are located on Cayman Island. The two companies are EasyJet Sterling lLimited and EasyJet Leasing Limited. Similarly, there are also companies such as Dawn Licensing Limited Company, and Dawn Licensing Holdings Limited company are, respectively, graphic design and holding businesses.

The company comprises nine departments: human resources, finance and procurement, legal, operations, Information Technology, data and digital, communications, brand, public affairs, customer, product, and sales, and pricing, strategy, and networking (Kassem et al., 2022). These departments work hand in hand to ensure that Easyjet maintains its competitive edge, satisfies customers, and retains and attracts top talents.

The companys structure consists of the board of directors, airline executive management, and employees. The airline management board is chaired by Johan Lundgren, who joined the company in 2017 (Kassem et al., 2022). The company has the position of chief financial officer, which Kenton Jarvis heads. Ella Bennett, the group people director, leads the hiring and talent management department (Kassem et al., 2022). Similarly, the company has a customer and marketing department, which Robert Birge heads with the chief customer and marketing officer position. This particular department ensures that the customers get good services and that their inquiries, complaints, and feedback are responded to accordingly.

The company has independent directors headed by the non-executive chair and the senior independent director, who are comprised of a total of 12 individuals. Directors from inside the corporation are considered valuable because of their familiarity with the business and the sector and because they act on behalf of the firms significant shareholders, executives, and workers. Non-executive directors, often known as independent directors, are not engaged in the firms day-to-day operations but are nonetheless expected to provide insightful ideas from the outside. Additionally, the board presently divided into six committees with responsibilities for safety oversight, compensation policy determination, accounting policy alignment, director nominations, treasury, finance policy oversight, and information technology project consulting.

Analysis of the Business Environment

Internal Business Analysis (SWOT) of EasyJet

More of the airlines strategic moves to outpace rivals and get an edge in the market may be revealed using SWOT analysis. EasyJet can capitalize on its strengths thanks to the information gleaned from the SWOT analysis (Falconi, 2022). The report identifies internal flaws and external risks that might be remedied by capitalizing on upcoming opportunities.

Strengths

According to the findings, the airline has several qualities that make it stand out from the competition. This environmentally conscious airline is the first primary international carrier to offset its carbon footprint (Falconi, 2022). Moreover, greater resilience against external influences is seen to keep margins stable. In addition, the corporation operates a fleet of cutting-edge aircraft that meets or exceeds industry standards and is supported by a robust infrastructure. This contributes to the companys high standing in the eyes of its patrons, resulting in increased brand loyalty and positive word of mouth. The tremendous operational efficiency resulting in a cheap model proves this.

Weaknesses

Competition from companies such as Tegel ram-up and Berlin Airport Ram-up represents one of the airlines biggest challenges. Therefore, it may be challenging to maintain present successes compared to the rivals profitability (Falconi, 2022). Similarly, the risks associated with managing a capital-intensive firm are susceptible to interest rate fluctuations and a strictly controlled market.

Opportunities

The company is investigating the feasibility of creating a hybrid aircraft as part of a current project. Since launching EasyJet Holidays, the corporation has increased its profit potential while expanding its service offerings (Falconi, 2022). There is a sophisticated pricing structure in place, and the expansion of the business is possible thanks to the inclusion of non-seat income and the businesss appeal to price-conscious passengers, like how customer and service effectiveness boosts customer happiness while cutting down on interruption costs so that it can provide excellent service to the airlines customers.

Threats

The aviation business and other sectors might be hit hard by the COVID-19 epidemic, which is one of the biggest dangers. Uncertainty among buyers is also affecting Brexit. Similarly, data suggests that the European aviation sector is also experiencing declining growth (Falconi, 2022). Strikes and economic sabotage are examples of other political issues impacting the organization.

External Analysis Business Analysis (PESTLE) of EasyJet

Political

One major external factor that affects businesses is the political atmosphere in which they operate. In the case of EasyJet Airlines, one of the major political decisions that affected its operation was when the United Kingdom parted ways with the European Union (Permana et al., 2020). European Union law requires that the majority shareholder of any company with substantial operations in Europe, like this one, be an EU citizen (Ameur & Louhichi, 2022).The companys current majority stake in the United Kingdom must be changed if EasyJet is to continue operating profitably; this shareholding must be moved to the European Union (Ben et al., 2022). The company is looking for viable ways to mitigate this significant challenge.

Economic

COVID-19 is a critical danger to the survival of airports, airlines, and their associated businesses. However, despite widespread vaccination campaigns, the international tourism industry has not yet recovered to pre-COVD-19 levels (Sobieralski, 2020). The rate of recovery is very sensitive to the activities of several groups and the level of international collaboration performed by governments throughout the world (Sobieralski, 2020). While the global tourism business as a whole remains mostly depressed, more and more nations are taking baby steps toward reopening their borders to vaccinated tourists, inspiring some hope and an actual possible route to recovery. Already well-known is the fact that the airport industry and the whole air transport ecosystem have been devastated by the global COVID-19 outbreak and the associated travel restrictions (Kassem et al., 2022). The pandemic also impacted the fuel sector, and extremely high gasoline costs significantly contributed to the companys first-half 2019 loss; fuel is a crucial part of any airplane.

Socio-cultural

Every one of the newest economic powerhouses is located in a country with a concise aviation history. European and North American standards and values provide the basis for the whole culture around airport and airplane behavior. Each emerging economy has diverse cultural norms and values (Falconi, 2022). This results in misunderstandings, tension, and complaints from passengers of all backgrounds, as well as increased expenses and stress for the airlines and airports. On the other issue, the aviation industry is male-dominated, and EasyJet is one of the airlines experiencing the same challenge.

Technology

EasyJet has a mobile application designed to help visually impaired people see the time of departure and flight. The application is user-friendly and has a voice command option that aids people of a certain age and disability (Falconi, 2022). In addition, they are developing state-of-the-art virtual reality (VR) technology, in particular for their off-site locations, where it might be difficult to get the engineers they need to address more extensive and complicated issues. It is time-consuming to transmit pictures of the planes cabin to the proper engineers. Real-time data transfer will be possible with VR eyewear.

Legal

EasyJet gained notoriety in 2020 when a huge breach revealed the personal information of at least 9 million customers (Kamal et al., 2020). About 2,000 consumers have stolen sensitive information, including credit card details, phone numbers, mailing addresses, and flight timings (Kamal et al., 2020). In 2020, EasyJets owner made allegations that several airline workers, including members of the companys executive team, had accepted bribes from Airbus, one of the airlines suppliers. The revelation of corruption among the owners highest-ranking employees was a black eye for the business.

Environmental

The global aviation sector is expanding quickly for several reasons, including the increase in transcontinental commerce and the increasing desire of people to travel. More than two-thirds of the worlds aviation traffic has surged in the previous 15 years, with over 39 million flights expected to be completed in 2019 (Wallace et al., 2020). Over 900 million metric tons of carbon dioxide were released by commercial aviation companies in 2019, up from 627 million metric tons of CO2 released that year (Wallace et al., 2020). As part of the new UK and EU sustainability policies, EasyJet has pledged to reduce carbon emissions by 50% from their current levels (Wallace et al., 2020). Airbus aircraft, which are now in use, are more economical in that regard. In October of 2020, it was announced that EasyJet and Wright Electric will collaborate on creating the worlds first carbon-free airplane.

Impact of Globalization on Strategic Planning of EasyJet

Simply put, globalization is the process through which events that formerly only occurred in one place become applicable everywhere. It may be thought of as a process that permits all people to become part of the same society and cooperate. (Kyove et al., 2021). Nonetheless, globalization is also frequently used in the more specific context of economic globalization, which refers to integrating national financial systems into the global market, capital flows, foreign direct investment, movement, and technology diffusion (Mbaiwa et al., 2019). Although the broader social, cultural, and political implications of greater mobility and interpersonal contacts made possible by air travel were obvious, this perspective gives more weight to the former.

One of Easyjets strategic plans is to make low-cost travel accessible and easy. There are implications that globalization will have on this strategic plan laid out by EasyJet. Policies such as Open Sky have several consequences for fare rates since the policy dictates the coproduction of international airlines (Permana et al., 2020). Fares are set to recoup costs under the Open Skies environment; in simpler terms, competitiveness and acquisitions policy can successfully perform the job of regulation. This raises questions about the marketplaces nature, which is often supplied by a comparatively small number of big network providers, sometimes through alliances (Mbaiwa et al., 2019). There is some competition for air travelers in the overlapping feeder and provenance traffic to global hub airports among the numerous partnerships for the air cargo transports industry (Kyove et al., 2021). There is also competitive pressure at either end of airlines with several others, comprising low-cost airlines competing for travelers in the overlapping distribution system and origin-destination traffic to regional and global hub airports.

