business strategy versus business plan

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What is the difference between a business plan and a strategic plan.

It is not uncommon that the terms ‘strategic plan’ and ‘business plan’ get confused in the business world. While a strategic plan is a type of business plan, there are several important distinctions between the two types that are worth noting. Before beginning your strategic planning process or strategy implementation, look at the article below to learn the key difference between a business vs strategic plan and how each are important to your organization.

Definition of a business plan vs. a strategic plan

A strategic plan is essential for already established organizations looking for a way to manage and implement their strategic direction and future growth. Strategic planning is future-focused and serves as a roadmap to outline where the organization is going over the next 3-5 years (or more) and the steps it will take to get there.

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A strategic plan serves 6 functions for an organization that is striving to reach the next level of their growth:.

• Defines the purpose of the organization.
• Builds on an organization’s competitive advantages.
• Communicates the strategy to the staff.
• Prioritizes the financial needs of the organization.
• Directs the team to move from plan to action.
• Creates long-term sustainability and growth impact

Alternatively, a business plan is used by new businesses or organizations trying to get off the ground. The fundamentals of a business plan focus on setting the foundation for the business or organization. While it looks towards the future, the focus is set more on the immediate future (>1 year). Some of the functions of a business plan may overlap with a strategic plan. However, the focus and intentions diverge in a few key areas.

A business plan for new businesses, projects, or organizations serves these 5 functions:

• Simplifies or explains the objectives and goals of your organization.
• Coordinates human resource management and determines operational requirements.
• Secures funding for your organization.
• Evaluates potential business prospects.
• Creates a framework for conceptualizing ideas.

In other words, a strategic plan is utilized to direct the momentum and growth of an established company or organization. In contrast, a business plan is meant to set the foundation of a newly (or not quite) developed company by setting up its operational teams, strategizing ways to enter a new market, and obtaining funding.

A strategic plan focuses on long-term growth and the organization’s impact on the market and its customers. Meanwhile, a business plan must focus more on the short-term, day-to-day operational functions. Often, new businesses don’t have the capacity or resources to create a strategic plan, though developing a business plan with strategy elements is never a bad idea.

Business and strategic plans ultimately differ in several key areas–timeframe, target audience, focus, resource allocation, nature, and scalability.

While both a strategic and business plan is forward-facing and focused on future success, a business plan is focused on the more immediate future. A business plan normally looks ahead no further than one year. A business plan is set up to measure success within a 3- to 12-month timeframe and determines what steps a business owner needs to take now to succeed.

A strategic plan generally covers the organizational plan over 3 to 5+ years. It is set with future expansion and development in mind and sets up roadmaps for how the organization will reach its desired future state.

Pro Tip: While a vision statement could benefit a business plan, it is essential to a strategic plan.

Target Audience

A strategic plan is for established companies, businesses, organizations, and owners serious about growing their organizations. A strategic plan communicates the organization’s direction to the staff and stakeholders. The strategic plan is communicated to the essential change makers in the organization who will have a hand in making the progress happen.

A business plan could be for new businesses and entrepreneurs who are start-ups. The target audience for the business plan could also be stakeholders, partners, or investors. However, a business plan generally presents the entrepreneur’s ideas to a bank. It is meant to get the necessary people onboard to obtain the funding needed for the project.

A strategic plan provides focus, direction, and action to move the organization from where they are now to where they want to go. A strategic plan may consist of several months of studies, analyses, and other processes to gauge an organization’s current state. The strategy officers may conduct an internal and external analysis, determine competitive advantages, and create a strategy roadmap. They may take the time to redefine their mission, vision, and values statements.

Alternatively, a business plan provides a structure for ideas to define the business initially. It maps out the more tactical beginning stages of the plan.

Pro Tip: A mission statement is useful for business and strategic plans as it helps further define the enterprise’s value and purpose. If an organization never set its mission statement at the beginning stages of its business plan, it can create one for its strategic plan.

A strategic plan is critical to prioritizing resources (time, money, and people) to grow the revenue and increase the return on investment. The strategic plan may start with reallocating current financial resources already being utilized more strategically.

A business plan will focus on the resources the business still needs to obtain, such as vendors, investors, staff, and funding. A business plan is critical if new companies seek funding from banks or investors. It will add accountability and transparency for the organization and tell the funding channels how they plan to grow their business operations and ROI in the first year of the business.

The scalability of a business plan vs. strategic plan

Another way to grasp the difference is by understanding the difference in ‘scale’ between strategic and business plans. Larger organizations with multiple business units and a wide variety of products frequently start their annual planning process with a corporate-driven strategic plan. It is often followed by departmental and marketing plans that work from the Strategic Plan.

Smaller and start-up companies typically use only a business plan to develop all aspects of operations of the business on paper, obtain funding and then start the business.

Why understanding the differences between a business plan vs a strategic plan matters

It is important to know the key differences between the two terms, despite often being used interchangeably. But here’s a simple final explanation:

A business plan explains how a new business will get off the ground. A strategic plan answers where an established organization is going in the future and how they intend to reach that future state.

A strategic plan also focuses on building a sustainable competitive advantage and is futuristic. A business plan is used to assess the viability of a business opportunity and is more tactical.

10 Comments

I agree with your analysis about small companies, but they should do a strategic plan. Just check out how many of the INC 500 companies have an active strategic planning process and they started small. Its about 78%,

Strategic management is a key role of any organization even if belong to small business. it help in growth and also to steam line your values. im agree with kristin.

I agree with what you said, without strategic planning no organization can survive whether it is big or small. Without a clear strategic plan, it is like walking in the darkness.. Best Regards..

Vision, Mission in Business Plan VS Strategic Plan ?

you made a good analysis on strategic plan and Business plan the difference is quite clear now. But on the other hand, it seems that strategic plan and strategic management are similar which I think not correct. Please can you tell us the difference between these two?. Thanks

Thank you. I get points to work on it

super answer Thanking you

Hi. I went through all the discussions, comments and replies. Thanks! I got a very preliminary idea about functions and necessity of Strategic Planning in Business. But currently I am looking for a brief nice, flowery, juicy definition of “Business Strategic Planning” as a whole, which will give anyone a fun and interesting way to understand. Can anyone help me out please? Awaiting replies…… 🙂

that was easy to understand,

Developing a strategic plan either big or small company or organization mostly can’t achieve its goal. A strategic plan or formulation is the first stage of the strategic management plan, therefore, we should be encouraged to develop a strategic management plan. We can develop the best strategic plan but without a clear plan of implementation and evaluation, it will be difficult to achieve goals.

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• Frequently Asked Questions

Business plan vs Strategic Plan - What You Must Know

Like everything else in life, the nature of business needs a plan in place to follow and measure. Crafting a strategic roadmap isn't just a suggestion—it's a necessity.

This is one of the key elements of a startup or even a business division within an organization that is expanding or diversifying. It has every resource element and needs to be mapped out for the business, including projected milestones for the future.

However, every business strategist needs to know that there are some subtle differences between what constitutes a business plan, and the several differences it has with a strategic plan. Let’s walk through the different elements that comprise each and understand the outcome each aims to achieve.

Introducing The Business Plan

A business plan is exactly what the name suggests— a plan to start and run a business or a new entity of an existing business; usually either an expansion in a newer region or a diversification into a new market. Business plans are mainly created for internal reference purposes or external funding purposes, with the latter being the common usage. They form the basis of all business strategies and decisions made at the ownership level in an organization. The most essential components of a business plan include:

Organizational Plan - This is the core of a business plan, and it includes the mission and vision statement, along with the market in which the company plans to operate. This plan also encompasses thorough market research to gauge the potential of the business, crucial for securing funding or sponsorship. It articulates the rationale behind the business's growth trajectory, outlining clear timelines for achieving milestones along the way.

Financial Plan - A robust financial plan is the bedrock of any successful business venture, where cash flow reigns supreme, and a meticulously crafted balance sheet serves as the ultimate scorecard. A financial plan includes some of the most important elements of the entire business plan and includes elements like projected cash flow statements, capital requirements, a summary of projected overheads, a projected balance sheet including assets and liabilities, and income and expense statements.

Remember to regard this as the central nervous system, for it permeates and influences almost every aspiration the enterprise hopes to attain.

Sales and Marketing Plan - We mentioned “almost” everything above for this very reason. Sales and marketing form the other significant component of the business plan. These include sales forecasts and overheads, marketing and brand management summaries, and market share projections that the business hopes to achieve within a time frame.

Business plans are indeed comprehensive and all-encompassing. They form the basis of the business's existence or the rationale for investments in it. But what about translating these plans into action? How do we ensure that the sky-high goals set forth are actually achievable?

The Actionables- A Strategic Plan

Strategic plans constitute the basis of operations and responsibilities within the business. These plans lay the paths out for each member of the organization to follow and define the functional outline and the key outcomes for every project and process within the business. A strategic plan goes on to define the operations and their outcomes within the organization, its departments, and its employees. The single thread connecting strategic planning with the business plan is the vision of the organization, and for obvious reasons— vision serves as the guiding light for strategy formation, which, in turn, directs the day-to-day operations of the business.

Why A Strategic Plan is Crucial to The Organization

In a word— synchronization. A robust and well-laid-out strategic plan establishes the much-needed sync between teams and their objectives. Not only that, it also provides a guide for daily operations alongside the focus and direction that teams often need to get the job done, on time and within budget. When all these components are integrated into a cohesive network, the true value of a strategic plan emerges—a seamless and grand orchestration of departments, teams, and individuals using the resources allocated to them to achieve the key performance indicator that they are responsible for.

Elements to Consider in a Strategic Plan

When tasked with creating a strategic plan for your business, you will need to incorporate certain components that will ensure that the stakeholders are aligned completely with the organization’s goals and objectives. These include:

Vision and Values - The vision statement is the most important component of the strategic plan and the most overarching. It propels the organization towards established goals and the values that every employee and stakeholder must incorporate.

Goals - These are short, medium, or long-term, depending on the scope of the strategic plan. They provide the much-needed context for the organization to undertake initiatives that meet the vision while maintaining the values.

Guiding Principles - Often, organizations face crossroads where they must decide which steps to take next, to reach their vision. Principles are included in strategic plans to align teams towards the vision when faced with a dilemma and form a critical part of strategic planning.

Action Plans - A sum of key initiatives, processes, and projects that are required to be performed on a pre-determined periodic basis for the goal to be accomplished. These also include the time frames for each stakeholder responsible for each option. They usually follow the DACI format for each action (Driver, Approver, Contributor, Informed)

SWOT Analysis - The quintessential component, the Strength, Weaknesses, Opportunities, and Threats analysis of the strategic plan lends context to all business actions vis-a-vis the external environment. This includes competitors, market forces and conditions, identification of internal and external threats, and several other factors.

Read This - SWOT Analysis: How to Strengthen Your Business Plan

Here’s a table highlighting the main differences between a Business Plan and a Strategic Plan with a focus on the key components of each—

Learning All About Strategic Planning

In all businesses, a strategic plan serves as the foundational blueprint, akin to a meticulously drawn map for a general. It provides the essential guidance and direction needed for the entire organization to navigate toward success. It is crucial, therefore, to acquire the necessary skills and certifications for employment as a business strategist who would be entrusted with creating it. Know more about how to become a successful and sought-after business strategist today!

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Business Plan Vs Strategic Plan: What’s the Difference?

