Strategic

Implementation
and
Resource
Mobilization

By: MR. RAFFY T. TABAN




STRATEGIES
Deliver product or
service outputs

Outcome expectations
of customers

Diagram 6.1: Matching of Outputs and Outcomes


Figure (a): Moderate Match
between Outputs and Outcomes








OUTPUTS OUTCOMES
Figure (b): Perfect Match between
Outputs and Outcomes









OUTPUTS OUTCOMES
Strategy Implementation Plan

POSSESS THE RIGHT
QUALITY


CARRY THE RIGHT
COST
ARRIVE AT THE RIGHT
TIME
Right
Product
or
Service
Output
In order to attain the right output,
the STRATEGIST must configure
the total Enterprise or
Organizational Delivery System
which lays out the entire
continuum from the Resources
needed all the way to the
Outcomes realized.


Programme 3:
Advocacy, Resource Mobilization and Partnership
Activities:
3.1 Publication of IICBA: Looking Back, Looking
Forward
3.2 Finalize and Implement Strategy on Resource
Mobilization
3.3 Develop and Implement a Framework on
Income-Generating Activities
3.4 Implement a Project on Friends of IICBA
(FIICBA)
3.5 Strengthen Relationships with Partners
3.6 Improve Outreach and Communication
Table 6.1: Enterprise Delivery System: From Resources to Outcomes
Resources Inputs Throughputs Outputs
Product- Market
or
Output-Outcome
Matching
Outcomes
(Right
Amount)
(Right Quality and
Quantity)
(High Productivity,
Efficiency and
Economy)
(Right Quality,
Right Costs, Right
Time)
(Perfect-Fit)
(Desired End
Results)
Pesos Money Resource Flow
Products and/or
Services
Positioning
Packaging
Place (Location)
People (Selling
and Distribution)
Promotion
Pricing
Customer Outcomes
Quality
Delivery
Affordability
Impact


Market Outcomes
Sales
Market Share
Geographical
Reach
Product/ Service
Range
Volume Growth


Financial Outcomes
Profitability
Liquidity
Solvency
Turn-over
People
Manpower
Management
Methods
Operating system
and Procedures
Management
Processes,
Supervision and
Control , Worker
Motivation, Skilling,
Deployment,
Compensation and
Control, Support
Services
Physical Assets
Materials
Machinery
Technology
Application &
Utilization,
Materials and Works
in Process Flow,
Layout, Operations
Work Flow, Quality
Control
TWO BASIC ISSUES
TECHNOLOGY
Hardware
Physical Plant
Machinery
Equipment
Utilities
Logistical Support
Materials and Supplies
Software
Operating Systems
Procedures
Motivation
Skilling
Deployment and Control
Technology Application
Work Flow
Lay-out and Quality Control
ORGANIZATIONAL MODALITY
CLARIFIES
Implemented by the enterprise
Outsourced, subcontracted or delegated
SPECIFIES
Entities will do what jobs under legal
structures
DEFINES
Relationships between units of enterprise
Transactional terms of reference
Three Basic Resources
Pesos People
Physical
Assets
Requirements contained in
Strategy Implementation Plan Strategist
Maps out Action Program
With beginning period and estimated completion date. Designed to
deliver specific output such as construction of property and etc.
1
st
Strategies - PROJECTS
Can be implemented through the introduction of new or extension of
existing products and services.
2
nd
Strategies PRODUCTS AND SERVICES
Can be implemented through the formulation of new or
reconfiguration of existing functional strategies.
3
rd
Strategies FUNCTIONAL STRATEGIES
Table 6.2: 3 Major Components
of Strategy Implementation

PROJECTS

PRODUCTS AND
SERVICES

FUNCTIONAL
STRATEGIES
Factory Construction
or Expansion
Branch Selection,
Development and
Construction
Acquisition of
Enterprises or Assets
Other Projects
New Products and
Services
Product/Service
Extensions
Value Added
Services or Product
Additives
Other
Products/Service
Variations
Marketing

Operations

Organization and
Administration

Finance
Table 6.3: Matrix of Major Components
in Strategy Implementation
Products

Projects
Existing Product
A
New Product
B
New Product
C
New Product
D
Existing Project
1
Functional
Strategies 1A
FS 1B FS 1C FS 1D
New Project 2 FS 2A FS 2B FS 2C FS 2D
New Project 3 FS 3A FS 3B FS 3C FS 3D
New Project 4 FS 4A FS 4B FS 4C FS 4D
Diagram 6.2: The Flow of Major Components
in Strategy Implementation
Enterprise Strategy
Functional Strategies
Operations Marketing