EasyJets strategic plan is also to transform revenue, which will also be impacted by globalization. Globalization contributes to more consumption and income in each nation due to increased total economic activity (Gozgor et al., 2020). However, prosperity is not distributed fairly. Some of this expenditure is facilitated by air travel (Kyove et al., 2021). Again, when earnings grow in larger nations, individuals spend more on domestic holidays and pay more for trips to friends and family. This domestic engagement, like trade-generated local air movement, may be commercially and organizationally isolated from globalization, but it is still a product of them.

EasyJet also has one of its strategic plans to create the most incredible network in Europe. Given the essentially commercial character of modern air travel, the rising need for transporting people and goods between countries that results from globalization is inevitable (Kyove et al., 2021). Given the efficiencies in air transportation, particularly the falling costs associated with infrastructure utilization, this can lead to additional pricing reductions. Furthermore, international trade raises global revenue, which leads to increased foreign visitors travel and the transportation of higher-value items, such as exotics, where air transport has a multiplier effect. Finally, globalization increases factor mobility, resulting in more permanent and temporary migration (Gozgor et al., 2020). Over more considerable distances, international flight travel is usually the most cost-effective option.

Conclusion and Recommendations for EasyJet

Conclusion

To conclude, this paper has identified SWOT and the PESTLE analysis, which affect the companys internal and external environment. EasyJet being in a competitive market, strives to provide affordable airline services. There is also a discussion of the impact of globalization on the companys strategic plans of making low-cost travel accessible and manageable, transforming revenue, and creating the most incredible network in Europe. Because of this, it is crucial to analyze EasyJets business models and tactics to comprehend and evaluate the companys unique strategy, performance, and competitive advantage. There is much rivalry in the airline industry, and as a result, there is pressure on ticket pricing. However, EasyJet also takes a different approach, emphasizing innovation to increase and stabilize its income.

Recommendations

Based on the research conducted, the following suggestions are provided for EasyJet to help them improve on their strategic plans and deal with the effects of globalization and competition. First, EasyJet has to advertise and make the most of its advantageous partner offerings like EasyHotels. The research also suggests booking a reduced all-inclusive vacation package that includes amenities like airport taxi service and minibus transportation from the airport to the hotel and resort. The company should consider a loyalty card system whereby points may be accumulated toward the acquisition of various discounts and other prizes. To reach a wider audience, easyJet may also promote the fact that it is a carbon-neutral airline. They may, for instance, redesign their logo to include an environmentally friendly label. EasyJet needs to strengthen its position as a middleman. This would appeal to those looking for inexpensive tickets and those who wish for more extraordinary amenities and are willing to spend for them.

References

Ameur, H. & Louhichi, W. (2022). The Brexit impact on European market co-movements. Annals of Operations Research, 313(2), 1387-1403. Web.

Barqueira, A., Quadros, R., & Abrantes, J. (2022). Airline booking applications: the case of Ryanair, Easyjet and tap air Portugal. Aeron Aero Open Access J, 6(1), 7-15. Web.

EasyJet. (2022). (EJT1.F)  Market capitalization. CompaniesMarketCap.com  companies ranked by market capitalization. (2023). Web.

Falconi, P. (2022). Arguments for choosing cross-border M&A as a growth strategy in the European airline industry exemplified by the Air France and KLM holding and the EasyJet/Wizz Air case study. Web.

Gozgor, G., Mahalik, M. K., Demir, E., & Padhan, H. (2020). The impact of economic globalization on renewable energy in the OECD countries. Energy Policy, 139, 111365. Web.

Kamal, A. H. A., Yen, C. C. Y., Ping, M. H., & Zahra, F. (2020). Cybersecurity Issues and Challenges during Covid-19 Pandemic. Web.

Kassem, R., Salama, A., & Ganepola, C. N. (2022). CSR, credibility, employees rights and legitimacy during a crisis: a critical analysis of British Airways, WizAir and EasyJet cases. Employee Relations: The International Journal, (ahead-of-print). Web.

Kyove, J., Streltsova, K., Odibo, U., & Cirella, G. T. (2021). Globalization impact on multinational enterprises. World, 2(2), 216-230. Web.

Mbaiwa, J. E., Mogomotsi, P. K., Mbaiwa, T., & Siphambe, G. B. (2019). Globalization, tourism, and ecosystems management. In Handbook of Globalisation and Tourism. Edward Elgar Publishing. Web.

MrHa, D., & Badánik, B. (2021). Differences in low-cost airline operating models in 2018, 2019 and 2020comparison of EasyJet, Ryanair and Wizz Air. In 2021 New Trends in Aviation Development (NTAD) (pp. 128-133). IEEE. Web.

Permana, P., Hoen, H. W., & Holzhacker, R. L. (2020). Political Economy of ASEAN Open Skies Policy: Business Preferences, Competition and Commitment to Economic Integration. Journal of Asian Economic Integration, 2(1), 44-61. Web.

Sobieralski, J. B. (2020). COVID-19 and airline employment: Insights from historical uncertainty shocks to the industry. Transportation Research Interdisciplinary Perspectives, 5, 100123. Web.

Wallace, H., Pollack, M. A., Roederer-Rynning, C., & Young, A. R. (Eds.). (2020). Policy-making in the European Union. Oxford University Press, USA.

This treatise looks at various aspects of a strategic plan for a four star hotel. First, it compares several marketing niche planning strategies using the competing values framework.

Secondly, it discusses key factors that will be critical in the hotel’s performance in short and long term to best ensures it supports the strategic goals. Third it proposes an audience strategy use when preparing to reorganize facilities and financials. Finally, recommendations for technology tools that can be used in the planning are discussed.

In planning strategy, culture defines all aspects of a business, both internal and external relationships. First, the management should consider having intranet for the new hotel. This is a secured internal or private network of an organization that connects all computers to ingress that access the internet.

An intranet is restricted to an organization and its associates (customers, employees, members and suppliers among others) and is protected from unauthorized access with security systems and firewalls. Such security encryption put a stop to abuses of the system like social networking, inapt use of web, among others. As a result, the costs of operation will be minimised (Slack, Chambers, Johnston, & Betts, 2005).

The first dimension places the values of “flexibility, discretion, and dynamism at one end of the scale while stability, order, and control on the other. This indicates that some organizations values adaptation, change and organic processes while others are effective in emphasizing stable, predictable and mechanistic processes” (Tharp, 2009).

The second dimension looks at “internal orientation, integration and unity on one side while external orientation, differentiation and rivalry on the other end” (Tharp, 2009). This implies that the hotel should focus on their internal processes for success while others perform well by focusing on market and competition. The diagram below summarizes the two dimension of completing values framework.

The internal and external reporting channels are then cascaded down to the rest of the structures. The two structures differ in the sense that there is an indication of unity, integration and internal orientation in line with the SWOT results (Cheverton, 2004).

The hotel should put out most of the documents such as policies, procedure manuals and new rules through the intranet Web pages. This saves the company costs relating to printing, maintaining and circulating such documents. Also, intranet makes it easy for communication across the organization.

Secondly, the management should consider using internet tools such as VoIP and Groupware. These technology tools would provide a good avenue for interaction of the staff members and ease of integrating administrative applications of the hotel (Laudon & Laudon, 2007).

Based on the first dimension of the competing values framework, the hotel already has a flexible business model and with the reserve funds, it is possible to adjust the size of the business or eliminate projects that do not reach the fund-raising goal (Cameron & Quinn, 2011).

Also, we are informed that for operation to thrive it must always be looking at new ways to survive, that is, “new way for fund raising, marketing, reaching out to the community and communicating with the public, therefore it is much quicker to adapt to change” (Samson & Singh, 2008). It can be deduced that there is a lot of hierarchical (control) and competition culture at the hotel (Morrison, 2003).

Technological transformations and the global market are the two major factors that will define changes that happen in the hotel’s financial performance. Therefore, there is need for staff members to adapt quickly to change, work smarter, increase productivity and carry out duties that are outside their job description for them to remain relevant in the job market.

References List

Cameron, K. C., & Quinn, R. E 2011, Diagnosing and Changing Organizational Culture, Kogan Page, London.

Cheverton,P 2004, Key Marketing skills: strategies, tools, and techniques for marketing success, Sterling, VA: Kogan Page, London.

Laudon, K. C., & Laudon, J. P 2007, “Using internet tools to increase efficiency and productivity,” Essentials of Management Information System, Vol. 8, pp. 300-410.

Morrison, D 2003, E-learning Strategies: How to get Implementation and Delivery Right first time. New York: Wiley.

Samson, D, & Singh, P 2008 Operations Management: An Integrated Approach, Cambridge University Press, London.

Slack, N., Chambers, S., Johnston, R., & Betts, A 2005, Operations and Process Management: Principles and Practice for Strategic Impact, Prentice Hall, Benin.

Tharp, B 2009, Organizational Culture White Paper. Web.

Introduction

The purpose and objective of this research essay is to assess the theory and practice of strategic planning for tourism with a particular focus on New Zealand. New Zealand is a small country that has a human population of four million inhabitants. Tourism has become an important income and export earner for the economic growth of the country. It currently contributes $18.6 billion dollars to the economy which is 9 percent of New Zealand’s gross domestic product.