• May 6, 2024

Strategic and business plans are both different sides of the same coin! Some entrepreneurs use it interchangeably but they have a significant difference.

Now the question might arise, when to use which, and what is the difference, right?

Worry not—we’re here to guide you through it all. In this article, we’ll learn the differences between a business and a strategic plan, understand their meanings, and know how to use them effectively.

So, let’s kick-start this journey by exploring a business plan vs. strategic plan . Get ready to unlock everything about both!

What is a Business Plan?

A business plan is a written document that outlines a company’s goals, timeline, finances, and strategies for achieving them. It provides a roadmap for the future of your business.

Generally, it includes sections such as an executive summary, company description, market analysis, products & services, financial plan, and much more. Your business plan is a must-have document when it comes to securing funds for your business.

Okay! And what about the strategic plan?

What is a Strategic Plan?

A strategic plan is a document that communicates an organization’s vision, mission, and core values. It focuses more on specifics about how a business will operate and generate profits.

Strategic plans are typically long-term documents, covering a period of three to five years or more, and are used to guide decision-making and resource allocation within the organization.

Key Difference Between a Business Plan and Strategic Plan

It was all about the basic definition of business and strategic plan. Now, let’s compare them side-by-side to understand their use case, and how they are distinct from each other:

Level of detail

A business plan is usually considered a granular and in-depth document. It outlines the tactics and actions necessary to achieve operational objectives. Business plans are usually 15-30 pages long.

A strategic plan typically provides a high-level overview of the organization’s goals and the strategies to achieve them without going deep into the business operations. Strategic plans are generally 10-15 pages long, but the length depends on various factors of the business.

Time horizon

A business plan focuses on a shorter time frame, often one to three years, and is more operational. It focuses on things like product development, marketing strategies, financial projections, etc.

A strategic plan answers the questions related to a longer time frame, usually five or more years. It sets the direction of the company for the future by mentioning the mission, vision, and objectives.

Audience and use

A business plan is primarily used to attract investors, bankers, or partners for securing funding or partnership.

Whereas, internal members, such as senior management or a board of directors, use a strategic plan to guide decision-making.

A business plan explains all the sections like market analysis, products & services, management team, target market, sales & marketing strategies, financial projections, and more.

While a strategic plan has a vision statement, mission statement, core values, action plans, and more. Some of the strategic planning models are SWOT analysis, PESTLE (political, economic, social, technological, legal, and environmental) analysis, Porter’s five forces, and more.

Entrepreneurs and startups use business plans to create a strategy to build a successful business. It is used for assessing how marketable a business idea is and also helps them gauge how they can get the funding to turn this idea into reality.

Established companies use the strategic plan to give them a clear direction for where they want the company to change or develop.

For instance, decisions like changing the products they provide or moving into a nonprofit can be made with the help of a strategic plan.

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Now that we know the key differences between strategic and business planning, let us understand the common pitfalls. 

Common Pitfalls in Execution

Despite the benefits of business planning as well as the strategic planning process, organizations often face many challenges in their strategy implementation. Here are some common pitfalls:

Disparity between strategy and execution:  Without effective execution, even the strategic plan that is the most well-crafted may fail to give results.

Lack of alignment:  Failure to align the business plan with strategic objectives often results in missed opportunities and misallocation of resources.

Inadequate marketing analysis:  Insufficient analysis of external factors leads to missed opportunities or strategic blind spots that can cause more harm to a company.

To overcome these challenges, organizations need to foster a culture of communication, continuous improvement, and collaboration.

The Bottom Line

There is no one-fits-all solution when it comes to this decision! Choosing between a business and a strategic plan solely depends on the needs & objectives of your business.

Moreover, know this planning is not a one-time process! As your business evolves and external factors change, you will need to revise your plans accordingly.

A business and a strategic plan are crucial for guiding any organization to success. By using both methods effectively, businesses can navigate uncertainties, achieve steady growth, and grab opportunities in a constantly changing business world.

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Frequently Asked Questions

Which comes first, strategy or business plan.

Before making a business plan, you should create a strategic plan. A business should know all its long-term growth goals before actually defining how to reach them.

So, first, create a strategic plan, then a business plan, and then edit both of them when needed according to the circumstances.

Can a business plan be used for a strategic plan?

No, both are different. While a business plan details the operational and financial aspects of a business, a strategic plan defines goals and the strategies to achieve them. Therefore, serving different purposes, a business plan can not be used to make a strategic plan.

Is there a sample business plan or strategic plan template available online?

Yes, there are many sample business plans and strategic plan templates available online. You can find such templates on:

• Upmetrics – An AI-powered business plan software
• Small Business Administration Website
• SCORE business plans

Do I need both a business and strategic plan?

Yes, both a business plan and a strategic plan are essential for a company’s growth. A business plan focuses on the initial stages of a business, aiming to get it started. In contrast, a strategic plan focuses on the business’s distant goals and strategies to achieve them.

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Upmetrics is the #1 business planning software that helps entrepreneurs and business owners create investment-ready business plans using AI. We regularly share business planning insights on our blog. Check out the Upmetrics blog for such interesting reads. Read more

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• Strategic planning vs business planning: how they’re both key to success

Any thriving hospitality business needs thorough planning to make sure it succeeds. If you’ve heard the terms business planning and strategic planning, you might think they’re interchangeable, but they’re actually two distinct things companies need at different times for continued success.

The biggest difference is that business plans are mostly used when you are starting to build a business so you can quickly and smoothly create your vision. Strategic planning is what existing companies use to grow and improve their businesses.

If you’re looking for a career in hospitality management, it’s important to know the difference between the two and how to use them to best effect. In this article, we’ll go over what strategic planning and business planning are and how they are important to running a successful hospitality business.

We’ll also look at how you can learn to harness different planning methods and get the skills needed to develop your career.

Business planning

A business plan is one of the first things a fledgling business will draft. Alternatively, it can be used to set business goals when launching a new product or service.

The business plan will usually look at short-term details and focus on how things should run for around a year or less. This will include looking at concepts such as:

• What the business idea is
• Short-term goals
• Who your customers are
• What your customers need
• What investment or financing you will need to start your business
• How you make revenue
• What profitability to expect
• How you can appeal to potential shareholders
• What the short-term operational needs of the business are
• What the company’s values are
• What the budget is for different parts of the business

This means market analysis and research are vital when you are making a business plan.

What are the objectives of business planning?

The primary objective of a business plan is to have all the main details of your business worked out before you start. This will give you a roadmap to use when you launch your business or when you start offering a different product or service.

For example, if you wanted to become an event planner   and open your own event planning business, your plan might include how to get funds to rent an office and pay staff.

Strategic planning

A strategic plan is where you set out the company’s goals and define the steps you will need to take to reach those goals.

A strategic plan would include:

• What current capabilities the company has
• Making measurable goals
• A full strategy for business growth
• How the company’s values, mission and vision tie in with the services and products the company intends to offer
• Who in the organization will handle certain roles
• What the timeline is for reaching certain goals
• A SWOT analysis, looking at the strengths, weaknesses, opportunities and threats in the company
• Examining the external environment for factors that will affect your company using a PEST (political, economic, social and technological) analysis

A strategic plan can be a long-term blueprint. You might find you use basically the same strategic plan for several years.

What is the objective and strategy of planning?

The aim of a strategic plan is to provide a tool that allows you to improve your business, grow the company, streamline processes or make other changes for the health of your business. Strategy implementation and meeting strategic objectives should generally lead to growth.

What is the difference between business planning and strategic planning?

There are a few major differences between strategic planning and business planning, which are outlined below.

Scope and time frame

A strategic plan is usually long-term, typically covering at least two to five years. By contrast, a business plan usually covers a year or less, since this is roughly how long it usually takes for a business to become established.

A business plan focuses on starting a business in its early stages. A strategic plan is used to guide the company through later stages. Put simply, the business plan is about direction and vision, while the strategic plan focuses on operations and specific tactics for business growth.

Stakeholders

A strategic plan will be presented to stakeholders and employees to make sure everyone knows what is going on in the company. This will help reassure everyone with a stake or role in the business.

By comparison, a business plan will often be shown to investors or lenders to help show the business idea is worth funding.

Flexibility and adaptability

A strategic plan typically has more flexibility. This is because it is meant to be in place for a longer period of time and the company should already be established. There is more leeway for refining strategy evolution, while your business plan should remain stable.

Similarities between business planning and strategic planning

Both of these activities will require some of the same analytical components, such as market analysis, financial projections and setting objectives you can track. Of course, both also require you to be highly organized and focused to ensure your business model or strategy development is appropriate for your business.

When to use strategic planning vs business planning

As we’ve already mentioned, you’ll generally use a business plan when you’re setting up a business or moving in a new direction. This will dictate much of the day-to-day running of a business. You would use strategic planning when you want to work on growth and drive innovation.

Can a business plan be used for strategic planning?

No, a business plan and a strategic plan are two different concepts with specific goals. While a business plan outlines short or mid-term goals and steps to achieve them, a strategic plan focuses on a company’s mid to long-term mission and how to accomplish this.

If you want to prepare for success, you need to make sure you are using the right type of plan.

Integrating strategic planning and business planning

While the two plans are different, you may end up using them together to ensure optimal success. As with any type of management role, such as hotel management , strategic and business plan management requires effective communication between different departments.

This includes different strategy managers as well as strategic and operational teams. You also need to make sure that, when you are using either plan, you find the right balance between flexibility and strict adherence to the plan. With strategic planning, this means constant strategy evaluation to assess your tactics and success.

Can strategic planning and business planning be used simultaneously?

In many hospitality careers ,  you’ll want to juggle growth and new directions, so you could end up using both planning types. However, it’s most common for the two to be distinct. This is because you’ll generally be using a business plan only when you are starting a new venture.

What are the career prospects in strategic and business planning?

There are plenty of options for what you can do if you have skills in strategic planning and business planning. Almost every management role will require these planning skills, including how to write strategic planning documents and measure success.

If you want to work in the hospitality sector, you could look into hotel planning and other careers with a business management degree . These will enable you to grow and nurture a business, but there is also a lot of scope to start your own business. Great planning skills can give you a real competitive advantage.

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What skills do I need for a career in planning?

If you want to work in planning and management, you should work on various skills, such as:

• Decision-making
• Analytical skills
• Risk assessment knowledge
• Market analysis and forecasting
• Team management
• Communication, both written and verbal
• Organization

What qualifications can help with a career in strategic planning or business planning?

If you want to work in hotel planning and management, the most common route is to get a hospitality degree from a well-respected hospitality school in Switzerland . This will help you get the skills and knowledge you need to properly plan businesses as well as handle the execution of these plans.

Business degrees also teach you many transferable skills, such as good communication with your strategy team or data analysis, that you can use in almost any role in hospitality. They can also reduce the need to work your way up through the hospitality industry.

How can hospitality school help with planning careers?

Attending hospitality school can help you learn skills dedicated to hospitality as well as more general management, business and planning skills. This includes everything from how to handle a team to specifics such as hotel revenue management strategies .

If you find a hospitality school offering professional hospitality internships , you’ll also get experience in managing hotels and hospitality venues, helping you leap ahead in your career.

Hospitality degrees to kickstart your career

Our international business course combines leading industry expertise with essential internships to provide an exceptional foundation for a thriving career in the hospitality industry.