Organization and
Administration Finance
Project 4 Project 3 Project 2 Project 1


Outputs


Product A
Product B
Product C
Product D
Table 6.4: Major Action Programs for Each Strategic Option
Branching
Nationwide
Franchising Export Mergers and
Acquisitions
Expand
Products and
Services
1. Location analysis
and selection
1. Location analysis
and selection
1. Export market
analysis and choice
of country
1. Assessment of
potentials for merger
and/or acquisition
1. Conceptualization,
development and
testing of possible
products or services
2. Architectural and
engineering plans
2. Development and
marketing of
franchise package
and terms
2. Legal,
organizational and
financial evaluation
2. Valuation of
enterprises for
merger or acquisition
2. Set up facilities
and operating
programs to deliver
products and
services
3. Construction
projects
3. Selection and
training of franchises
3. Selection of
partners, alliances,
distributors, and
financiers
3. Management and
operational
agreements
3. Product /service
piloting
4. Recruitment,
retooling and routing
of managers and staff
4. Supervision,
monitoring and
evaluation of
franchise operations
4. Establishment of
production facilities
4. Organizational
development and
culture building
4. Product/service
commercialization
5. Central support
services
5. Logistical support
program
5. Marketing
program: 6 Ps
5. Synchronization of
systems and
procedures
5. Marketing,
logistical and
administrative
support programs
Table 6.5: Selected Action Programs and their Activities
A
C
T
I
V
I
T
I
E
S

Location Analysis and Selection Architectural and
Engineering Plans
Construction
1. Mapping all possible locations For chosen sites,
determine their
appropriate sizes and
designs
1. Prequalification and
bidding out
2. Generation and selection of
location criteria
2. Architectural drawings
and specifications
2. Awarding of contract
3. Gathering, arranging, analyzing
and synthesizing of market and
consumer information
3. Engineering plans 3. Fund mobilization
4. Application of criteria on possible
locations
4. Cost estimation 4. Project construction
and monitoring
5. Choice of locations at
management level
5. Approval of architectural
and engineering plans
5. Inspection, testing,
and acceptance
6. For chosen location, scout for
specific branch sites
7. Conduct pre-feasibility studies of
branch site including technical,
market, operational, organizational
and financial studies
8. Board/Top managements go/no-
go decision on each site
TASKS
Basic building blocks of Strategy
Implementation Plan that must
be accomplished on a day-to-day
basis. In fact, managers and
supervisors must schedule when
and how fast these tasks should
be accomplished.
Table 6.6: Selected Activities and their Tasks

Activities
Tasks
Activity 1
Mapping All Possible
Locations
Activity 2
Generation and Selection of
Criteria

T
A
S
K
S

1. Secondary data research
from public and private
sources on all possible
locations.
2. Analyze data as to
population sizes, income
levels, rate of growth,
infrastructure utilities,
and density of
commercial and
residential districts.
3. Analyze points of access,
transportation routes
and traffic flow of
people.
1. Convene management
committee to solicit
possible criteria based on
functional objectives.
2. Align functional
objectives with overall
enterprise goals and
performance indicators.
3. Determine the final
criteria.
4. Set minimum numerical
targets for each criteria.
Program Evaluation and Justification
To ascertain that all branch and franchise
locations are sustainable
That the products and services captured
sizeable markets and yield good financial
returns
Financial rates of returns
Sales volume generation
Operational and human capacity limitations
Costumer satisfaction.
Resource Mobilization
Benchmarking with organizations in the same
industry and using the same technology may prove
to be useful.
Teeth to tail ratio is likewise an acceptable
methods. (frontline versus backroom work force)
Span of control (interaction level between
superiors and their subordinates)
Resources must be raised to funds.

Fund Sources
1. owners equity or paid-in capital
from stockholders
2. Short-and/or long-term debt
from financial institutions
3. Credit from suppliers
4. Advances or deposits from
customers
5. Other sources
Diagram 6.3: Master Budget
Internal Sources of
Funds
OPERATING
BUDGET
Revenue Budget
Operating
Expenses Budget
MANPOWER
BUDGET
Cash
Collections
Cash
Disbursement
CASH BUDGET
Cash Inflows
Cash Outflows
Cash
Outlays
CAPITAL EXPENDITURES
or INVESTMENT BUDGET
Property, Plant and
Equipment
Working Capital
External Sources of
Funds
Suppliers Credit
Customers
Advances
Short-Term Debt
Long-Term Debt
Stockholders Equity
Cash Payments
Debt Principal
Interest and Financial
Charges
Dividends


Other Sources: Department of Finance &
Administration - Australia