The country receives 2.4 million visitors in one year from different parts of the world. The highest numbers are from the United Kingdom which accounts for 12 percent of tourist visitors followed by the United States which accounts for 9 percent of tourist visitors and China which accounts for 5 percent of tourist visitors from the Asian continent. When these tourist markets are combined they represent 69 percent of the international visitors who go to New Zealand for their holidays (Statistics New Zealand 2010).

The most popular tourist destinations in New Zealand include Rotorua, Queenstown, Kaikoura, Waitomo Caves and Milford Sound. The country has also been identified as a clean and green escapade playground with archetypal vacation destinations including the Abel Tasman National Park, Milford Sound and the Tongariro Alpine Crossing. The most common holiday activities that are common in New Zealand include bungee jumping, whale watching, deep sea fishing, scuba diving, adventure tourism, camping and nature trail walks.

The country also offers adventure tourism and active travel in its various destinations. Adventure tourism includes hiking and walking activities which can be done in the Milford Sound track or the Te Araroa Trail while visitors view the various types of nature (Middleton et al 2009).

The country has been voted as a top holiday destination as evidenced by the many awards it has received such as the most favourite destination in 2008 by readers of the Conde Nast Traveler magazine. It was also named the best overseas holiday destination by The Daily Telegraph in 2007.

Tourism activities have increased in the country as a result of the extensive marketing campaigns the country has conducted so as to increase the number of visitors to the country. These advertising campaigns that were initiated by the Tourism Board of New Zealand saw the number of international visitors to New Zealand increase by 61 percent (Middleton et al 2009).

Literature Review on Strategic Tourism Planning

Tourism is said to be the largest economic industry for most countries around the world. As the global economy continues to grow, more and more people are able to afford international travel and holidays to foreign countries around the world. According to the World Trade Organization (2005), more than 760 million international tourist arrivals were recorded in 2004.

The same year saw tourism revenue reaching a high of $622 billion with 52 percent of this amount being generated by the European tourist market, 21 percent being generated by the United States while 20 percent was generated by the Asian, African and Middle East market (Burkardt 2005).

The tourism and travel industry supports over 200 million jobs worldwide. This figure is expected to grow to 260 million jobs in 2011 given the growing globalization being experienced around the world. Such figures demonstrate the importance of tourism and the tourism industry around the world.

However, this industry is highly volatile and is easily affected by changes that take place in the economic, political, and technological environments. The climatic changes being experienced around the world have also affected the tourism industry as more tourists today prefer to travel to environmentally safe destinations such as New Zealand. Such environmental influences demonstrate the importance of practising effective and sustainable tourism planning that is strategic in nature (Gunn and Var 2002).

To better understand strategic planning in tourism, a definition of the term is necessary. Hall (2000) defines strategic planning as the direction that companies take to achieve their vision, goal, objectives and strategies. Strategic planning involves developing a set of strategies that will be used by managers or companies to achieve the set out goals and objectives.

Strategic planning also involves designing strategic plans that will be used to respond to the changing environmental situations such as technological innovations, political changes and economic fluctuations in the financial market (Burkardt 2005). Hall and page (2006) define strategic planning as the process that involves integrating management and planning activities in a concurrent manner. This means that the proactive approaches used in strategic planning should be incorporated into those used in management techniques.

The general foundation of tourism has been viewed to be very dynamic and unpredictable based on the changing environmental, economic and social factors. This dynamic nature makes it difficult to plan for tourism which mostly relies on creativity by the various stakeholders in the industry.

The ingenuity of creative people mostly results in dramatic changes in the sector that make it difficult to predict and plan for the future. New scientific and technological innovations have been viewed to upset the necessary formulas that are needed for tourism planning. Modern technology such as the Internet has also complicated the tourism planning process as it has made it difficult to visualize the future of tourism around the world.

The increase of ecotourism has also made it difficult to plan for tourism due to its worldwide proliferation and the dramatic evolutionary changes that have affected many aboriginal societies (Gunn and Var 2002). Strategic tourism planning is therefore viewed to provide the appropriate strategic techniques that will be used to deal with the emerging trends and changes in the economic, political, social and cultural environment (Edgell et al 2008).

Strategic planning is important in tourism planning as it ensures appropriate decisions and strategies have been developed to deal with the dynamic and uncertain nature of tourism. Poor tourism planning in the past has led to negative images of various tourist destinations around the world which has led to revenue and profit losses. Failure to plan has also led to the degradation of natural tourist destinations that have been affected by climatic changes and continued pollution of the environment by green house gas emissions. The purpose of strategic tourism planning will therefore be to reduce the negative impacts that are caused by tourism and tourism related activities. Strategic planning will therefore involve identifying the positive and negative effects on tourism (Hall and Page 2006).

Ruhanen (2010) notes that preparation for tourism is critical in offsetting some of the off-putting impacts that are caused by tourists and tourism activities. The sustainability approach to tourism planning has been identified as an important technique in planning for tourism activities as it incorporates stakeholder participation and strategic orientation in the tourism planning process.

Burkardt (2005) notes that there is no particular strategic model that can be used in tourism planning as the different sectors that manage the tourism sector have different management structures. The tourism sector in most countries is usually managed by either the governmental or non governmental organizations as well as the private and corporate enterprises.

Each of these sectors has their own organizational structures which therefore makes it difficult to formulate one single tourism strategic plan. However all these sectors have to follow the five approaches that are used in tourism planning when they develop their strategic plans.

These five approaches include the economic planning approach, the physical/spatial approach, the community orientated approach, and boosterism and sustainable tourism .These five approaches have been viewed to be important when it comes to investigating the different ways that strategic tourism can be planned (Burkardt 2005).

Boosterism is not considered to be planning method since it has an underlying assumption that states when tourism is good, the affected industries such as the hotels and travel companies will automatically benefit from the high tourism rates. The main strategy that underlies boosterism is to develop tourism as long as the necessary resources needed for tourism are properly exploited.

Such resources include labour, natural resources such as land, coastal areas, and the natural environment. The sectors that are mostly involved in boosterism include local, regional and international governments as well as corporations that gain financially from an increase in tourism activities.

The economic planning approach to tourism is mostly focused on boosting the economy of the area that practices tourism without utilising the area’s resources. The primary goal of economic planning is to create employment for people as well as earn foreign income from international visitors.

The approach also encourages regional development and also balances the regional economic inequalities that might exist in that area. The main assumption that underlies the economic planning approach is that tourism is equal in all sectors (Burkardt 2005).

The physical or spatial approach views tourism as a resource user and earner. The aim of this tourism planning approach is to improve the development of tourism activities that fall in the natural category under an ecological basis thereby reducing the negative impacts of environmental degradation.

Some of the approaches that have been used in spatial planning include managing tourist flows, managing environmental flows and also managing the carrying capacity of each visitor to a particular tourism destination (Burkardt 2005). The community approach of tourism planning involves considering the local control of tourism and development activities in a particular region.

This form of planning is a type of bottom up plan since the inhabitants of the tourism area are the focus of the planning process instead of the tourists. The sustainable tourism planning approach involves integrating the economic, environmental and socio-cultural values of a particular place such as New Zealand into the tourism planning process with the main goal of meeting the local population’s needs (Burkardt 2005).

Methodology for Strategic Tourism Planning

The objective of this essay is to assess the relevant theory and practices of strategic planning when developing a tourism report. The goals of any strategic tourism planning activity are usually to meet the needs of tourists, promote tourism in the local country while protecting the natural resources, consolidating tourism growth in certain locations, promoting convenient links in accommodation and transportation, minimising the potential impacts to the local population that might be caused by tourism activities, and ensuring that the resources and tourist locations are utilised for their intended purpose.

These goals are broad and can be applied to various government and non government agencies that are concerned with tourism (Murphy and Murphy 2004).

The methodology that will be used in this essay is secondary data which will involve analysing various academic sources such as journals, books, articles and websites that contain information on the topic under study. Secondary data is useful as it saves time and money that would have been spent conducting primary research. Secondary data is usually conducted by carrying out qualitative and quantitative research depending on the type of data to be collected.

Secondary data will be collected with regards to the research topic which in this case is to assess the theory and practice of strategic planning for tourism report in New Zealand. Data collection will involve looking for information that is related to tourism planning in New Zealand by looking at how the topic has been addressed in the relevant literature.

Secondary data related to tourism in New Zealand will also be collected and analyzed with particular focus on the country’s economy, the tourism expenditure and the tourist flows of the country.

The method that is chosen by the researcher should depend on the type of data that has been collected. Since the data collected in this essay is qualitative in nature, the methods of data analysis that will be used involve conducting a content analysis and constant comparison of the secondary data that has been collected.

The constant comparison technique which is also know as the grounded theory analysis involves comparing the information collected from the various sources of information to highlight any consistencies that exist in the research topic.

This method of data analysis involves comparing what different authors have noted about strategic planning for tourism in New Zealand. The content method of data analysis will involve looking at information contained in the secondary sources with relation to the meaning and definition of strategic planning in tourism for New Zealand (Ratcliff 2010).