Both strategic and business planning are vital to build and grow a business. While business planning focuses on setting up the business and handling investment, vision and overall goals, strategic planning concentrates on growing the business and processing operational efficiency and resource allocation on a longer-term basis.

If you want to learn how to develop a hotel business plan  or manage a hospitality venue, one of the best ways to get started is to study for a hospitality degree. This will give you hands-on experience of the strategic planning process or business management as well as the skills you need to succeed.

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Business Plan Vs Strategic Plan Vs Operational Plan—Differences Explained

Noah Parsons

5 min. read

Updated October 27, 2023

Many business owners know and understand the value of a business plan.  The business plan is a key component  of the startup and fundraising process and serves as a foundation for your organization. However, it only tells part of the story. To get the whole picture and have a framework on which to build your business you also need a strategic plan and an operational plan.

• What is a business plan?

In its simplest format, a  business plan  describes the “who” and the “what” of your business. It lays out who is running the business and what the business does. It describes the products and services that your business sells and who the customers are. 

• What is a strategic plan?

A  strategic plan  looks beyond the basics of a business plan to explain the “how”. It explains the long-term goals of the business and how it expects to achieve those goals over the long term. A strategic plan explores future products and services that your business might offer and target markets that you might expand into. The plan explains your strategy for long-term growth and expansion.

• What is an operational plan?

An operation plan zooms into the details of your business to explain how you are going to  achieve your short-term goals . It is the “when” and “where” of your planning process. The operational plan covers the details of marketing campaigns, short-term product development, and more immediate goals and projects that will happen within the next year.

• What is the difference between a strategic plan and a business plan?

First, let’s look at the difference between a business and a strategic plan. For review:

A  business plan  covers the “who” and “what” of the business. The  strategic plan  gives us long-term goals and explains “how” the business will get there, providing a long-term view.

In broader terms, the business plan tells us who by showing us:

• Who is running the business? What makes them qualified? What do they bring to the table that adds value?
• Who is the competition? What do they offer and what makes you different?
• Who is your customer? How big is the market? Where are they? What do they want and how will you give it to them? Also, how will you connect with your market?

The business plan answers the “what” by telling us:

• What the business provides and how it’s provided. 
• Product, services, and operations are all explained so that readers understand how customer needs are met.

The strategic plan, on the other hand, outlines long term goals and the “how”, focusing on the following:

• Where will the business be in 3, 5, or even 10 years?
• How will you expand to offer different products and services over time?
• Will your market and industry change over time and how will your business react to those changes?
• How will you grow your market and reach new customers?
• What needs to happen so you can achieve your goals? What resources do you need to get there?
• How will you measure success? What metrics matter and how will you track them?

So, your business plan explains what you are doing right now. Your strategic plan explains long-term aspirations and how you plan to transition your business from where it is today to where you want it to be in the future. The strategic plan helps you look more deeply into the future and explains the key moves you have to make to achieve your vision.

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• What is the difference between strategic planning and operational planning?

While strategic planning looks at the long term and explains your broad strategies for growth, an operational plan looks at the short term. It explains the details of  what your business is going to do  and when it’s going to do it over the next twelve months or so. An operational plan covers details like:

• What activities need to happen to achieve your business goals?
• When will each activity take place, who will do it, and when do you need to reach specific milestones?
• How will your business operate? What suppliers will you work with? When do you need to have them in place?
• What marketing campaigns will you run and what will they cost?
• What investments will you make in your products and services this year?

The bottom line, your operational plan is the short-term action plan for your business. It’s the tasks, milestones, and steps needed to drive your business forward. Typically an operational plan provides details for a 1-year period, while a strategic plan looks at a  3-5 year timeline , and sometimes even longer. The operational plan is essentially the roadmap for how you will execute your strategic plan.

• How to use your business plan for strategic development and operations

A great business plan can encompass both the basic plans for the business, the long-term strategic plan, and the near-term operational plan. Using a lean planning method, you can tackle all three phases of planning and make the process easy to review and revise as your business grows, changes, and adapts.

Start with a simple plan

The lean planning methodology starts with a simple,  30-minute business plan  that outlines the fundamentals of your business: who you are, what you are doing, and who your customers are. It’s a great way to provide a brief overview of your business.

Expand your plan

From there, you can expand your plan to include your longer-term strategy. Adding greater detail to elements of the plan to explain long-term goals, milestones, and how your products and services will change and expand over time to meet changing market conditions.

Finally, your lean plan will cover  financial forecasts  that include monthly details about the short-term revenue and expenses, as well as longer-term annual summaries of your financial goals, including profitability and potential future loans and investments.

• Use your business plan to manage your business

Regardless of the type of plan, you are working on, you need a team of players on hand to help you plan, develop, and execute both the operational and strategic plans. Remember, your business needs both to give it a clear foundation and a sense of direction. As well as to assist you with identifying the detailed work that has to happen to help you reach your long-term goals. 

Learn how  LivePlan  can help you develop a business plan that defines your business, outlines strategic steps, and tracks ongoing operations. You can easily share it with your team and all of the right stakeholders, explore scenarios and update your plan based on real-world results. Everything you need to turn your business plan into a tool for growth.

See why 1.2 million entrepreneurs have written their business plans with LivePlan

Noah is the COO at Palo Alto Software, makers of the online business plan app LivePlan. He started his career at Yahoo! and then helped start the user review site Epinions.com. From there he started a software distribution business in the UK before coming to Palo Alto Software to run the marketing and product teams.

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What Is Business Strategy & Why Is It Important?

• 20 Oct 2022

Every business leader wants their organization to succeed. Turning a profit and satisfying stakeholders are worthy objectives but aren’t feasible without an effective business strategy.

To attain success, leaders must hone their skills and set clear business goals by crafting a strategy that creates value for the firm, customers, suppliers, and employees. Here's an overview of business strategy and why it's essential to your company’s success.

Access your free e-book today.

What’s a Business Strategy?

Business strategy is the strategic initiatives a company pursues to create value for the organization and its stakeholders and gain a competitive advantage in the market. This strategy is crucial to a company's success and is needed before any goods or services are produced or delivered.

According to Harvard Business School Online's Business Strategy course, an effective strategy is built around three key questions:

• How can my business create value for customers?
• How can my business create value for employees?
• How can my business create value by collaborating with suppliers?

Many promising business initiatives don’t come to fruition because the company failed to build its strategy around value creation. Creativity is important in business , but a company won't last without prioritizing value.

The Importance of Business Strategy

A business strategy is foundational to a company's success. It helps leaders set organizational goals and gives companies a competitive edge. It determines various business factors, including:

• Price: How to price goods and services based on customer satisfaction and cost of raw materials
• Suppliers: Whether to source materials sustainably and from which suppliers
• Employee recruitment: How to attract and maintain talent
• Resource allocation: How to allocate resources effectively

Without a clear business strategy, a company can't create value and is unlikely to succeed.

Creating Value

To craft a successful business strategy, it's necessary to obtain a thorough understanding of value creation. In the online course Business Strategy , Harvard Business School Professor Felix Oberholzer-Gee explains that, at its core, value represents a difference. For example, the difference between a customer's willingness to pay for a good or service and its price represents the value the business has created for the customer. This difference can be visualized with a tool known as the value stick.

The value stick has four components, representing the value a strategy can bring different stakeholders.

• Willingness to pay (WTP) : The maximum amount a customer is willing to pay for a company's goods or services
• Price : The actual price of the goods or services
• Cost : The cost of the raw materials required to produce the goods or services
• Willingness to sell (WTS) : The lowest amount suppliers are willing to receive for raw materials, or the minimum employees are willing to earn for their work

The difference between each component represents the value created for each stakeholder. A business strategy seeks to widen these gaps, increasing the value created by the firm’s endeavors.

Increasing Customer Delight

The difference between a customer's WTP and the price is known as customer delight . An effective business strategy creates value for customers by raising their WTP or decreasing the price of the company’s goods or services. The larger the difference between the two, the more value is created for customers.

A company might focus on increasing WTP with its marketing strategy. Effective market research can help a company set its pricing strategy by determining target customers' WTP and finding ways to increase it. For example, a business might differentiate itself and increase customer loyalty by incorporating sustainability into its business strategy. By aligning its values with its target audiences', an organization can effectively raise consumers' WTP.

Increasing Firm Margin

The value created for the firm is the difference between the price of an item and its cost to produce. This difference is known as the firm’s margin and represents the strategy's financial success. One metric used to quantify this margin is return on invested capital (ROIC) . This metric compares a business's operating income with the capital necessary to generate it. The formula for ROIC is:

Return on Invested Capital = Net Operating Cost After Tax (NOCAT) / Invested Capital (IC)

ROIC tells investors how successful a company is at turning its investments into profit. By raising WTP, a company can risk increasing prices, thereby increasing firm margin. Business leaders can also increase this metric by decreasing their costs. For example, sustainability initiatives—in addition to raising WTP—can lower production costs by using fewer or more sustainable resources. By focusing on the triple bottom line , a firm can simultaneously increase customer delight and margin.

Increasing Supplier Surplus & Employee Satisfaction

By decreasing suppliers' WTS, or increasing costs, a company can create value for suppliers—or supplier surplus . Since increasing costs isn't sustainable, an effective business strategy seeks to create value for suppliers by decreasing WTS. How a company accomplishes this varies. For example, a brick-and-mortar company might partner with vendors to showcase its products in exchange for a discount. Suppliers may also be willing to offer a discount in exchange for a long-term contract.

In addition to supplier WTS, companies are also responsible for creating value for another key stakeholder: its employees. The difference between employee compensation and the minimum they're willing to receive is employee satisfaction . There are several ways companies can increase this difference, including:

• Increasing compensation: While most companies hesitate to raise salaries, some have found success in doing so. For example, Dan Price, CEO of Gravity Payments, increased his company's minimum wage to $80,000 per year and enjoyed substantial growth and publicity as a result.
• Increasing benefits: Companies can also decrease WTS by making working conditions more desirable to prospective employees. Some offer remote or hybrid working opportunities to give employees more flexibility. Several have also started offering four-day work weeks , often experiencing increased productivity as a result.

There are several ways to increase supplier surplus and employee satisfaction without hurting the company's bottom line. Unfortunately, most managers only devote seven percent of their time to developing employees and engaging stakeholders. Yet, a successful strategy creates value for every stakeholder—both internal and external.

Strategy Implementation

Crafting a business strategy is just the first step in the process. Implementation takes a strategy from formulation to execution . Successful implementation includes the following steps :

• Establish clear goals and key performance indicators (KPIs)
• Set expectations and ensure employees are aware of their roles and responsibilities
• Delegate work and allocate resources effectively
• Put the plan into action and continuously monitor its progress
• Adjust your plan as necessary
• Ensure your team has what they need to succeed and agrees on the desired outcome
• Evaluate the results of the plan

Throughout the process, it's important to remember to adjust your plan throughout its execution but to avoid second-guessing your decisions. Striking this balance is challenging, but crucial to a business strategy's success.

Learn More About Creating a Successful Business Strategy

Business strategy constantly evolves with changing consumer expectations and market conditions. For this reason, business leaders should continuously educate themselves on creating and executing an effective strategy.

One of the best ways to stay up-to-date on best practices is to take an online course, such as HBS Online's Business Strategy program. The course will provide guidance on creating a value-driven strategy for your business.

Do you want to learn how to craft an effective business strategy and create value for your company's stakeholders? Explore our online course Business Strategy , or other strategy courses , to develop your strategic planning skills. To determine which strategy course is right for you, download our free flowchart .

