Strategic Planning

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1. Appraise the formal planning efforts at the Copley Company for the period 1981 to 1984.

INTRODUCTION
Copley Manufacturing Company was primarily a manufacturer of a wide line of cutting tools and related parts and supplies. Late in 1980, Mr. Sagan, director of corporate development and Mr. Albert, executive vice president agreed that regular formal planning should become part of management 's way of life at Copley. EXECUTIVE SUMMARY
In 1981, Copley Manufacturing Company had begun formal corporatewide planning. The formalized planning was ingrained into life at Copley through a series of visits by corporate groups, planning review meetings, as well as planning response meetings.

However in 1982, the planning system was modified where the planning committee separated the formal planning cycle into three phases – Strategy Development phase, Quantitative phase and Action phase.

In 1983, the planning process was largely influenced and administered by Mr. Tyler, the executive vice president.

For recent development in 1984, the actual responsibility for planning has been placed directly on the executive vice president, group vice presidents and also division managers.

DISCUSSION OF SITUATION IN 1981
In February 1981, Mr. Albert formed a corporate planning committee as the first step to move toward a regular formal planning process. In the discussion held, the planning committee decided on the process of ingraining the formalized planning into the life at Copley.

On 21st March 1981, Mr. Albert requested the division general managers to sketch out a plan for regular formal planning and schedule for starting such an effort. The main objective of that effort is to issue guidelines for the preparation of divisional "provisional plans" (Brethauer 1999).

On 6th June 1981, the corporate groups, which always included Mr. Albert and Mr. Sagan, had visited to the divisions constantly as an initial concept of formal planning activities. In the



Bibliography: Banker, Rajiv, D. & Holly, H. J. 1993, "An Empirical Study of Cost Drivers in the U.S. Airline Industry", The Accounting Review, pp. 576-601. Brethauer, D. 1999, The Power of Strategic Costing: Uncover Your Competitors ' and Suppliers ' Costs, AMACOM. Cooper, R. & Slagmulder, R. 1999, Supply Chain Development for the Lean Enterprise: Interorganizational Cost Management, Productivity Press. Hicks, D. T. 1999, Activity-Based Costing: Making It Work for Small and Mid-Sized Companies, New York: John Wiley & Sons. Lee, A. & Ke, K., 2004, Managerial Control Systems: A Strategic Perspective, McGraw-Hill, New York. Shank, J. K. & Vijay, G.. 1993, Strategic Cost Management, New York: Free Press. Tucker, K. 1999, Scenario Planning, Association Management. APPENDIX

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