Data Analysis and Findings for Strategic Tourism Planning in New Zealand

A constant comparison analysis was conducted on the work of Gunn and Var (2002) and Mason (2004) who highlighted that strategic planning for tourism was not as obvious or necessary as other developmental concerns. Mason (2004) who dealt with tourism planning in New Zealand highlighted that strategic planning activities for leisure activities in the country were mostly associated with the provision of sport and recreational facilities such as pools, stadiums and playing fields.

While the local New Zealand government allocated a lot of money to manage these recreational facilities, a small amount has been invested in strategic tourism planning. This resulted in the adhoc planning for tourism activities in the country. Strategic tourism planning in New Zealand is therefore an activity that is conducted retrospectively rather than proactively. Tourism in the country is identified as an activity that requires promotion or advertising campaigns instead of strategic planning (Mason 2004).

The key piece of legislation that is used in tourism planning in New Zealand is referred to as the Resource Management Act which provides a legislative framework that is used in planning for land, water, pollution and air resources in New Zealand.

The point of the law known as the Resource Act is to advance sustainable organization within the country while at the same time promoting and protecting the social, economic and political well being of New Zealand inhabitants.

The Resource Management Board works in conjunction with the New Zealand Tourism Board to promote tourism activities within the country and the international market. The Resource Management Act encourages focusing on individual project impacts which has lead to tourism planning taking place on a required basis (Connell et al 2009).

A content analysis of Hall (2008) showed that many investors and governmental agencies around the world were focused on developing new tourism areas without necessarily conducting strategic planning activities.

A content analysis of Veal (2002) revealed that strategic planning in tourism was meant to achieve the goals and objectives that had been set out to manage tourism in a particular area. Veal described strategic planning as the initial process of preparing a program/plan that has a direction. The analysis showed that strategic planning was an unavoidable activity in managing public leisure and tourism.

A constant comparison data analysis on the work of Edgell et al (2008) and Goeldner and Ritchie (2006) showed that tourism planning was meant to integrate the economic, political, cultural, ecological and social changes that took place in the environment with the lifestyles of individual people, tourism destinations and countries that have tourism activities.

The integration of environmental and lifestyle issues was also meant to improve the global quality of life and maintain the natural, ecological resources around the world. Edgell et al (2008) noted that “the political facets of tourism have been interconnected with the fiscal results of tourism meaning that tourism is not only a continuation of politics but an integral component of the political wealth”.

Goeldner and Ritchie (2006) noted that the tourism industry is constantly faced with difficult challenges such as terrorism, political instabilities, economic fluctuations, financial recessions, and technological innovations that have heavily affected the tourism industry. The responsible sectors and government agencies should therefore develop the appropriate policies and plans that will be used to deal with these challenges and disruptions to the tourism industry.

Goeldner and Ritchie (2006) also noted that tourism planning is important as it ensures that tourists to the country are hosted in a way that will ensure the maximization of investor and stakeholder benefits while at the same time minimizing the negative effects of tourism. The negative effects are in the form of expenses, costs and the impacts that result from negative tourism activities.

A content analysis into the work of Jones et al (2003) who wrote on emerging tourism planning processes and practices in New Zealand showed that while there were many public and private stakeholders that have invested in tourism within the country, strategic planning and planning in general had mostly been characterised to be adhoc and reactive in nature.

Tourism plans were usually developed to react to situations that arose on a case by case basis. The authors also noted that the local government in New Zealand had failed to appropriately plan for tourism activities in the country which had led to a lot of criticism on their lack of response and proactiveness. A content analysis of Hughey and Ward (2002) highlighted the role of New Zealand’s local government in relation to the tourism industry.

The local governments in New Zealand are known as territorial local authorities (TLA) which are seen to have the most significant and important influence on tourism activities in the country. The roles that these governments play in New Zealand tourism are divided into two groups which are the enablement and management of tourism. Enablement involves tourism activities that are aimed at advancing the economic development of the area.

Such activities according to the government of New Zealand are the support of marketing campaigns to promote tourism, research and training on tourism and the organizing of events or festivals that are meant to promote tourism in New Zealand. The management activities as identified by the content analysis of Hughey and Ward (2002) involve controlling the adverse effects tourism activities have on the social, ecological and cultural environments in New Zealand.

The management activities that the local government performs to control tourism and its effects include the regulation of tourism developmental activities by establishing rules and guidelines for safety, the development of plans to be used in maintaining infrastructure within the country and the monitoring of tourism trends and changes in the global world.

A content analysis on Statistics New Zealand (2010) was meant to highlight the role tourism plays in New Zealand by presenting information on how tourist activities have contributed to New Zealand’s economy with regards to expenditure and employment. The analysis involved assessing the changing levels of tourist activity in the country regardless of whether any strategic planning has been incorporated or not.

The content analysis showed that tourism played an important role in New Zealand’s economy in relation to the production of goods and services as well as in the creation of employment. The expenditure generated from tourism activities includes all expenses incurred by international, domestic and government travellers. The table and graph below shows the tourism expenditure for the year ended March 2000 – 2010.

Source: Statistics New Zealand (2010) Tourism Satellite Account.

Source: Statistics New Zealand (2010) Tourism Satellite Account.

The graph below shows the tourism expenditure according to the type of tourists that were in New Zealand from the year ended March 2000 – 2010

Source: Statistics New Zealand (2010) Tourism Satellite Account.

A content analysis of Hall and Page (2006) in relation to tourist flows in New Zealand showed that New Zealand citizens made 16.6 million trips in 1999 which amounted to a domestic expenditure of $ 4.1 billion New Zealand dollars.

This amount equals that of international tourists which shows that the domestic tourists provide an important base for the country’s tourism infrastructure. Hall and Page note that these figures are derived from a 1999 research that was conducted to determine the economic impact of domestic tourism in New Zealand.

SWOT Analysis of Tourism Planning in New Zealand

A SWOT analysis of tourist and tourism planning activities in New Zealand has highlighted the following strengths, weaknesses, threats and opportunities.

Strengths

The country experiences good weather as it lies 47 degrees south of the Tropic of Capricorn. The moderate maritime climatic conditions allow for tourism activities such as bungee jumping, deep sea fishing and sky diving throughout the year (New Zealand tourism guide 2010).

Tourism planning in the country has contributed to the management of tourism activities in New Zealand. The country also has a resourceful and entrepreneurial population who have initiated various tourist activities and destinations to increase tourism within the country such as the introduction of ecotourism and the construction of a bicycle track that is meant to increase tourism in the region (OECD 2007). The terrain in New Zealand is also suitable for adventure activities such as nature walking and hiking.

Weaknesses

The weakness of tourism and tourism planning in the country is that planning activities are only conducted when a need for strategic planning in tourism arises. The growing number of tourist visitors in the country has led to overcrowding of popular tourist destinations, centres and towns which has in turn led to the degradation of the ecological systems that exist in these areas.

There is also a lack of adequate infrastructural support to be used in managing resources such as water, land and waste disposal. The large numbers of visitors have also put a strain on the allowed carrying capacity of tourist destinations in New Zealand. The country’s economy is also small when compared to the economies of other countries around the world. There are also barriers to the growth of small firms that deal with tourism and tourism related activities.

Opportunities

The tourism opportunities that are available in New Zealand include the growing interest in the country as a popular tourist destination by various countries around the world such as Europe, the Middle East, Australia, South and Northern America, and Asia. The highest number of tourist arrivals into the country was recorded from United Kingdom, Japan, China and the United States. Ecotourism in the country is gaining popularity with both the domestic and international tourists.

Threats

The threats that are faced by the tourism industry in New Zealand include the growing tourism market in the nearby continents which are Asia and Australia, the marginalisation of New Zealand from the rest of the world, the relatively weak productivity performance of the country that has made it difficult to improve tourism standards in the country and the accelerated outflow of highly qualified professionals to other countries that offer better compensation and benefits (OECD 2007).

Recommendations

New Zealand stakeholders who have an interest in the tourism industry need to realise the importance of strategic planning for tourism activities in the country. As the international visitor numbers continue to grow, government and non governmental agencies managing tourism in New Zealand need to incorporate strategic planning in the coordination of tourism activities.

The local governments in New Zealand need to develop strategic plans that will be used to manage the carrying capacity per host area to ensure there is no devastation of the natural resources.

They should also develop strategic plans that will be used in the maintenance and development of basic infrastructural facilities in the country such as roads, water energy and waste disposal. The New Zealand government should also provide avenues for business opportunities that are related to tourism in New Zealand. Tourist destinations to unexplored areas within New Zealand should also be created to meet the growing demand of international and domestic visitors.

Ecotourism activities in New Zealand need to be developed and promoted to both local and international tourists while at the same time promoting conservation of the environment. The local government could also provide insurance to international tourists especially those that are interested in adventure tourism such as mountain climbing and hiking.