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Business plans vs. strategic plans.

What sets a business plan apart is its singular focus on market and operational feasibility. In contrast, a strategic plan clarifies the long term direction of the organization; most business plans look at a shorter period of time, typically 2-3 years, and drills down thoroughly how the work will get done and dollars will be earned.

Business plans typically take more resources, both internal and often external (in the form of consulting assistance) to develop the kinds of operational and financial analysis necessary to fully test the feasibility of business venture or an organization as a whole.

It gets down to specifics about who the customers will be, what they will pay (with research backing that up), what marketing will be needed to reach them, who the competition will be, and how the finances will work out, in detail.

The feasibility part of the business plans means that it’s entirely possible that the idea you seek to develop is not feasible, at least not with your current set of assumptions.

While strategic plans in theory have that escape clause also, rarely is it used. Finally, a credible business plan has to include who (the skilled managers) who will carry it out. It’s not a business plan if it doesn’t include the people who will implement it.

The above is a graphic from our colleagues at Social Impact Architects laying out some of these differences for the social sector.

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The Difference Between a Plan and a Strategy

Setting strategy should push your organization outside its comfort zone.

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Planning is comforting but it’s a terrible way to make strategy, says Roger Martin , former dean of the Rotman School of Management at the University of Toronto. In contrast, setting strategy should push your organization outside its comfort zone – if you’re doing it right.

“Plans typically have to do with the resources you’re going to spend. Those are more comfortable because you control them,” Martin explains. “A strategy, on the other hand, specifies a competitive outcome that you wish to achieve, which involves customers wanting your product or service. The tricky thing about that is that you don’t control them.”

Key topics include: strategic planning, competitive strategy, risk management, innovation, and travel and tourism industry.

HBR On Strategy curates the best case studies and conversations with the world’s top business and management experts, to help you unlock new ways of doing business. New episodes every week.

• Watch the original HBR Quick Study episode: A Plan Is Not a Strategy (June 2022)
• Find more episodes of the HBR Quick Study series on YouTube .
• Discover 100 years of Harvard Business Review articles, case studies, podcasts, and more at HBR.org

ANNOUNCER: HBR On Strategy .

HANNAH BATES: Welcome to HBR On Strategy , case studies and conversations with the world’s top business and management experts, hand-selected to help you unlock new ways of doing business. Today, we bring you a conversation with one of the world’s leading thinkers on strategy – Roger Martin, former dean of the Rotman School of Management at the University of Toronto.  In this episode, you’ll learn the difference between strategy and planning AND how to escape the common traps of strategic planning. Martin says starting with a plan is comforting to many of us, but it’s a terrible way to make strategy. His episode, called “A Plan is Not A Strategy,” originally aired as part of the HBR Quick Study video series in June 2022. Here it is.

ROGER MARTIN: This thing called planning has been around for a long, long time. People would plan out the activities they’re going to engage in. More recently, has been a discipline called strategy. People have put those two things together to call something strategic planning. Unfortunately, those things are not the same, strategy and planning. So,  just putting them together and calling it strategic planning doesn’t help. What most strategic planning is in the world of business has nothing to do with strategy. It’s got the word, but it’s not. It’s a set of activities that the company says it’s going to do.

We’re going to improve customer experience. We’re going to open this new plant. We’re going to start a new talent development program. A whole list of them, and they all sound good, but the results of all of those are not going to make the company happy because they didn’t have a strategy. So, what’s a strategy? A strategy is an integrative set of choices that positions you on a playing field of your choice in a way that you win. So, there’s a theory. Strategy has a theory. Here’s why we should be on this playing field, not this other one, and here’s how, on that playing field, we’re going to be better than anybody else at serving the customers on that playing field.  That theory has to be coherent. It has to be doable. You have to be able to translate that into actions for it to be a great strategy. Planning does not have to have any such coherence, and it typically is what people in manufacturing want– the few things they want, to build a new plant, and the marketing people want to launch a new brand, and the talent people want to hire more people– that tends to be a list that has no internal coherence to it and no specification of a way that that is going to accomplish collectively some goal for the company.

See, planning is quite comforting. Plans typically have to do with the resources you’re going to spend. So we’re going to build a plan. We’re going to hire some people. We’re going to launch a new product.  Those are all things that are on the cost side of businesses. Who controls your costs? Who’s the customer of your costs? The answer is, you are. You decide how many square feet to lease, how many raw materials to buy, how many people to hire.  Those are more comfortable because you control them. A strategy, on the other hand, specifies an outcome, a competitive outcome that you wish to achieve, which involves customers wanting your product or service enough that they will buy enough of it to make the profitability that you’d like to make. The tricky thing about that is that you don’t control them. You might wish you could, but you can’t. They decide, not you. That’s a harder trick. So that means putting yourself out and saying, here’s what we believe will happen. We can’t prove it in advance, we can’t guarantee it, but this is what we want to have happen and that we believe will happen. It’s much easier to say, I’ll build a factory, I will hire more people, et cetera, than I will have customers end up liking our offering more than those of competitors.

The tricky thing about planning is that while you’re planning, chances are at least one competitor is figuring out how to win. When US air carriers were busily planning what routes to fly and da-da-da, there was this little company in Texas called Southwest that had a strategy for winning. And at first, that looked largely irrelevant because it was tiny. What Southwest Airlines was aiming for was an outcome.

What they wanted to be is a substitute for Greyhound, a way more convenient way to get around at a price that wasn’t extraordinarily much greater than a Greyhound bus. Southwest said, everybody else is flying hub and spoke. They have hubs, and they fly hub and spoke. We’re going to fly point to point so that we don’t have aircraft waiting on the ground because you only make money when you’re in the air.

We’re going to only fly 737s, one kind of aircraft, so that our gates are set up for those, our systems are set up for those, our training, our simulations are set up. We’re not going to offer meals on the flights because we’re going to specialize in short flights. We’re not going to book through travel agents. We’re going to encourage people to book online because that’s less expensive for everybody and more convenient. So, their strategy ended up having a substantially lower cost than any of the major carriers so that they could offer substantially lower prices.

Because it had a way of winning, it got bigger and then bigger and then bigger and then bigger and bigger and bigger and bigger until it flies the most passenger seat miles in America. The major carriers were not trying to win against one another. They were all playing to play, as I say. They were playing to participate, maybe buy more planes, get more gates, maybe grow some, not having a theory of here’s how we could be better than our competitors.

And that was fine until somebody came along and said, here’s a way to be better than everybody else for this segment. And so that segment then goes. It’s gone. And the main playing to play players have to share a smaller pie that’s left over after Southwest takes whatever share it wants.

If you’re trying to escape this planning trap, this comfort trap of doing something that’s comfortable but not good for you, how do you start? The most important thing to recognize is that strategy will have angst associated with it. It’ll make you feel somewhat nervous because as a manager, chances are you’ve been taught you should do things that you can prove in advance.

You can’t prove in advance that your strategy will succeed. You can look at a plan and say, well, all of these things are doable. Let’s just do those because they’re within our control. But they won’t add up to much. In strategy, you have to say, if our theory is right about what we can do and how the market will react, this will position us in an excellent way.

Just accept the fact that you can’t be perfect on that, and you can’t know for sure. And that is not being a bad manager. That is being a great leader because you’re giving your organization the chance to do something great. The second thing I do is say, lay out the logic of your strategy clearly. What would have to be true about ourselves, about the industry, about competition, about customers for this strategy to work?

Why do you do that? It’s because you can then watch the world unfold. And if something that you say is in the logic that would have to be true for this to work is not working out quite the way you hoped, it’ll allow you to tweak your strategy. And strategy is a journey, what you want to have as a mechanism for tweaking it, honing it, and refining it so it gets better and better as you go along.

Another thing that helps with strategy is not letting it get overcomplicated. It’s great if you can write your strategy on a single page. Here’s where we’re choosing to play. Here’s how we’re choosing to win. Here are the capabilities we need to have in place.

Here are the management systems. And that’s why it’s going to achieve this goal, this aspiration that we have. Then you lay out the logic, what must be true for that all to work out the way we hope. Go do it, and watch and tweak as you go along.

That may feel somewhat more worry-making, angst-making than planning, but I would tell you that if you plan, that’s a way to guarantee losing. If you do strategy, it gives you the best possible chance of winning.

HANNAH BATES: That was Roger Martin — Professor Emeritus and former Dean of the Rotman School of Management at the University of Toronto. That video is part of the HBR Quick Study YouTube series – short takes on big topics in business and work. It was edited and produced by Scott LaPierre, with video and animation by Dave Di Iulio, Elie Honein, and Alex Belser. More HBR Quick Study videos can be found on YouTube or HBR.org. HBR On Strategy will be back next Wednesday with another hand-picked conversation about business strategy from the Harvard Business Review. In the meantime, we have another curated feed that you should check out: HBR On Leadership . And visit us any time at HBR.org, where you can subscribe to Harvard Business Review and explore articles, videos, case studies, books, and of course, podcasts, that will help you manage yourself, your teams, and your career. This episode of HBR On Strategy was produced by Anne Saini, and me, Hannah Bates. The show was created by Anne Saini, Ian Fox, and me. Special thanks to Maureen Hoch, Adi Ignatius, Karen Player, Anne Bartholomew, and you – our listener. See you next week.

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Business Plan vs. Strategic Plan: What’s the Difference?

by Ken D. Foster | Jul 26, 2023 | Business

A business plan and a strategic plan are both essential frameworks for any type of business. Whether you want to start your business or grow your existing one, formulating these plans is necessary to achieve your business goals.

A business plan and a strategic plan serve different purposes and focus on various aspects of a business. In this article, let’s explore the differences between the two.

Table of Contents

What Is a Business Plan?

A business plan is a comprehensive framework that outlines a company’s vision, mission, and goals, as well as how they plan to achieve them. It is usually created when starting a new business or making significant changes to an existing business.

A business plan helps business owners and management to stay focused on their objectives.

What Is a Strategic Plan?

A strategic plan, on the other hand, is a long-term, high-level framework that outlines a company’s strategic direction and goals. It focuses on defining a company’s vision and implementing strategies to achieve it. A strategic plan is made for an extended period, usually five years.

A strategic plan is developed by a company’s owners, top-level executives, and board members.

Difference Between Business Plan and Strategic Plan

Here are the differences between a business plan and a strategic plan.

Key Elements of a Business Plan

• Company Description: Detailed information about a company’s history, mission, and objectives.
• Executive Summary: A concise overview of the entire business plan, highlighting the most critical points.
• Products (Or Services): A description of the product or services offered by a company. 
• Market Analysis: Analysis of the target market, industry trends, and competitors.
• Marketing and Sales Strategy: An overview of how a company intends to market and sell its products.
• Operational Plan: Details about the day-to-day operations, resources, and logistics.
• Financial Projections: Forecasted financial statements, including revenue, expenses, and cash flow.

Key Elements of a Strategic Plan

• Vision and Mission: Detailed information about the purpose and aspirations of a company. It should also include the core values of a company. 
• SWOT Analysis: An assessment of a company’s strengths, weaknesses, opportunities, and threats.
• Strategic Goals: The objectives that a company aims to achieve in the long term. The goals set should be specific and measurable. 
• Strategic Initiatives: The actions a company should undertake to achieve its strategic goals. Make sure to also formulate the Key Performance Indicators (KPIs) to track progress. 
• Resource Allocation: Identifies the necessary financial, human, and technological resources for implementing the goals. 

