Final Strategic Plan

Final Strategic Plan
This strategic plan consists of a combination of strategic plan parts. The final plan includes the vision, mission, values, SWOTT analysis, balanced scorecard, and communication plan. There is also a PowerPoint presentation to support the completed strategic plan.
Vision, Mission, and Values
Vision
To provide the lowest prices along with giving customers a retail shopping experience in convenient size stores for ease of shopping. Obtain financial growth with community involvement. Maintain high quality customer service and employee interaction.
Mission
Improve the lives of individuals in the community along with reducing poverty. Provide job training for individuals through volunteer services. Neighborhood Zone mission statement quote, “Neighbors Helping Neighbors”.
Values
Uphold respecting one another to include employees, customers, and partners. Assist the community in regaining integrity through embracing cross-cultural diversity. A portion of the funds obtained by Neighborhood Zone are used throughout the community.
SWOTT Analysis
STRENGTHS/WEAKNESSES -INTERNAL * Strategy - Strength * Neighborhood Zone is a convenient size shopping market, no more than 10,000 square feet. The organization will operate as a 501 c3 not for profit organization. The location will be a highly visible area with mass amount of traffic. Neighborhood Zone will offer customers high quality customer service and cleanliness as a retail store with lower prices than Goodwill and Salvation Army. The organization will market discounts on the slowest days during the week. * Strategy – Weaknesses * Customers prefer Goodwill and Salvation Army oversized stores to smaller or crowded shop. The organization pays high prices to obtain visibility. Customers may not trust the products as a result of the low prices. The discounts days may not be enough incentive to bring in customers. * Structure - Strengths * Open

References: Basics of Developing Mission, Vision, and Values Statements. (2013). In Free Management Library. Retrieved from http://managementhelp.org/strategicplanning/mission-vision-values.htm#anchor519441 Goodwill Industries International, Inc. (2013). Retrieved from http://www.goodwill.org/about-us/our-mission/ Wonderland Thrift Shop. (2013). Retrieved from http://www.wonderlandthrift.org/ourmission.htm The Salvation Army-Doing the Most Good. (2013). Retrieved from http://www.salvationarmyusa.org/usn/www_usn_2.nsf/vw- local/About-us Microsoft Business Hub. (2013). Retrieved from http://www.microsoftbusinesshub.com/News_and_Updates/5_steps_to_a_strong_ company_culture Zwilling, M. (2013). Forbes. Retrieved from http://www.forbes.com/sites/martinzwilling/2012/03/03/10-ways-to-build-a-business- culture-like-apple Texas Secretary of State - John Sheen. (2013). Retrieved from http://www.sos.state.tx.us/index.html Thornton, S. (1999-2013). eHow. eHow Contributor. Retrieved from http://www.ehow.com/about_5089164_business-resources- definition.html Chron. (2013). Retrieved from http://smallbusiness.chron.com/strategic-capability-15828.html World Intellectual Property Organization. (2013). Retrieved from http://www.wipo.int/sme/en/ip_business/ United States Consumer Product Safety Commission. (2013). Retrieved from http://www.cpsc.gov/info/resale/index.html Queensland Government. (2013). Retrieved from http://www.business.qld.gov.au/business/business-improvement/becoming- innovative-business/innovation-types NARTS. (2013). Retrieved from http://www.narts.org/i4a/pages/index.cfm?pageid=3285 KnowWare. (2013). Retrieved from http://www.qimacros.com/quality-tools/balanced-scorecard/ Adams, D. (2013). Chron. Retrieved from http://http://smallbusiness.chron.com/four-types-strategic-control-14720.html *