Conclusion

The purpose of the study was to assess the theory and practice of strategic planning in tourism with a particular focus on New Zealand as a tourist destination. The study has shown that strategic planning in tourism is important as it helps the responsible stakeholders to manage tourism resources adequately. The study has also shown that strategic planning is important in dealing with the changing trends in the general economic, technological, political and ecological environment.

The use of strategic plans has been viewed to be important as it ensures that tourism is able to adapt to these changes and challenges. The literature review has identified five approaches that can be used in strategic planning which include the economic planning approach, the physical/spatial approach, the community orientated approach, boosterism and sustainable tourism.

The literature review has highlighted that these five approaches are important when it comes to investigating the different ways that tourism can be planned strategically. The results of the study have shown that strategic planning in New Zealand is a concept that has is not regularly practiced.

The research findings have shown that tourism planning in New Zealand is of an ad hoc and reactive nature. The local governments in New Zealand only develop strategic plans on a need basis. The findings of the research have also identified the role of local governments in tourism activities which have been identified as enablement and management activities.

References

Burkardt, N., (2005) Critical assessment of the theory and practice of strategic planning for tourism and leisure, Germany: Grin Verlag.

Connell, J., Page, S.J., and Bentley, T., (2009) Towards sustainable tourism planning in New Zealand: monitoring local government planning under the Resource Management Act, Tourism Management, Vol.30, No.6, pp 867-877.

Edgell, D.L., DelMastro, M., Smith, G., and Swanson, J., (2008) Tourism policy and planning: yesterday, today and tomorrow, Oxford, UK: Elsevier.

Goeldner, C.R., and Ritchie, J.R., (2006) Tourism: principles, practices, philosophies, 10^th Edition, India: Wiley.

Gunn, C.A., and Var, T., (2002) Tourism planning, 4^th Edition. New York: Taylor and Francis.

Hall, S.F., (2000) From kitchen to market: selling your gourmet food speciality, Chicago: Dearborn Trade Publishing.

Hall, C.M., and Page, S., (2006) The geography of tourism and recreation: environment, place and space, New York: Routledge.

Hall, C.M., (2008) Tourism planning: policies, processes and relationships, London: Pearson/Prentice Hall.

Hughey, K.F.D. and Ward, J. (2002). Sustainable Management of Natural Assets Used for Tourism in New Zealand. Tourism Recreation Research and Education Centre (TRREC), Lincoln University, Report No. 55.

Jones, T., Shone, M. and Memon A. (2003). Emerging Tourism Planning Processes and Practices in New Zealand: A local and regional perspective. Tourism Recreation Research and Education Centre (TRREC), Lincoln University, Report No. 56.

Mason, P., (2003) Tourism impacts, planning and management, Oxford, UK: Heinemann Publishing.

Middleton, V.T.C., Fyall, A., Morgan, M., and Ranchod, A., (2009) Marketing in travel and tourism, Oxford, UK: Elsevier.

Murphy, P.E., and Murphy, A.E., (2004) Strategic management for tourism communities: bridging the gaps, Ontario, Canada: Cromwell Press.

New Zealand Tourism Guide (2010) New Zealand Climate, Weather, Temperatures and Seasons. Web.

Organization for Economic Cooperation and Development (OECD) (2007) OECD reviews of innovation policy New Zealand, Massachusetts, US: OECD Publishing.

Ratcliff, D., (2010) 15 methods of data analysis in qualitative research. Web.

Ruhanen, L., (2010) Strategic planning for local tourism destinations: an analysis of tourism plans. Web.

Statistics New Zealand (2010) Tourism satellite account: 2010, Wellington: Statistics New Zealand.

Veal, A.J., (2002) Leisure and tourism policy and planning, New York: Cabi Publishing.

World Trade Organization (WTO) (2005) International tourism obtains its best results in 20 years. Web.

Introduction

The Abu Dhabi Cycling Tour is a new sporting event that has been planned to take place from October 8 to 10, 2015 in the Capital city of Abu Dhabi. Organized by Abu Dhabi Sports Council, this event will be a unique one, meant to meet the needs of professionals and amateurs. It is scheduled to coincide with the international cycling day. The Abu Dhabi Sports Council had commissioned a research, and it was established that cycling was one of the most popular sports, especially among the tourists.

The decision to organize this event was based on this research. The event was meant to not only meet the needs of the local sportsmen and women, but also to attract tourists to come and witness or even participate in this thrilling event. It is expected to be a day that will be full of pleasure. In organizing such a mega event that will be taking place for the first time in this country, there are unforeseen risks that the organizers must be well prepared for in order to make the day a success (Schwaighofer, 2014).

Issues such as accidents, fainting among the participants, and such related risks must be addressed in the best way possible to avoid any casualties. The region is also prone to terrorists’ attacks that have been witnessed in the global society. The organizers will have to be prepared for such eventualities. In this paper, the researcher will look at the strategic risk plan of this event and the financial implications that the event will have to the organizers.

Rationale

When organizing such mega events as the newly created Abu Dhabi Cycling Tour, it is always prudent to look at the products to be offered, the market analysis, expected sales and revenue based on the past performance indicators, among other financial issues.

However, one should also remember to critically assess the issues about the possible risks that may affect the progress of such events. In order to attract the local and international community to get involved in such events, we must prove to them that we have issues of safety and security well taken care of at all times. The organizers will need to facilitate all the necessary apparatus that will ensure safety and security for everyone. However, it will also be important for the team to look at the business aspect of the event to avoid the possible losses that may be witnessed in case things fail to go as per the plan. In this section, it is reasonable to look at the products that will be offered, the market to be served, the expected financial returns based on what has been witnessed in other parts of the world, and the financial pitfalls that the organizers must be keen on controlling. This way, the team will know how to budget for the entire event.

Description of the Organization

The Abu Dhabi Cycling Tour was organized by the Abu Dhabi Sports Council. The Abu Dhabi Sports Council was founded following a decree by Sheikh Muhammad, the Abu Dhabi Crown Prince, to help the emirate enhance various sporting events for youths and other members of the society (Abed, 2014). Since its formation, this organization has been working with the relevant stakeholders to champion for various forms of sports within this emirate. The leadership of this country understands that sports are not just for leisure. They can also be a career for some youths. These events also help in boosting tourism in this emirate.

The Abu Dhabi Cycling Tour will be taking place for the first time in history in October this year. This event is expected to attract the local and international communities that will be coming for various reasons. For the locals, this will be a golden opportunity for them to try the professional cycling that will enable them compete in the international arena. There will be the international professional cyclists and this means that the local sportsmen and women in this country will have a lot to learn.

The locals also stand a chance of benefitting from the booming business that is expected due to the influx of people into the city. To the international community, this event will offer them a rare opportunity to participate in the competition while having a view of the beauty of the city of Abu Dhabi. It will not be an exclusive event for the professional cyclists. The amateurs will also be allowed to participate. They can take this as a leisure event as they take time to view the beautiful sceneries in the city. As an organization, the Abu Dhabi Sports Council will not only succeed in popularizing a new sporting event in the country, but it will also get the opportunity to market Abu Dhabi as an international tourist destination.

Product & Services

According to Oborn (2013), when looking at the financial aspects of a given event, such as the Abu Dhabi Cycling Tour, it will be important to look at the products that will be offered. Defining the products makes it easy to know how to modify it to meet the needs of different groups of customers. The first product that this event will offer is cycling. This will be categorized into two. There will be leisure cycling and professional cycling. The leisure cycling will be the first and the last to hit the road. The leisure cyclists who will want to complete their course first before witnessing how the professionals compete will have their way.

They will be taken to the road early enough to complete their courses before the professionals can start their race. Any damage on the course will be repaired before the professionals can start their race. Once the professionals are done, the leisure cyclists will once again be allowed back to the track. For the professional cyclists who will be coming to Abu Dhabi specifically to participate in this international event, their needs will be met. They will be given the opportunity to participate in this forum without the interference of the leisure cyclists. The second product, which is very important to the government of Abu Dhabi, is tourism. Many people are expected to come from various parts of the world to witness this event. They come to Abu Dhabi as tourists. The products offered to them will include beautiful sceneries, quality time at the beach, among other related products that they may desire.

The business community will not be left out during such events. Food is a major product that will be necessary in this forum. All the attendants, both the participants and spectators will need to eat. They will also need the boarding services. It means that the hospitality industry will boom when this event takes place. The transport sector will also reap from this event because their services will be needed. People will need to travel from one part of the emirate to the other. Some may want to use the unique transport system such as the special sea buses. This will be a source of income to those who are involved in offering the services. The tour guides will need to offer their services to the visitors who may need to visit various parts of the emirates.

Market Analysis

According to Hamilton and Coyle (2012), when planning for such a mega event, it is always important to ensure that the organizers understand the nature of the market that will be served. The main aim of the organizers will be to ensure that the market needs are fully met in a way that will offer maximum satisfaction possible. The market analysis will, therefore, involve understanding the specific market categories and what they will be looking for when they visit this city. The first category that is very important to the organizers is the tourists. These are the middle or upper class members of their society coming from different parts of the world.