A business plan is a comprehensive framework that provides a detailed roadmap for the entire business, while a strategic plan is a high-level framework that focuses on defining the long-term direction and objectives of the company. Both plans are vital for business success and should complement each other to make a company achieve its goals.

If you want help to frame a business plan or strategic plan for growing your company, book a coaching session with Ken D Foster . Ken has over 35 years of experience in personal and business development. He can help you define your company’s vision and accelerate its growth.

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• What is strategic planning? A 5-step gu ...

What is strategic planning? A 5-step guide

Strategic planning is a process through which business leaders map out their vision for their organization’s growth and how they’re going to get there. In this article, we'll guide you through the strategic planning process, including why it's important, the benefits and best practices, and five steps to get you from beginning to end.

Strategic planning is a process through which business leaders map out their vision for their organization’s growth and how they’re going to get there. The strategic planning process informs your organization’s decisions, growth, and goals.

Strategic planning helps you clearly define your company’s long-term objectives—and maps how your short-term goals and work will help you achieve them. This, in turn, gives you a clear sense of where your organization is going and allows you to ensure your teams are working on projects that make the most impact. Think of it this way—if your goals and objectives are your destination on a map, your strategic plan is your navigation system.

In this article, we walk you through the 5-step strategic planning process and show you how to get started developing your own strategic plan.

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What is strategic planning?

Strategic planning is a business process that helps you define and share the direction your company will take in the next three to five years. During the strategic planning process, stakeholders review and define the organization’s mission and goals, conduct competitive assessments, and identify company goals and objectives. The product of the planning cycle is a strategic plan, which is shared throughout the company.

What is a strategic plan?

A strategic plan is the end result of the strategic planning process. At its most basic, it’s a tool used to define your organization’s goals and what actions you’ll take to achieve them.

Typically, your strategic plan should include: 

Your company’s mission statement

Your organizational goals, including your long-term goals and short-term, yearly objectives

Any plan of action, tactics, or approaches you plan to take to meet those goals

What are the benefits of strategic planning?

Strategic planning can help with goal setting and decision-making by allowing you to map out how your company will move toward your organization’s vision and mission statements in the next three to five years. Let’s circle back to our map metaphor. If you think of your company trajectory as a line on a map, a strategic plan can help you better quantify how you’ll get from point A (where you are now) to point B (where you want to be in a few years).

When you create and share a clear strategic plan with your team, you can:

Build a strong organizational culture by clearly defining and aligning on your organization’s mission, vision, and goals.

Align everyone around a shared purpose and ensure all departments and teams are working toward a common objective.

Proactively set objectives to help you get where you want to go and achieve desired outcomes.

Promote a long-term vision for your company rather than focusing primarily on short-term gains.

Ensure resources are allocated around the most high-impact priorities.

Define long-term goals and set shorter-term goals to support them.

Assess your current situation and identify any opportunities—or threats—allowing your organization to mitigate potential risks.

Create a proactive business culture that enables your organization to respond more swiftly to emerging market changes and opportunities.

What are the 5 steps in strategic planning?

The strategic planning process involves a structured methodology that guides the organization from vision to implementation. The strategic planning process starts with assembling a small, dedicated team of key strategic planners—typically five to 10 members—who will form the strategic planning, or management, committee. This team is responsible for gathering crucial information, guiding the development of the plan, and overseeing strategy execution.

Once you’ve established your management committee, you can get to work on the planning process. 

Step 1: Assess your current business strategy and business environment

Before you can define where you’re going, you first need to define where you are. Understanding the external environment, including market trends and competitive landscape, is crucial in the initial assessment phase of strategic planning.

To do this, your management committee should collect a variety of information from additional stakeholders, like employees and customers. In particular, plan to gather:

Relevant industry and market data to inform any market opportunities, as well as any potential upcoming threats in the near future.

Customer insights to understand what your customers want from your company—like product improvements or additional services.

Employee feedback that needs to be addressed—whether about the product, business practices, or the day-to-day company culture.

Consider different types of strategic planning tools and analytical techniques to gather this information, such as:

A balanced scorecard to help you evaluate four major elements of a business: learning and growth, business processes, customer satisfaction, and financial performance.

A SWOT analysis to help you assess both current and future potential for the business (you’ll return to this analysis periodically during the strategic planning process). 

To fill out each letter in the SWOT acronym, your management committee will answer a series of questions:

What does your organization currently do well?

What separates you from your competitors?

What are your most valuable internal resources?

What tangible assets do you have?

What is your biggest strength? 

Weaknesses:

What does your organization do poorly?

What do you currently lack (whether that’s a product, resource, or process)?

What do your competitors do better than you?

What, if any, limitations are holding your organization back?

What processes or products need improvement? 

Opportunities:

What opportunities does your organization have?

How can you leverage your unique company strengths?

Are there any trends that you can take advantage of?

How can you capitalize on marketing or press opportunities?

Is there an emerging need for your product or service? 

What emerging competitors should you keep an eye on?

Are there any weaknesses that expose your organization to risk?

Have you or could you experience negative press that could reduce market share?

Is there a chance of changing customer attitudes towards your company? 

Step 2: Identify your company’s goals and objectives

To begin strategy development, take into account your current position, which is where you are now. Then, draw inspiration from your vision, mission, and current position to identify and define your goals—these are your final destination. 

To develop your strategy, you’re essentially pulling out your compass and asking, “Where are we going next?” “What’s the ideal future state of this company?” This can help you figure out which path you need to take to get there.

During this phase of the planning process, take inspiration from important company documents, such as:

Your mission statement, to understand how you can continue moving towards your organization’s core purpose.

Your vision statement, to clarify how your strategic plan fits into your long-term vision.

Your company values, to guide you towards what matters most towards your company.

Your competitive advantages, to understand what unique benefit you offer to the market.

Your long-term goals, to track where you want to be in five or 10 years.

Your financial forecast and projection, to understand where you expect your financials to be in the next three years, what your expected cash flow is, and what new opportunities you will likely be able to invest in.

Step 3: Develop your strategic plan and determine performance metrics

Now that you understand where you are and where you want to go, it’s time to put pen to paper. Take your current business position and strategy into account, as well as your organization’s goals and objectives, and build out a strategic plan for the next three to five years. Keep in mind that even though you’re creating a long-term plan, parts of your plan should be created or revisited as the quarters and years go on.

As you build your strategic plan, you should define:

Company priorities for the next three to five years, based on your SWOT analysis and strategy.

Yearly objectives for the first year. You don’t need to define your objectives for every year of the strategic plan. As the years go on, create new yearly objectives that connect back to your overall strategic goals . 

Related key results and KPIs. Some of these should be set by the management committee, and some should be set by specific teams that are closer to the work. Make sure your key results and KPIs are measurable and actionable. These KPIs will help you track progress and ensure you’re moving in the right direction.

Budget for the next year or few years. This should be based on your financial forecast as well as your direction. Do you need to spend aggressively to develop your product? Build your team? Make a dent with marketing? Clarify your most important initiatives and how you’ll budget for those.

A high-level project roadmap . A project roadmap is a tool in project management that helps you visualize the timeline of a complex initiative, but you can also create a very high-level project roadmap for your strategic plan. Outline what you expect to be working on in certain quarters or years to make the plan more actionable and understandable.

Step 4: Implement and share your plan

Now it’s time to put your plan into action. Strategy implementation involves clear communication across your entire organization to make sure everyone knows their responsibilities and how to measure the plan’s success. 

Make sure your team (especially senior leadership) has access to the strategic plan, so they can understand how their work contributes to company priorities and the overall strategy map. We recommend sharing your plan in the same tool you use to manage and track work, so you can more easily connect high-level objectives to daily work. If you don’t already, consider using a work management platform .  

A few tips to make sure your plan will be executed without a hitch: 

Communicate clearly to your entire organization throughout the implementation process, to ensure all team members understand the strategic plan and how to implement it effectively. 

Define what “success” looks like by mapping your strategic plan to key performance indicators.

Ensure that the actions outlined in the strategic plan are integrated into the daily operations of the organization, so that every team member's daily activities are aligned with the broader strategic objectives.

Utilize tools and software—like a work management platform—that can aid in implementing and tracking the progress of your plan.

Regularly monitor and share the progress of the strategic plan with the entire organization, to keep everyone informed and reinforce the importance of the plan.

Establish regular check-ins to monitor the progress of your strategic plan and make adjustments as needed. 

Step 5: Revise and restructure as needed

Once you’ve created and implemented your new strategic framework, the final step of the planning process is to monitor and manage your plan.

Remember, your strategic plan isn’t set in stone. You’ll need to revisit and update the plan if your company changes directions or makes new investments. As new market opportunities and threats come up, you’ll likely want to tweak your strategic plan. Make sure to review your plan regularly—meaning quarterly and annually—to ensure it’s still aligned with your organization’s vision and goals.

Keep in mind that your plan won’t last forever, even if you do update it frequently. A successful strategic plan evolves with your company’s long-term goals. When you’ve achieved most of your strategic goals, or if your strategy has evolved significantly since you first made your plan, it might be time to create a new one.

Build a smarter strategic plan with a work management platform

To turn your company strategy into a plan—and ultimately, impact—make sure you’re proactively connecting company objectives to daily work. When you can clarify this connection, you’re giving your team members the context they need to get their best work done. 

A work management platform plays a pivotal role in this process. It acts as a central hub for your strategic plan, ensuring that every task and project is directly tied to your broader company goals. This alignment is crucial for visibility and coordination, allowing team members to see how their individual efforts contribute to the company’s success. 

By leveraging such a platform, you not only streamline workflow and enhance team productivity but also align every action with your strategic objectives—allowing teams to drive greater impact and helping your company move toward goals more effectively. 

Strategic planning FAQs

Still have questions about strategic planning? We have answers.

Why do I need a strategic plan?

A strategic plan is one of many tools you can use to plan and hit your goals. It helps map out strategic objectives and growth metrics that will help your company be successful.

When should I create a strategic plan?

You should aim to create a strategic plan every three to five years, depending on your organization’s growth speed.

Since the point of a strategic plan is to map out your long-term goals and how you’ll get there, you should create a strategic plan when you’ve met most or all of them. You should also create a strategic plan any time you’re going to make a large pivot in your organization’s mission or enter new markets. 

What is a strategic planning template?

A strategic planning template is a tool organizations can use to map out their strategic plan and track progress. Typically, a strategic planning template houses all the components needed to build out a strategic plan, including your company’s vision and mission statements, information from any competitive analyses or SWOT assessments, and relevant KPIs.

What’s the difference between a strategic plan vs. business plan?

A business plan can help you document your strategy as you’re getting started so every team member is on the same page about your core business priorities and goals. This tool can help you document and share your strategy with key investors or stakeholders as you get your business up and running.

You should create a business plan when you’re: 

Just starting your business

Significantly restructuring your business

If your business is already established, you should create a strategic plan instead of a business plan. Even if you’re working at a relatively young company, your strategic plan can build on your business plan to help you move in the right direction. During the strategic planning process, you’ll draw from a lot of the fundamental business elements you built early on to establish your strategy for the next three to five years.

What’s the difference between a strategic plan vs. mission and vision statements?

Your strategic plan, mission statement, and vision statements are all closely connected. In fact, during the strategic planning process, you will take inspiration from your mission and vision statements in order to build out your strategic plan.

