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    e organization is hoped to become in future is also to be declared.

    Next, the situation on the ground, as it is presently, is taken into

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    The Strategic Planning Process starts off with an evaluation of the organization’s performance of business. The specific issues which are to be addressed by the plan identified. These may be the key areas of business, which are of utmost importance in the organization’s functioning. Determination and clarification of the roles of every participant in the process must be made, and the information relevant to the process is to be provided at the very onset of planning.

    Ascertaining the mission of the organization is the next step. Together, the vision on what the organization is hoped to become in future is also to be declared.

    Next, the situation on the ground, as it is presently, is taken into c

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    addressed by the plan identified. These may be the key areas of business, which are of utmost importance in the organization’s functioning. Determination and clarification of the roles of every participant in the process must be made, and the information relevant to the process is to be provided at the very onset of planning.

    Ascertaining the mission of the organization is the next step. Together, the vision on what the organization is hoped to become in future is also to be declared.

    Next, the situation on the ground, as it is presently, is taken into

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    termination and clarification of the roles of every participant in the process must be made, and the information relevant to the process is to be provided at the very onset of planning.

    Ascertaining the mission of the organization is the next step. Together, the vision on what the organization is hoped to become in future is also to be declared.

    Next, the situation on the ground, as it is presently, is taken into

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    be provided at the very onset of planning.

    Ascertaining the mission of the organization is the next step. Together, the vision on what the organization is hoped to become in future is also to be declared.

    Next, the situation on the ground, as it is presently, is taken into

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    e organization is hoped to become in future is also to be declared.

    Next, the situation on the ground, as it is presently, is taken into consideration—the identification of the greatest areas of need in the organization is made using ratings. Priorities are established-- crucial ‘value areas’ where any improvement made would translate to significant results are determined.

    Thereafter, the correct plan of action to work upon the identified area(s) is developed. Strategies, goals and objectives are formulated specifically for this purpose. Completion is achieved by summing up and putting down everything on paper- incorporating all the multiple strategies, goals and objectives set up.

    Finally

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