They are coming to Abu Dhabi to get comfort and leisure. The sports and sceneries they will visit will offer leisure. The hotels and transport systems they will use must offer comfort. Some of them, especially the rich, will be willing to pay extra costs to get an extra comfort and leisure. These services must be available for the organizers to ensure that their visitors get maximum satisfaction.

The professional cyclists form another important market segment. They may or may not be rich. Their main purpose of coming to the city is to participate in this international event. They need to have tracks that meet the international standards. They also need to have hospitality services for the three-day event. The local community is another important market segment that cannot be ignored. They will be joining the international visitors in these events either as participants or spectators. They need to be accommodated. All these market segments will need to have proper security systems during the entire process. They will need to feel secure. The organizers will need to find a way of meeting the special needs of the participants in each segment that has been mentioned above (Chia & Chiang, 2010).

Sales & Revenue

This is the very first time that this event will be taking place in the city of Abu Dhabi. This means that the local organizers do not have the past records that can help them predict the sales and revenues expected from this event. However, they may rely on various parameters to determine the sales and revenues from this event. As Dauncey (2012) notes, this will start by identifying the products that are on offer. It has been identified that some of the products on offer include the tour services to various parts of the city, transport services, and hospitality services. These three are expected to be the major sources of income.

However, the ripple effect on other sectors of the economy cannot be ignored as well. For instance, some of the visitors may want to buy apparels or other products that will be a reminder of their visit to this great city. All these will be sources of revenue. In order to determine the sales, it will be necessary to estimate the expected population that will come to the city (Dempsey, 2014). This should include Emirati nationals who will be coming to Abu Dhabi to witness or participate in this event. As it is, it may not be easy to predict the specific number of guests expected at the function because it is a new event. However, the organizers will be able to determine the number in August or September this year by looking at the reservations at the hotels and the air tickets bookings for those planning to be part of the event.

Performance Indicators/Financials

It is only fair that the organizers spend an amount of money that they can recover once the event has come to an end. According to Fox (2010), a business entity that spends more than what its revenue offers is not sustainable. For the purpose of sustainability, it will be important to balance between the planned expenses and the expected revenues. Looking at the past financial statements is important at such stages. The pro-forma income statement and a balance sheet will be necessary at this stage.

Pro-forma Income Statement

The pro-forma income statement helps to determine the sources and amounts of income generated in the past events in order to help in predicting the future. The Abu Dhabi Sports Council will need this statement in order to identify the major sources of income and how structures can be put in place to enhance their maximum exploitation. It is unfortunate there is no existing history of this event. It makes it necessary to use the income statements of Monaco Cycling Tour shown in appendix 1.

Balance Sheets

The balance sheet also helps in determining the performance of the event. The Abu Dhabi Cycling Tour will be an entity with its own assets. The growth of the assets and income will be the indicators of a positive performance. As at now, the researcher will rely on the data of Monaco Cycling Tour to show what this firm should expect in the near future. The balance sheet is in Appendix 2.

Organization

The event will be expected to take place annually, from October this year. It would be interesting to have a comprehensive analysis of the manner in which the event has been organized for the past five years. However, this is a new event that is just taking place for the first time in history of this city. The tracks for the athletes have been prepared, and the routes clearly defined. The stakeholders who will be involved in various activities in the entire process have been identified, notified, and prepared for the event. From this year onwards, there will be clear information about this event.

Exit Plan

This cycling event can only continue if it brings benefits. If the organizers realize that it is unsustainable because of the low income, insecurity it poses, safety issues that cannot be met, or any other valid reason, then the exit plan will be necessary. The plan will simply involve calling off the future events and announcing the same to all the participants.

References

Abed, A. (2014). United arab emirates yearbook. London: Trident Press. Web.

Chia, M., & Chiang, J. (2010). Sport, science, and studies in Asia: Issues, reflections, and emergent solutions. Singapore: World Scientific. Web.

Dauncey, H. (2012). French cycling: A social and cultural history. Liverpool: Liverpool Univ. Press. Web.

Dempsey, M. C. (2014). Castles in the sand: A city planner in Abu Dhabi. London: McMillan. Web.

Fox, S. (2010). Cycle Touring Around the World: Eight selected cycle tours. New York: Cengage. Web.

Hamilton, T., & Coyle, D. (2012). The secret race: Inside the hidden world of the Tour de France : doping, cover-ups, and winning at all costs. New York: Bantam Books. Web.

Lowe, M. (2015). Business Information at Work. New Jersey: John Wiley & Sons. Web.

Oborn, P. (2013). Al Bahr towers: The Abu Dhabi investment council headquarters. West Sussex: Wiley. Web.

Schwaighofer, V. (2014). Tourist Destination Images and Local Culture: Using the Example of the United Arab Emirates. Wiesbaden: Springer Fachmedien Wiesbaden. Web.

Executive Summary

Wounded Warrior Project (WWP) was started in 2002 by John Melia who was wounded in Somalia in 1992. The members of his family and other veterans, Al Giordano and Steven Nardizzi, supported Melia’s efforts to establish WWP. Until 2005, WWP operated as a division of another nonprofit organization the United Spinal Association of New York.

In 2005, the WWP separated from the associated organization and moved its headquarters to Jacksonville, Florida. Thus, by 2010, the nonprofit organization started by several activists has rapidly grown into an influential project employing 118 workers and raising millions of dollars to support veterans.

Over the years, WWP has shown impressive progress culminating in her appearing among the very top performing organizations in the nonprofit category. However, with the rising number of volunteer soldiers to war and, the economic crisis experienced in the recent years, there is a need for WWP to reexamine their position with a view to fit into the new realities.

It is important that she continues to serve the interest of wounded soldiers while coping with the high numbers which are expected and still remain steadfast in its mandate. To achieve this goal, a medium term strategic plan for WWP, is deemed inevitable.

The purpose of this strategic plan is to define the goals for WWP with respect to the results it envisages within the stated period of 5 years. The basis of the plan is a report collected from performances over a time period. This will be followed with an analysis of the external and internal environment through a SWOC analysis and a stakeholder analysis respectively.

With these results as a basis, the strategic plan aims to lay out the strategies for successful implementation and action plans to close the gap from the current position to the desired position within this period.

To be successful, the process intends to have a ‘buy in’ strategy that allows for vivid participation of all stakeholders concerned. The Board and Top management will have stated their support by signing on the sheet provided.

The goals and the plans to achieve them must remain realistic and as such, must involve the immediate implementers in the team. It shall incorporate workable performance monitoring and evaluation component as well as a provision for any arising changes hence the need for flexibility.

Background information

Wounded Warrior Project (WWP) was started in 2002 by John Melia who had been wounded in Somalia in 1992. Melia’s initiative was supported by the members of his family and other veterans Al Giordano and Steven Nardizzi. Until 2005, WWP operated as a division of another nonprofit organization the United Spinal Association of New York.

In 2005, the WWP separated from the associated organization and moved its headquarters to Jacksonville, Florida. Thus, by 2010, the nonprofit organization started by several activists has rapidly grown into an influential project employing 118 workers and raising millions of dollars to support veterans (Wounded Warrior Project, n. d.).

Mission

The mission adopted by WWP is to provide support to the veterans of the US military forces by honoring and empowering them. The phrase concerning the greatest casualty that is being forgotten used as an epigraph on the website of this nonprofit organization implies the inability of the society to provide the necessary and deserved social and financial support to the veterans.

The vision

The vision of the organization is formulated as an ambition to foster the generation of wounded veterans which would be best adjusted to the realities of modern society and the most successful one in the history of the nation. The purposes of this nonprofit organization include the improvement of the social awareness on the special needs of the injured service members and motivate the community to provide the necessary aid to the wounded warriors.

Additionally, WWP is aimed at providing the injured veterans with opportunities to assist each other. These goals are achieved through the implementation of the unique programs complying with the needs of injured warriors.

Aims

To improve the social awareness of the special needs of the injured service members and motivate the community to provide the necessary aid to the wounded warriors and their families.

Core Values

The core values of WWP are defined as FILIS:

• Fun.
• Integrity.
• Loyalty.
• Innovation.
• Service.

The core values formulated in the form of FILIS are coupled with the culture of teamwork in WWP that is beneficial for enhancing the performance of the staff and even motivating each of the employees to give extra effort to make their organization succeed (Wounded Warrior Project, n. d.).

Programmatic activities

The programs of WWP are structured in a unique way to nurture the mind and body of the wounded veterans and foster their economic empowerment and social engagement. Thus, all the programs activities are divided into four main subgroups, including mind, body, economic empowerment and, social engagement. The participation in all of these programs is free.

However, the verification of military service experience and service-connected wounds, injuries or illnesses is obligatory for participating in these programs (Wounded Warrior Project, n.d).

For example, the wounded warriors eligible for the participation in WWP projects can be enrolled into Combat Stress Recovery Program, Transition Training Academy, Physical Health and Wellness, Soldier Ride and other programs (Wounded Warrior Project, n.d).