Simply put: 

A mission statement summarizes your company’s purpose.

A vision statement broadly explains how you’ll reach your company’s purpose.

A strategic plan pulls in inspiration from your mission and vision statements and outlines what actions you’re going to take to move in the right direction. 

For example, if your company produces pet safety equipment, here’s how your mission statement, vision statement, and strategic plan might shake out:

Mission statement: “To ensure the safety of the world’s animals.” 

Vision statement: “To create pet safety and tracking products that are effortless to use.” 

Your strategic plan would outline the steps you’re going to take in the next few years to bring your company closer to your mission and vision. For example, you develop a new pet tracking smart collar or improve the microchipping experience for pet owners. 

What’s the difference between a strategic plan vs. company objectives?

Company objectives are broad goals. You should set these on a yearly or quarterly basis (if your organization moves quickly). These objectives give your team a clear sense of what you intend to accomplish for a set period of time. 

Your strategic plan is more forward-thinking than your company goals, and it should cover more than one year of work. Think of it this way: your company objectives will move the needle towards your overall strategy—but your strategic plan should be bigger than company objectives because it spans multiple years.

What’s the difference between a strategic plan vs. a business case?

A business case is a document to help you pitch a significant investment or initiative for your company. When you create a business case, you’re outlining why this investment is a good idea, and how this large-scale project will positively impact the business. 

You might end up building business cases for things on your strategic plan’s roadmap—but your strategic plan should be bigger than that. This tool should encompass multiple years of your roadmap, across your entire company—not just one initiative.

What’s the difference between a strategic plan vs. a project plan?

A strategic plan is a company-wide, multi-year plan of what you want to accomplish in the next three to five years and how you plan to accomplish that. A project plan, on the other hand, outlines how you’re going to accomplish a specific project. This project could be one of many initiatives that contribute to a specific company objective which, in turn, is one of many objectives that contribute to your strategic plan. 

What’s the difference between strategic management vs. strategic planning?

A strategic plan is a tool to define where your organization wants to go and what actions you need to take to achieve those goals. Strategic planning is the process of creating a plan in order to hit your strategic objectives.

Strategic management includes the strategic planning process, but also goes beyond it. In addition to planning how you will achieve your big-picture goals, strategic management also helps you organize your resources and figure out the best action plans for success. 

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Business Plan vs. Business Strategy

Business plans are an essential facet of any business venture; they provide a clear operational structure. On the other hand, a business strategy offers a framework under which new ideas and decisions improve company performance.

The management outlines business strategies for every department to achieve a common goal. Firms need to review their business strategies to align their operations with the prevailing market trends. In extreme circumstances, managers fire staff to hire the right personnel. The move is deemed fit to incorporate relevant skills that can help a company achieve its objectives. A concerted effort between various departments in the organization is critical to attaining the set business strategies.

This article spotlights a few aspects of why firms need a business plan and clear business strategies to help achieve long-term and short-term goals.

Business Plan

A business plan is a drafted framework that guides the operations of a company. A company's business plan draws a clear road map for the effective execution of business goals. The future of a company relies on the initial business plan and its development.

Essential elements of a business plan include market analysis, competitive analysis, financial projections, management plan, marketing strategy, and budging. This provides the proper framework under which the business is going to operate.

Every business requires a business plan to help strategize and actualize the stakeholders' business ideas. Therefore, it is easier to achieve long-term and short-term business objectives by drafting a clear business plan.

Business Strategy

Contrary to a business plan, which is drafted from the onset of a business venture, the management can roll out a business strategy to transform its operations at any time. Customer satisfaction and product differentiation are among the elements managers focus on during restructuring.

New product features, lowering prices, selling on credit, and offering a discount to prospects are some of the strategies most organizations roll out to woo their clients. Notably, a business strategy focuses on injecting new ideas and concepts in a bid to improve performance.

To ensure success in business, a clear organizational structure, creativity, innovation, and market analysis play a critical role in achieving success. Most of the actions and ideas rolled out under this context aim to help a company have the upper hand against immediate competitors.

Characteristics of an Effective Business Plan

An effective business plan focuses on helping an organization to realize short term and long term objectives.

An effective business plan should have specific objectives. Rather than a general approach, specific business objectives are targeted to help bridge existing gaps and address immediate needs. Some companies tend to come up with several business objectives and lose the original goal set initially. If not handled with care, a company is likely to lose direction. Pair down objectives if the business plan has too many.

Align with Business Needs

The driving force behind a successful organization relies on setting objectives aligned with the business needs. Concepts rolled out without factoring in the needs of a company tend to fall short of the target. Eventually, achieving a return on investment becomes challenging due to the lack of an effective business framework.

A realistic business plan is easy to execute and implement. Setting up unrealistic targets and objectives in the initial business plan makes it difficult to measure results, identify gaps, and develop proper ideas to spar growth. Unrealistic expectations are difficult to achieve and may be a recipe for chaos within the organization.

Characteristics of an Effective Business Strategy

Effective business strategies support the company's business plan.

Includes a Business Plan

Though most organizations rely on initial business plans during operations, the business strategy depends on objectives spelled out in the business plan. A good business strategy relies on a business plan to fully accomplish the set goals by leading managers in the proper direction. The effective decision-making process requires the involvement of every party in a business venture.

Though the strategic business plan may be changed to suit the prevailing market demands, the intentions should be clear to help the workforce understand how to align their operations with existing concepts.

A tactical approach to an organization's strategic goals can be realized through a concerted approach by all the organization departments. It is necessary to roll out realistic concepts that can easily be implemented.

Unrealistic strategies may be difficult to actualize, leading to loss of company focus and possibly collapse. The bottom line in achieving exceptional results through any new business strategy requires a collective approach to avoid misleading the entire organization.

A business plan serves an essential purpose of offering direction in running an organization, any business strategy rolled out should be in line with the business plan. The two elements work hand in hand to achieve a common goal. The critical disparity between these two documents is apparent. A business strategy focuses on initiating an idea to change a company's current focus. A business plan is a solid framework that guides the general operation of the entire organization.

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Strategic Plan vs Business Plan - Which Matters More for Leaders?

In the world of business, strategic planning and business planning are two terms that are often used interchangeably. However, they are not the same thing . Strategic planning is a long-term planning process that helps a company define its vision, mission, and objectives. Business planning, on the other hand, is a short-term planning process that helps a company define its goals and strategies to achieve those goals.

Both strategic planning and business planning are important for leaders, but which one matters more? In this blog post, we will explore the differences between strategic planning and business planning and why strategic planning should be a top priority for leaders.

What is a strategic plan?

A strategic plan is a long-term plan that outlines a company's vision, mission, and objectives. It is a comprehensive plan that guides a company's actions over the next three to five years. A strategic plan helps a company identify its strengths, weaknesses, opportunities, and threats ( SWOT ) and develop strategies to capitalize on its strengths and opportunities while mitigating its weaknesses and threats.

A strategic plan helps a company create a roadmap for the future. It outlines the company's goals and objectives, the strategies it will use to achieve those goals, and the metrics it will use to measure its progress. A strategic plan helps a company stay focused and aligned with its vision and mission.

What is a business plan?

A business plan is a short-term plan that outlines a company's goals and strategies for the next year or two. A business plan helps a company define its products or services, target market, competition, marketing strategy, sales strategy, and financial projections. It is a tactical plan that helps a company achieve its goals in the short term.

A business plan helps a company allocate its resources effectively. It outlines the company's budget, cash flow, and profit and loss projections. A business plan helps a company make informed decisions about its operations and investments.

Strategic plan vs business plan: Which matters more for leaders?

Both strategic planning and business planning are important for leaders. However, strategic planning takes priority because it provides the long-term vision for the company. A strategic plan helps a company stay focused on its mission and vision and guides its decisions over the long term.

Business planning is important for day-to-day operations, but it is not a substitute for strategic planning. A company that only focuses on short-term goals and tactics may miss out on long-term opportunities.

If you are a leader, it is important to have a strategic plan in place to help you stay focused on your mission and vision, and guide your decisions over the long term. It will help you anticipate future trends and challenges and prepare for them. So, invest the time and resources to create a comprehensive strategic plan for your company and ensure that it is regularly updated and reviewed. By doing so, you will be able to steer your company towards success and stay ahead of the competition.

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Business Plan Vs. Business Strategy

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• Business Planning & Strategy
• Business Plans
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Business Plan Vs. Business Model

What is a business plan template, why is planning an important step in starting a business.

• The Advantages of Having a Mission Statement
• What Are the Benefits of Preparing a Business Plan?

Small business management involves several types of activities for managing economic resources. Business owners often spend copious amounts of time planning operations and developing business strategies. The small business type and industry in which it operates often dictates business strategies. Each of these functions plays an important role in the small business. Business owners must carefully review their business plan and strategies to remain flexible in the business environment.

Business Plan Facts

Business owners usually write a business plan before starting their business venture. Business plans often outline the business owner’s idea, financial needs for starting the business, expected sales or profitability, and an analysis on the target market or demographic groups in the economic marketplace. This information provides banks, lenders and investors with information when making decisions about loaning startup capital to the business. Business plans also provide a roadmap for operating the business.

Business Strategy Facts

Business strategies are specific long-term guidelines for achieving business goals or objectives. Strategies can provide guidance for different divisions or departments in business. Business owners often outline their initial strategies in the business plan. As the company continues to grow and expand its operations, business owners often develop additional strategies. Business strategies usually require some form of planning. However, business strategy planning is usually different than business plans.

Business strategy planning is often known as strategic planning in the business environment. Strategic planning involves the company’s mission and objectives, economic analysis, strategy development or implementation, and an evaluation process. Business owners use each step to carefully outline specific information relating to the business strategy. Strategies can include reducing production materials costs, acquiring new business facilities or equipment, and achieving higher market share by selling consumer products in the economic marketplace.

Considerations

Business owners should consider including business strategy ideas in their initial business plan. Business plans can provide a long-term outlook for new business ventures. Banks, lenders and investors may feel more comfortable lending money to business owners who have a clear outline on developing business strategies. Business strategies can also give business owners an understanding of what it will take to run their business.

Expert Insight

The Small Business Administration often provides small business owners with copious amount of resources for running a business. The agency also operates offices around the United States in conjunction with local colleges and universities. SBA resources include information on writing business plans and creating successful business strategies. These resources are usually free to business owners and can improve their knowledge of business management practices.

• “Principles of Management”; Tony Morden; 2004

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A strategic marketing plan optimizes your marketing spend and maximizes ROI, ensuring every dollar contributes to business success.

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Unlock your marketing budget’s full potential through strategic marketing tactics.

Maybe you’ve been here: Your marketing team has wide-ranging ambitions, and the budget gets stretched across an eclectic range of channels and campaigns, with the hope of capturing your audience’s attention. But, despite best intentions, the results are underwhelming. And you can’t help but notice gaps between effort and impact. The culprit? This approach lacks focus.

Strategic marketing addresses these challenges by grounding marketing activities in data and research. By developing a marketing strategy that targets the right audiences, grabs attention with compelling messaging, and aligns with business objectives, you’ll ensure every dollar spent delivers tangible results.

What’s strategic marketing?

Strategic marketing involves thoughtfully aligning all marketing efforts with your company’s overarching goals. Instead of focusing on immediate sales and short-term gains, you craft initiatives that build enduring customer relationships and brand loyalty.