The reported outcomes of the programmatic activities of WWP are striking. Thus, 325 families took advantages of Physical Wealth and Wellness Program, 945 warriors enrolled into Warriors to Work Program and were assisted in finding a job. Furthermore, 5929 phone and e-mail cases were resolved through the support center.

Departments

The executive staff of WWP includes 14 members. The organizational structure of WWP consists of 9 main departments, including the development, financial, special projects, direct response, mental health and warrior engagement, physical health and wellness, communications, government affairs, and economic empowerment departments.

As the ones responsible for the implementation process, these leaders will be an integral part of the team. They bring their practical knowledge which is invaluable creating action plans.

Planning for the Plan

The changing environment, both fiscal and in number of beneficiaries legible for this program leaves no doubt that WWP needs to lay firm strategies to help her maintain relevance and, remain true to its mandate.

By prove of the executive boards consent and pledge of cooperation, the agency has expressed desire to conduct this exercise. The next stage will involve selection of committee members, and we shall be guided by their decision making power and importance in the implementation exercise.

The plan shall encompass whole organization, and as a medium term 5year strategic plan. The module to be adopted for this project shall be vision based where we align functions relative to a shared vision.

Given the success enjoyed by WWP thus far, the concurrent approach to implementation suffices. By maintaining most of what already works, WWP should use the good working relationship of employees to draw up the plan ((Bryson, 2004a).

The committees mandate shall be to draw up a schedule for the strategic plan development. This schedule will show who will be involved, when and how and putting to consideration their authority, role, knowledge. It will ensure stakeholder as well as a champion of the process. The committee shall also set forth the materials needed as well as terms and titles to be used (Clolery, 2011).

The schedule spells out when and how the planners will be trained to ensure better understanding of process. The membership and participation will be arranged in such a way as to have ‘buy in’ by direct involvement of key implementers and stakeholders.

To ensure implementation we will develop smart goals, action plans, and institute monitoring and evaluation measures while leaving a provision for enactment of new changes to the plan as may be deemed necessary (Poister, 2003).

Stakeholder Analysis

The stakeholder audit for the Wounded Warrior Project requires mapping the universe of various stakeholders, defining who they are, how they can affect the organization and performance of this nonprofit agency and how they relate to the agency.

Applying the power vs. interest grid to the analysis of the stakeholder universe and the roles performed, depending upon the extent of their power and interest, the main groups can be divided into four main categories, including subjects with high interest but low power, players with high power and high interest, context setters with high power but low interest and crowd characterized with low power and low interest.

WWP must strive to consult, listen to and empower all these stakeholders (Bryson, 2004b).

The first category has wounded veterans and their families, the employees of the agency and the private contractors providing certain services to the agency which are characterized with high interest in the effective performance of the organization and fulfillment of its mission. The second subgroup of players would include the senior management of the organization.

The category of the context setters encompasses all individuals, firms and corporations making donations, government bodies, and policymakers responsible for the regulation of the nonprofit sector. Finally, the fourth group of the crowd would include the general public which has low interest and low power but still is affected by the performance of the agency that is aimed at creating public value.

The Revelation from SWOC Analysis

Conducting a SWOC analysis for WWP, helps identify internal strengths and weaknesses it possesses and external opportunities and challenges it faces as it embarks on a strategic planning process. This sets the primary data or skeleton upon which the strategic plan is developed.

Strengths

This looks at WWP agency does well. Includes the unique assets or resources it can draw from to take advantages of external opportunities or overcome challenges and describes its unique competencies.

The WWP successfully empowers veterans who received service-connected wounds during or later September 11, 2001. Its distinctive competencies include psychological and social support of wounded warriors and their families through engaging them into specialized programs and employing them.

WWP could benefit from current legislation supporting the rights of veterans, including those warriors who have service-connected disability, such as the Uniformed Services Employment and Reemployment Rights Act (USERRA), title I of the Americans with Disabilities Act (ADA) (The US Equal Employment Opportunity Commission, 2011).

Weaknesses

Weaknesses demonstrate where WWP has fewer assets or resources than others and would be target for areas of improvement.

One of the weaknesses of WWP is its policy declining government funding. As a non-profit donation based organization, WWP does not accept government money not to compromise its independence from government’s money (Wounded Warrior Project, 2010).

As a result, when $ 3.2 million was allocated to WWP in 2011, the non-profit organization declined these funds (Dixon, 2011). This decision was compliant with one of the principles adopted by this organization but was not in the best interests of the community of wounded veterans to whom the organization serves.

Opportunities

This looks at changes taking place in the external environment that the organization could take advantage of. It includes an assessment of political, economic, social, technological, demographic, or legal trends might present opportunities for WWP.

The WWP might take advantage of the growing concerns of the population over the destinies of the wounded warriors. As to the changes taking place in the technological domain, the organization might use the innovative methods of e-marketing for popularizing its programs and attracting new donations, volunteers and wounded veterans.

In addition, the organization can use social networks to attract attention of wider audiences. This might reduce the advertising costs and increase the effectiveness of the strategies at the same time.

Challenges

This looks at the changes taking place in the external environment that the agency should guard against, or prepare for, to avoid disruption of their activities. The may be political, economic, social, technological, demographic, or legal trends that might present obstacles to WWP achieving her mission.

The organization should be prepared for the growing number of veterans because more volunteers want to join the Army after the events of September 11, 2001 (Wounded Warrior Project, n.d.; Holder, 2007).

Furthermore, the global economic crisis can have a negative impact upon the willingness of individuals and organizations to make donations. The firms are frequently forced to cut their staff. This also may have a negative impact upon the employment options for the wounded veterans.

The Strategic Issues

The stakeholder analysis gives a clear indication of the relative importance of these organizations in influencing the outcome of any plans WWP, would want to take. As a result, the first and second category of stakeholders will be considered from the beginning as mentioned above.

The SWOC analysis has revealed the areas of opportunity that if given enough consideration will result in the organization being able to achieve its original mandate and adopt effectively to tackle the arising challenges.

Goal 1: Improve decision making and effectiveness of the WWP financing program

Strategy 1: Funding is a major issue facing WWP and given the foreseeable elements listed above, this issue needs to be addressed amicably. The first step is to engage stakeholders on revising the policy on non acceptance of government funds.

This may be followed by an enactment of strict accounting procedures to restore stakeholder confidence in government fund utilization. In the same vein, both internal, and external auditors will be engaged to facilitate the process. Books of account would be reviewed semi-annually and reports published in reputable journal.

Strategy 2: By employing qualified staff and empowering them as WWP has done before, staff which is one of the most valuable assets of this organization would be able to develop effective strategies for facing the challenges in the external environment.

Goal 2: Support for more veteran soldiers and their families

Strategy 1: The organization strengths intersect with the opportunities in the external environment in the new opportunities for advertising the programs for the wounded warriors and raising the community awareness on the activities of this nonprofit organization. By discussing the noble goals of this organization on various websites and social networks, WWP would b able to attract new donations.

Strategy 2: The agency will have a continuous surveillance mechanism which gives monthly reports on the traffic to the sites and releasing trends for quarterly reviews for prompt improvement.

Goal 3: Implementation of the organizations core values

Strategy 1: The flexibility of WWP management and the core values adopted by this organization can be used for converting the challenges into opportunities. Taking into account the fact that WWP is recognized as one of the best employers in nonprofit sector, it can be stated that it can attract talented employees.

Strategy 2: The organization needs to employ an international benchmark for analysis and reporting its performance. This is a tool that will effectively demonstrate the organizations commitment to the veterans it serves and market WWP as an organization worth the support.

Use of Balanced score card as a tool for monitoring the success of the implementation strategies will be effected. This method suggests indicators of performance in all sectors and notes the degree of achievement for review and hence prompt action.

Goal 4: Increasing the number of corporate sponsors and the amount of donations

Strategy 1: The WWP will strive to improve their visibility through media outlets. The new social media on the Internet is a plat form that if well targeted shall improve awareness and improve people’s participation. So far the success of the agency’s program has showed a great need among organizations to encourage sponsorship. At the same time, by attracting advertisements from organizations to attract funds will be most appropriate.

Strategy 2: The programs of WWP are structured in a unique way to nurture the mind and body of the wounded veterans and foster their economic empowerment and social engagement. The most experience will be used by this organization to ensure that all the participants not only enjoy the program, but also proactively help open more activities to cater for all their needs.

Goal 5: Improve the participation of families participating in the programs by at least 30% over the next five years

Strategy 1: Improve support for the Physical Wealth and Wellness Program from the current, 325 by 30%, through improved. At the same time, increase number of families taking part in the Warriors to Work program families from the current 945 warriors enrolled into Program and while improving the number of those assisted to find jobs by the same margin over the period.

Strategy 2: Increase the service staff effectiveness in handling of phone and email cases by enhancing the capacity of the support center to handle the increased demand.

The plan shall include an operation plan, a monitoring and evaluation schedule and a statement explaining the process of effecting any change arising from the implementation process. The action plan shall define all the roles and responsibilities over the mentioned period including a time frame for implementation of each of the strategies.