At its core, this approach involves:

• Market segmentation: Identifying and targeting smaller, manageable consumer groups within a broad market based on shared characteristics
• Target audience identification: Further refining market segments to pinpoint the specific groups most likely to engage with your products or services
• Competitor analysis: Evaluating competitors’ strengths and weaknesses to craft differentiation strategies and prepare for market threats
• Product positioning: Establishing a unique value position for your offerings to stand out from competitors
• Pricing strategy: Developing pricing that reflects your offering’s perceived value, considers the competitive landscape, and meets profitability goals
• Distribution channel selection: Choosing the most effective marketing channels (both online and offline) for reaching potential customers

Marketing strategies versus marketing plans

A marketing strategy might sound very similar to a marketing plan. But think of these related concepts as two connected approaches for marketing success.

A marketing strategy outlines the overall, big-picture direction for reaching your company's marketing goals. Use it to define your target audience, competitive positioning, and value proposition to differentiate your company's offerings in the market. For example, an electronics company aiming to lead in smart home technology might have a marketing strategy focused on reaching tech-savvy homeowners with easy-to-use products that enhance their quality of life.

And a marketing plan is more granular. Use a marketing plan to detail the specific actions, timelines, and resources needed to execute the overarching marketing strategy. It includes a roadmap of tasks, projects, budgets, and timelines for the strategy’s execution.

A marketing plan for that same electronics company might involve:

• Conducting market research and competitor analysis: To identify smart home trends and gaps in competitor offerings
• Segmenting the market: To focus on tech-savvy homeowners, positioning their smart devices as premium solutions that integrate well with existing smart home ecosystems
• Establishing distribution channels: This could include partnerships with retailers and ecommerce platforms
• Launching a multi-channel marketing campaign: To message across social media, email, and search engines to promote their smart devices
• Setting competitive pricing : To reflect the product’s premium quality and appeal to the target audience's willingness to invest in advanced technology
• Measuring the plan's efficacy: To track success, use key performance indicators (KPIs), like revenue growth, market share expansion, customer acquisition rates, and customer satisfaction
• Learning and tweaking: Making data-driven adjustments based on KPIs to refine the approach

What are the benefits of strategic marketing?

Regardless of your industry and company size, strategic marketing can pay off. With this approach, you’ll:

• Better understand the market: The strategic marketing process begins by diving deep into current market dynamics to spot business opportunities and marketing challenges . With this knowledge in hand, you can target the right audiences, allocate resources more effectively, and uniquely position your offerings against competitors.
• Set clear objectives: Strategic marketing involves setting specific, measurable, achievable, relevant, and time-bound goals. These SMART goals provide a framework for establishing precise targets and evaluating performance. ‍
• Improve your product and services: Thoroughly understanding customer needs and industry trends forms the core of strategy marketing. This knowledge helps you develop products and services that better meet your audience’s evolving preferences, ensuring market relevance and sustainability.

What are the most effective marketing strategies?

Here are a few approaches to consider when planning marketing strategies. Take a look and see which methods align with your company’s goals.

Content marketing

Content marketing strategies involve crafting and sharing valuable content to captivate and retain a targeted audience. You can use this approach to draw visitors in and provide informative, engaging material that addresses their interests and needs. In doing so, you’ll gently promote your brand and offerings while weaving in your unique value proposition — without overt selling.

For example, a design firm could release relevant content, like blog posts and whitepapers on the latest industry trends, eye-catching design techniques, and product innovations. By sharing expert insights and practical advice, the firm establishes itself as a thought leader, enhances its brand reputation, and attracts more organic website traffic .

Social media marketing 

By using platforms like Facebook, Instagram, and YouTube to engage with audiences, you can boost brand visibility and encourage interactions, such as likes and comments. This involves creating a customized sales funnel that turns social engagement into tangible conversions. By guiding interested followers to your website and landing pages , social media marketing motivates visitors to purchase your products and services. 

For example, a digital marketing agency might share valuable case studies, success stories, and actionable marketing tips on Instagram and LinkedIn. This tactic lets the agency demonstrate its expertise and, at the same time, attract potential clients (aka people seeking marketing solutions). Beyond positioning the agency as an authoritative resource on the subject, this strategy also helps establish trust, which can encourage more people to sign up for their services.

Product marketing 

With product marketing, you highlight how your product solves your target market’s needs. Marketing materials — like online advertisements and demos — emphasize why customers should choose your offering over others. 

A company specializing in cybersecurity software, for example, might spotlight their password protection feature. By highlighting how their password manager offers more robust features compared to others, the company effectively speaks to data privacy-conscious individuals seeking safe options.

Email marketing

Email marketing harnesses the power of personalized communication to connect with customers. With this approach, you can nurture leads , boost conversions, and re-engage existing customers by delivering messages that speak to their specific needs and interests.

For example, a company offering financial advising services could use email marketing to send subscribers educational emails about managing personal finances, investment strategies, and retirement planning. By segmenting their email list based on where users are in their life stages and financial goals, the company offers more relevant content. With AI-powered hyper-personalization , they can send targeted emails and special offers to visitors based on their website browsing history, segmentation surveys, or newsletter signups.

Search engine optimization

With search engine optimization (SEO) strategies, you can improve your website’s ranking in search engine results pages (SERPs) — and drive organic traffic and customer engagement. Optimization involves refining your content, site structure , and on-page elements, like metadata tags and descriptions, to ensure search engines index and highly rank your site. Conducting keyword research is crucial here because it helps you align your content with what your target audience is searching for.

How to get started with strategic marketing in 4 steps

Strategic marketing requires a focused approach. Follow these four steps to begin.

1. Align marketing and business goals

Start by identifying SMART goals and KPIs that support your business objectives. Establishing clear, quantifiable targets with a set timeline will guide your marketing initiatives and provide benchmarks for assessing progress and success. If your goal is to enhance online visibility, you might aim to publish 50 posts over the next quarter and increase website traffic by 25%. 

2. Identify your target audience

After establishing in-house goals, conduct market research to understand your target audience. Tools like Google Analytics and data visualization platforms can help your team gain insight into your audience’s demographics, geographic locations, and preferences. During this research phase, keep an eye out for emerging trends and patterns that you can use to refine your products, services, and brand messaging — and better meet your audience’s specific needs and interests.

3. Develop content

Now, use the data you’ve collected to craft targeted, optimized content that improves brand visibility and addresses your audience's pain points. 

Say a tech company, for example, aims to position itself as a leader in sustainable technology. Its marketing team might create videos and infographics that illustrate their technology’s positive impact on the environment, highlight sustainable innovations, and showcase their eco-friendly solutions. Beyond engaging and educating its target audience, this content supports the company's strategic objective of establishing itself as an industry pioneer. To make sure their target audience sees this content, the company could use market and target audience research to determine which social platforms their target audience frequents and which keywords (such as “eco-friendly data storage options”) to incorporate throughout their blog and social content. 

4. Allocate resources

To make it all happen, you’ll need a budget that supports your strategic marketing vision and overall business goals.. Thoroughly analyze your marketing channels, your audience’s preferences, and previous campaign performance to ensure every dollar spent achieves maximum impact.

If you’re looking for inspiration on how to do this, take this example: A company offering time management software could analyze social media insights. If the marketing team discovers that a significant portion of their audience engages with them through Instagram Stories, they could funnel more of their budget to paid social advertising that features new-customer promotions. This targeted approach can boost user engagement, and it aligns with the company’s goal of acquiring more customers. 

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Arguably, the most crucial channel for any marketing strategy is your website. With all roads leading back to your company’s hub for content, products, and services, creating a website that attracts and retains customers is essential to achieving your marketing goals — and overall business success.

Webflow Enterprise offers a comprehensive toolkit for crafting an exceptional website that drives results. With a visual-first approach, you can collaboratively design and customize every aspect of your site to reflect your brand identity and welcome customers.

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Hudson Valley Students Make it to the Final Round of the New York State Business Plan Competition

May 8, 2024

A team of Hudson Valley students made it all the way to the second round of the New York Business Plan statewide finals on April 25.

Out of 140 teams competing in regional events throughout the state this spring, only 60 teams moved on to the statewide finals, and Hudson Valley’s team was the only one in the state competition’s final round from a SUNY community college.

The team - Ameera Aftab, Lukas Donaghue, Ryan Connors and Adam Conklin - presented the idea “Semester at Yours,” an online platform to help facilitate short-term furniture leasing for college students living off-campus. According to the team’s pitch, the Semester at Yours marketplace would foster a sustainable and affordable alternative to students just dumping their used furniture on the curb when their lease is up.

“Being the only community college, out of 60 teams, to make it to the state finals really showed me what was possible if the right support and help is given to students,” said Donaghue. “It also showed me how much space there is for community colleges to take in this competition. Out of 120 teams statewide who made it to the video stage of the state final, only three were community college teams.”

Aftab said the experience they were able to take away from the competition was invaluable.

“Being the only community college team in the state to make it to finals, we got to connect with college students from all over the state and Ivy League schools, too,” she said. “We also met with many mentors who have successful businesses all over the state and they shared their experiences with us.”

The team members are all part of Hudson Valley’s Entrepreneurs Club, which meets weekly with the goal of fostering pride and fellowship within the School of Business and throughout the college community, encouraging interest and activity in the fields of business and related areas.

Entrepreneurs Club advisors, Associate Professor Johanna Mather and Professor Danielle Blesi, said events such as the New York State Business Plan competition provide a great lesson in collaboration and gaining real world business experience.

“We live in a community that is a hub for education and innovation,” said Mather. “Students from all colleges have tremendous resources in the Capital Region, and it was a wonderful opportunity to bring all of these together for them. It was very important for students to see the resources and connections available to them in the Capital Region.”

“As educators, we are very fortunate to provide such an invaluable experience to our students and to all of those across the region,” said Blesi. “We are lucky to be supported by a community that encourages these aspiring entrepreneurs to set high standards and work toward their goals. We are also very grateful to all of the judges and members of our college community that supported the students and provided them with mentorship and a solid foundation for the future.”

For students interested in extracurricular experiences and opportunities such as the Business Plan Competition, Connors encourages them to take advantage of it.

“It’s an amazing opportunity,” said Connors. “Even if you don't feel like you know what you're doing, your idea and passion is enough. There are plenty of mentors out there to guide and assist you along the way and it gives real world experience and is an amazing networking opportunity.”

One other Hudson Valley team advanced out of the regional NYBP competition, which was held in Hudson Valley’s Bulmer Telecommunications Center, April 5. That team included students Austin Shulkin, Brooks Marcus and Ray Guiles.

“The Hudson Valley community is extremely proud of all of our students who created such unique and compelling business ideas for this competition” said President Roger Ramsammy. “Educational experiences and opportunities as such are truly difference makers in students’ educational journey.”

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More From Forbes

National small business week greeted with high optimism.

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WASHINGTON DC, UNITED STATES - MAY 1: US President Joe Biden speaks at the National Small Business ... [+] Week event at the White House in Washington D.C., United States on May 1, 2023. (Photo by Celal Gunes/Anadolu Agency via Getty Images)

Last week was National Small Business Week . The more than 60-year-old event recognizes the critical contributions of America’s entrepreneurs and small business owners. There was a great deal to celebrate this year.

The U.S. Census Bureau has been tracking business formation statistics since 2004 and data released earlier this year showed that nearly 16 million new recorded business applications since the start of the Biden-Harris Administration, an unprecedented number . That represents an approximately 85% increase in the average flow of monthly applications relative to the period between 2004 and January 2021. The monthly average of 440,000 new business applications over the past three years is also 46% higher than the average of 2017 through 2020 combined.

“As we mark another National Small Business Week, we are excited to take the opportunity to recognize the important progress made by women owned businesses in the last several years,” said Jen Earle, President and CEO of the National Association of Women Business Owners (NAWBO). “Amidst the historic growth in new small businesses since 2021, women entrepreneurs are leading the way. In 2023 alone, women-owned businesses had an estimated $2.1 trillion in receipts, 10.5 million employees, and $499.4 billion in annual payroll.”

The Small Business Administration (SBA) also released its Procurement Scorecard showing that in Fiscal Year 2023, the Biden-Harris Administration awarded a record-high of $178.6 billion in federal contracts to small businesses across federal agencies.

“This milestone is significant, first because it represents an increase of more than $15 billion from the previous fiscal year, including increases to nearly all demographics of minority-owned firms.” said Justin Nelson, President and Co-Founder of the National LGBT Chamber of Commerce (NGLCC).

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“While we were encouraged by the SBA Federal Procurement Scorecard, which demonstrates a historic $178.6 billion investment in the small business economy, we would be remiss if we did not acknowledge that the federal government fell short in its 5% goal for the Women Owned Small Business Program (WOSB).” said Angela Dingle, President and CEO of Women Impacting Public Policy (WIPP). “This year, the government came closer to reaching its goal as it awarded over $30 billion in federal contracting dollars, up from $28 billion the prior year.

In addition, the Personal Consumption Expenditures Price Index shows that inflation is down two-thirds from its peak and is at its lowest level in nearly three years. Meanwhile, income is up more than 2% over the last year when accounting for inflation and unemployment has remained below 4% for two full years, which is the longest stretch in half a century.

This may explain why optimism amongst small businesses is at its highest point in more than 20 years. PNC’s latest semi-annual survey of small and mid-sized businesses found that 55% are highly optimistic about the national economy, which is up from 26% from a year ago. Also, 79% said they are highly optimistic about the prospects for their own businesses. This is a 22-year high in optimism. The positive outlook among CEOs is also high, as the Business Roundtable Q1 CEO Economic Index found that 77% expect their sales to increase in the next six months.

"As we celebrate National Small Business Week, it serves as an opportunity for us to recognize the significant contributions and progress made by small and micro-businesses in California and across the country,” said Carolina Martinez, CEO of the California Association for Micro Enterprise Opportunity (CAMEO).

This optimism also appears to be similar with consumers, with the White House’s National Economic Council (NEC) reporting that the GDP grew faster in the second half of 2023 than any point from 2015 through the pandemic. The NEC has also found that consumer sentiment is up nearly 30%, making it higher at this point under Presidents Obama, Bush, Clinton, and Reagan. The growth is being felt across the country.

“Asian American, Native Hawaiian, Pacific Islander (AANHPI) business owners represent one of the strongest segments of the economy, with AANHPI buying power expected to reach $1.6 trillion this year alone. AANHPI businesses employ over 5 million people, and the majority have an optimistic outlook on the future of their businesses,” said Chiling Tong, President and CEO of the National Asian American Pacific Islander American Chamber of Commerce and Entrepreneurship.

It is important to remember that National Small Business Week had to be rescheduled just four years ago because of Covid-19. The optimism being expressed now is a sign of how far Main Streets have come since then.

However, any small business owner will tell you that one can’t rest on their laurels and that a crisis can happen at any time. More work is needed to lower healthcare costs, improve access to capital, and level the tax playing field to make Main Streets more stable and prosperous.

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A product manager who worked at Meta and Google reveals which company is best for work-life balance

• A product manager wrote about his experiences working at Meta and Google.
• Both are great companies to work for, but Google employees may make less money, he wrote.
• But the search giant may also provide better work-life balance, the PM said in a blog post.

What's the better company to work for, Meta or Google?

A Meta product manager who also worked at Google in a similar role revealed some differences between the tech companies based on his experiences over the past six years.

Daniel McKinnon was a product manager at Meta between 2018 and 2022. He left to work at Google for two years before returning to Meta in February to work on the company's Ray-Ban AI glasses.

Business Insider verified his employment history.

McKinnon wrote on his personal blog that while the companies may seem similar, prospective candidates should know some key differences between the two, from work-life balance to compensation.

"Meta and Google are both phenomenal technology companies where great PMs can thrive," McKinnon wrote, adding that if someone is looking for "growth at the expense of stress and pressure, Meta is probably a better fit."

"If you want to prioritize work-life balance, stability, and job security, Google could be a great place for you," he wrote.

A spokesperson for Meta did not respond to a request for comment.

Here are some of the differences, according to McKinnon.

Compensation

Meta and Google offer product managers a salary, bonus, and restricted-stock-unit grants but have different pay structures, McKinnon said.

McKinnon wrote that Meta evenly distributes its RSUs over four years while Google front-loads its grants, so 70% of the stock is provided within the first two years of employment.

Overall, the "typical Google employee" may make less each year because the company offers much smaller stock refreshers than Meta, he wrote. Some employers provide stock refreshers — essentially more stock after the initial stock grant is provided — as an incentive for employees to stick with the company.

"Refreshers at Google are significantly smaller than Meta for the same level and role and performance multipliers are much scarcer," McKinnon wrote.

Employees at Google can be rated to have a "significant impact" on the company but receive no additional bonus or stock refresher, he said.

In a statement to Business Insider, a Google spokesperson disputed McKinnon's assertion that employees make less each year partly because they aren't awarded additional bonuses or stock refreshers for having a "significant impact" rating.

"A 'Significant Impact' rating provides a generous multiplier for every employee who receives it, which boosts their bonus and equity refresh above the target amount. We know most Googlers are making a significant impact, and we want to reward them for that," the spokesperson said.

The spokesperson also noted that the "vast majority of Googlers received a compensation increase" in 2024, including a salary bump, equity grant, and bonuses.

In March, Business Insider reported Google employees received smaller compensation packages this year.

One employee told BI that the stock refreshers were "noticeably smaller than what Google has historically offered," while a manager said some workers saw their total compensation drop despite receiving an "outstanding" rating.

Project opportunities

McKinnon describes Meta and Google as "bottom-up" companies, where ideas largely originate from small teams building prototypes and other colleagues joining in if the prototype gains traction.

"Both Gmail (Google) and Marketplace (Meta) were famously side projects that grew into major components of the businesses," McKinnon wrote.

However, the companies evaluate and support new ideas differently, McKinnon wrote, saying Meta's leadership can be enthusiastic about new projects and pursue them "aggressively," but the idea can be quickly dropped if it does not meet expectations.

The product manager recalled how he worked on an audio-social project when Clubhouse , an audio-based social-media app, was popular.

"A couple hundred friends and I got invited to see if we could make social audio work in Facebook Blue," he wrote, referring to Facebook's attempt at the time to make an audio-social-app competitor. "Less than a year later, when it was clear we weren't meeting expectations, our team was blown up."

McKinnon also said that Meta's leadership, including CEO Mark Zuckerberg, can also intervene if they find conflicting visions among teams for a product.

"If Mark or his execs encounter two different visions for a product, they request reviews from the battling parties and make a call based on their judgment," McKinnon wrote. "This top-down control can cut both ways, depending on which side of the decision you're on."

At Google, however, teams can work on similar projects for "literally decades" without leadership intervening, McKinnon wrote, pointing to Maps and Waze, GPS apps that are both owned by Google.

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This can be fruitful for product managers who want to pursue their visions for a product with their respective teams but also "frustrating for ambitious PMs who want to build products that require larger teams," he wrote.

In addition, project timelines can "span decades" at Google, according to McKinnon.

He wrote that when he pitched an idea to a Google VP, the executive responded back that the idea was great but that he'd rather have employees focus on Google's search business.

"This interaction encapsulates how Google thinks about change, which is likely correct from the perspective of Google shareholders but potentially not appealing to prospective product managers," McKinnon wrote.

A Google spokesperson pointed to CEO Sundar Pichai's statements regarding Alphabet's first-quarter performance , in which the CEO explained how the company is trying to move faster by simplifying team structures.

Company transparency

Meta does maintain some of the transparency the company was known for in its earlier days, McKinnon wrote.

At Meta, McKinnon was aware of what other teams were working on, partly through the company's internal forums and dashboards.

Zuckerberg also still hosts the weekly Q&A sessions with his employees, taking questions "off the cuff," McKinnon wrote.

Managers are expected to be up front in their reports about promotions and employee ratings, and "compensation is formulaic and predictable," he wrote.

One downside to the transparency is that employees have "nowhere to hide," meaning everyone knows what employees are working on, and people won't be able to "take a back seat," McKinnon said.

At Google, employees mostly communicate through email or chat, so it's more difficult to know what everyone is doing, McKinnon wrote.

McKinnon also wrote that he felt Pichai wasn't as candid with his answers to employees like Zuckerberg.

He wrote that compensation is also less predictable, and feedback from leadership is harder to obtain at the search giant.

"While this isn't great for those looking to learn and grow, this organizational style makes it much easier to let work drift into the background when other life priorities need your attention," he wrote.

Overall, transparency has declined for both companies, McKinnon noted.

'Expression' in the workplace

At Meta, McKinnon feels that dissent is welcomed.

"Meta feels like a quasi-academic, truth-seeking organization where decisions are made with data and dissent is encouraged," he wrote. "This environment can be quite unsettling to those used to a more consensus-based or non-confrontational culture."

Google is different when it comes to "free expression," and employees are more "reserved," according to McKinnon.

"Questioning priorities is generally not encouraged, which does tend to make for a more collegial work environment but can be frustrating for PMs who want to effect change," he wrote.

In April, Google fired at least 28 employees for protesting the company's Project Nimbus , a $1.2 billion cloud-computing contract with Israel's government.

Career ladder

McKinnon wrote that the career ladder seems faster at Meta than at Google, where progression can often be based on seniority.

He also said that Meta's leadership is filled with young VPs, including the company's chief financial officer, Susan Li, who assumed the role when she was 36.

"Google is much more time-based," McKinnon wrote.

Managers are given a quota for tenure-based promotions, and while promotions based on excellent performance can happen, they are "much rarer," he said.

But he added a caveat: "However, these career progression observations cut both ways. I have never been in this situation, but I believe that it is much easier to get fired for poor performance at Meta than Google, which should certainly be a factor for those for whom job security is paramount."

PMs versus software engineers

Product managers at Meta and Google can serve different purposes, according to McKinnon.

At Google, McKinnon saw that projects were largely created and led by software engineers, and PMs played a more auxiliary role.

At Meta, there's a stronger emphasis on product managers who are "responsible for both ensuring the broader team is building something useful and that usefulness can be quantified and iterated on," he wrote.

"Both approaches have their merit, but I never could shake the feeling that Google could delete its entire PM function and not feel much in the way of repercussions," McKinnon wrote.

On February 28, Axel Springer, Business Insider's parent company, joined 31 other media groups and filed a $2.3 billion suit against Google in Dutch court, alleging losses suffered due to the company's advertising practices.

Watch: Marketing leaders from Amazon, LinkedIn, Lego Group and more tell Insider what pandemic-fueled business changes are likely to stick around

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