Alternative Visions for the Future

Given the magnitude help WWP offers to her war veteran clients, it demands a long term vision to ensure sustainability as well as satisfactory implementation of the programs they set to achieve. First, WWP should look at establishing an endowment and revolving funds that may be lent to her members to do business and refund at very low interest.

Second, WWP need to set up collaboration with organizations that may create an academy for handling of the needs of the veterans and their families. Last, WWP should engage the international community in drawing policies that will minimize war options as this will decrease the number of those affected and ensure high treatment to the few who must go through war.

Conclusion

Given the enormous task that the implementation of the strategic plan entails, a team leader for the program will be identified. He shall help with advice on continuous implementation while his or her office shall provide the needed support throughout the process.

With this five year strategic plan, WWP has a goal and a way to achieve those goals. With the proper implementation, the agency can be sure to build on their good reputation to cater best for their clientele and their stakeholder interests. This is the first step in ensuring proper stakeholder involvement that also gives a clear framework for corporation including mechanisms for conflict resolution.

References

Bryson, J. (2004a). Strategic planning for public and nonprofit organizations: A Guide to strengthening and sustaining organizational achievement (3rd ed.). San Francisco: Jossey-Bass.

Bryson, J. (2004b). What to do when stakeholders matter: Stakeholder identification and analysis techniques. Public Management Review, 6(1), 21-53.

Clolery, P. (2011). 50 best nonprofits to work for in 2011. The NonProfit Times, 17–23. Web.

Dixon, M. (2011). Wounded Warrior Project turns down $ 3.2 million from Florida. The Florida Times Union. Web.

Holder, K. (2007). Comparison of ACS and ASEC data on veteran status and period of military service. Web.

Poister, T. (2003). Measuring performance in public and nonprofit organizations. San Francisco: Jossey-Bass.

The US Equal Employment Opportunity Commission. (2011). Veterans with service- connected disabilities in the workplace and the Americans with Disabilities Act (ADA). Web.

Wounded Warrior Project. (n.d.). Who we serve. Web.

Introduction

The increasing rate of daytime robberies in City X requires an urgent response. The first step in the said direction is the creation of a strategic plan outlining the key components of the intervention. The following paper presents a draft of a strategic plan including the required analysis and synthesis processes, the list of units involved, and the description of equipment necessary for the project’s success.

Investigative Steps

To deal with the robberies effectively and produce a lasting effect, it is necessary to outline a plan that would include the key areas of activities. The most feasible place to start is the existing bulk of data. Therefore, the first step would be the examination of the reports available from the nearby police departments. This move will provide the investigation with a list of the key stakeholders as well as an approximate picture of the issue at hand.

Second, the available video footage of the crime scenes should be requested and reviewed to obtain first-hand information. Simultaneously, selected witnesses and victims from the recent robberies need to be contacted and interviewed to obtain the comprehensive accounts for the cases with inconsistencies. Fourth, the forensic evidence should be requested for analysis whenever the initial findings are considered incomplete.

After the consistency of the data is ensured, the fifth recommended step is to contact the police organizations within the city and locate the data on the robberies, which would make it possible to spot the similarities in the cases. Once enough data is collected, the sixth step would be to systematize it into a meaningful report outlining the main trends of the crimes (e.g. location and time of the day). Seventh, the report will be converted to visual format via mapping tools.

Eighth, the local agencies and impacted stakeholders will be contacted based on the information derived from the map. Ninth, the findings should be corroborated by contacting the organizations from the neighboring cities and inquiring about the similar increases observed in their areas. Finally, as a tenth step, the possible indirect influences on the rise in robberies will be analyzed and invited for collaboration if necessary.

Technological Assistance

The success of the plan depends largely on the quality and relevance of the technology used by law enforcement in the investigation process. The technology necessary for assisting the campaign in question can be grouped into four categories. The first category includes advanced forensic tools necessary for obtaining high-quality data from the crime scenes. Fuming kits for cyanoacrylate fingerprinting as well as vapor wands fall into this category.

The second group involves tools that log and store evidence. The most common example is a video surveillance system such as a traffic camera that may offer footage from the scene of the crime. The third, and possibly the most important category involves tools for processing and synthesizing data (Wyllie, 2013). This group includes mapping tools for aggregating data on robberies and converting it into a meaningful geographical summary, and various databases of forensics (e.g. Combined DNA Information System utilized by numerous law enforcement organizations) (FBI, 2017).

The computational capacity of the modern data analysis platforms can significantly decrease the time required for the analysis and produce more reliable findings. Finally, communication technology will be necessary to successfully conduct an investigation, both for internal use (to establish communication among the police officers) and to obtain information from outside sources (e.g. anonymous reports of criminal activities from citizens) (United States Government, 2017). The recent advances in encryption of data would allow for more secure storage and transfer of data and decrease the possibility of security breaches.

Analysis Measures

The most apparent measures that can be used in the analysis of the criminal activity in the city are the reports of the police departments within the area. While the reports contain limited information on robberies, the most important data for the initial analysis (the location of each robbery and the list of victims and witnesses) should be available in all cases. Once this initial data is retrieved, the next step would be to examine the evidence collected at the scene (including video footage) to gain additional insights wherever appropriate.

Once a satisfactory profile of the majority of crimes is formed, the data from the neighboring zones can be requested and matched to the findings of the analytical department to verify the implications of the results. Simultaneously, the historical data on robberies will be located and examined for consistency with the newly found trends so that any apparent similarities or anomalies could improve our understanding of the issue.

Data Synthesis

Once all of the potentially valuable data is retrieved from the identified sources, it will be possible to synthesize it into a unified picture. This can be done quantitatively (by processing numerical data) and visually (by mapping the results).

The quantitative aspect would require the robbery data to be distributed on a certain timescale (e.g. annual basis). In this way, it will be possible to understand the rate of change in criminal activities in the area and express it in an accessible form (Santos, 2017). Next, the incorporation of historical data can be added to the synthesis. This move may account for the possible anomalies in data and further improve the validity of data since it will allow for a comparison of the results to those from the previous years.

Once the data is processed, it can be added to the database where it can be filtered and sorted based on one of the several parameters such as the date of the event, the number of individuals involved, the geographical location of the robbery, and the approximate time of the day. The formation of the database will also allow for generating charts and graphs of the entire dataset as well as its selected segments. To assist the process, it will also be necessary to transfer the data onto a map of the city to visualize the per-region activity of the crimes. The most appropriate tool for this task is the Geographical Information Software (GIS) which is commonly used by law enforcement entities for similar tasks (ArcGIS, n.d.).

Investigative Unit Types

The effective facilitation of the plan would require the involvement of several types of units. First, a primary investigation unit needs to be formed from the officers of the city’s police departments. It is also recommended to collaborate with the organizations from the surrounding jurisdictions to create investigative divisions outside the city’s jurisdiction. Next, the handling and analysis of the evidence collected from the scenes as well as the collection of new evidence in the future necessitate the introduction of a forensics unit. To prevent the challenges associated with the complexity of the sophisticated technological tools it is recommended to form an analytics unit. Finally, if the number of patrol officers in the city is determined insufficient, it might be necessary to introduce additional patrolling units.

Necessary Supplies and Equipment

Aside from the standard equipment issued to police officers, it will be necessary to ensure the availability of the data analysis tools. Depending on the diversity of the variables involved, these tools may be in the form of simple spreadsheet suites or statistical data analysis software. Next, the advanced forensics equipment should be available to the investigators such as fuming kits for fingerprint collection.

Next, the GIS suite would be necessary to produce and update an interactive map of the robberies. Finally, a database solution will be needed that would ensure a sufficient level of accessibility for the investigators and security for minimization of the likelihood of the data breach. Finally, if the scope of the project would require the hiring of the additional staff, the patrolling units will need to be equipped with vehicles.

Since most of the listed equipment is relatively expensive, application for grants may be required to ensure an adequate supply of the project. The Community Policing Development Program offered by the Office of Community Oriented Policing Services is one of the viable directions to pursue additional funding (COPS, 2016). The program assists in the local efforts to reduce criminal activities.

Conclusion

Addressing robberies on a city-wide scale is a task that requires consistent planning. The suggested plan focuses on the analysis of the available evidence intended to facilitate a coordinated community-wide response to the issue. The reliance on statistical data and mapping is expected to contribute to the validity of the obtained data and eventually result in the apprehension of the individuals responsible.

References

ArcGIS. (n.d.). Repeat and near-repeat analysis. Web.

COPS. (2016). COPS office FY 2016 application guide: Community Policing Development (CPD). Web.

FBI. (2017). Combined DNA Index System (CODIS). Web.

Santos, R. B. (2017). Crime analysis with crime mapping (4th ed.). Thousand Oaks, CA: Sage publications.

United States Government. (2017). Reporting crime. Web.

Wyllie, D. (2013). How ‘Big Data’ is helping law enforcement. Web.