Strategic Planning Guide


  • A strategic plan is a document that shows the goals, visions and missions of an organization and outlines the means of achieving them(Winston et al., 2013, p. 17).
  • It provides a guide to the management of the organization’s resources in order to attain these goals, missions, and visions.
  • A strategic plan reveals an organization’s Strengths, Weaknesses, Opportunities and Threats that affect its strategic management.
  • A good strategic plan ensures professional leadership in an organization.
  • A strategic plan gives focus to an organization in an effort to attain its goals.
  • Below is a practical example of a minor league team referred to as Peggy. It clearly reveals a modern organization’s strategic plan.

Vision Statement

Peggy league team aspires to be the leading collegiate athletic team through excelling in athletics and producing worldly competent athletes. It aims to be the leading collegiate department in athletic mentorship and training in Northern California. Peggy league team targets to be a world class athletic team in the next three years. To be the chief mentor, to all other upcoming collegiate athletic teams both in California and the entire world.

Mission statement

Peggy league team is committed to athletic victory, competitive excellence and success by creating an inclusive environment for developing, recruiting, and retaining quality people, outsourcing a great fan experience, motivating community and society engagement, and acting as a source of pride to its members.

Core values

  • These are the core values of Peggy league team. They would guide us and our actions in decision-making. They reveal our conduct as a minor league team.
  • Integrity-we are accountable, honest, and respectful.
  • Member-athlete experience- we create an environment that promotes social development, academic, personal and athletic.
  • Respect-we treasure the significance of fairness, Sportsmanship, diversity and goodwill.
  • Excellence-we exploit our talents and efforts to ensure success.

Team and community engagement-we are dedicated to impacting to the community and promoting the value of our league(Rankin & Ingersoll, 2006, p. 84).

Analysis of the environment

  • Peggy league team has two primary environments that surrounds it.
  • These include internal and external environment. Internal environment comprises of the factors that are within the league that affect its decision-making process.
  • Examples of these factors within the department that influences its decisions are finances, league’s staff, and core values of the league.
  • However, there are other forces outside the organization that influence its decisions.
  • These other factors form the external environment to the department.
  • An example of factors outside the organization that affects their decision-making is political conditions.
  • None of the league’s decision that can be implement without following all the legal factors of the state.

SWOT analysis of the strategic plan

  • SWOT is an abbreviation that stands for Strengths, Weaknesses, Opportunities, and Threats.
  • Every strategic plan ought to outline its Strengths in order to make a decision that can be supported by its potential.
  • Weaknesses in a strategic plan are spelled out to help avoid situations that may get a decision trapped in a demerit of the organization.
  • Opportunities are the available conditions that give the room for further improvements in decisions in a strategic plan.
  • Threats are closely related to the weaknesses in a strategic plan.
  • Threats are all matters that would lead to failure of a decision in an organization.
  • Let’s discuss each factor of SWOT in relation to southwestern university athlete department.


  • The league has well qualified and experienced staff who can manage it efficiently and effectively.
  • Peggy team league is a minor team league that has the potential to nurture upcoming talented employees.
  • Modern technology is available to help the Peggy league team keep good records of its past life that is crucial for reference in the present times(Wong, 2009, p. 88).
  • The league has large fields and facilities to host competition and team practices.
  • Peggy league team deals with talented people hence easier to outcompete all other teams of the league.
  • It is strategically located at the for Easy Access.
  • There are few levels of management within the league team that fasten the rate of decision-making.


  • Each ball team in the Peggy team is limited to a certain budget figure that is determined by central league administration.
  • There is a long procedure before each ball’s team budgets are approved by the central league management.
  • Central league administrator is the overall decision maker for all the balls teams of Peggy league team.
  • Economic conditions of the state influences the decisions made by Peggy league team.
  • Poor weather predictions affects decisions that are made by Peggy league team.
  • Political factors influence all the decisions that are made within the university


  • The team runs some membership subscriptions that boost its finances
  • The team owns some fast food outlets within the nearby shopping centers that add more revenues to support its decisions and obligations.
  • The league team is supported with uniforms, balls and rackets by a group of missionaries.
  • The teams constitution offers extra provisions from budget figures for the athletic department
  • Other than the team’s coaches, the league team is free to consult sports ministry of the state for athletic advices.
  • The team is protected from politicians influences in their decision-making processes by the laws of the state.


  • Threats are all forms of demerits that would affect normal decision making in a department.
  • At Peggy league team, their efforts to achieve strategic goals may be affected by few factors.
  • Some of these factors that may affect goals’ achievement include adverse political conditions, high levels of inflation, and unfavorable social factors such as religious wars.
  • It is the duty of the league’s staff with assistant from the Ministry of Sports to consider all these issues when making strategic decisions.
  • Factors that are beyond the control team’s staffs are assumed to remain favorable to the organization(King & Cichy, 2006, p. 19).
  • Good prediction of future economic conditions is essential for decision-making process
  • To attain excellence in co-curricular activities for the team.
  • To promote all the athletes talents within the league team.
  • To act as source of pride to the entire members of the league.
  • To create a good reputation for the team.
  • To nurture all upcoming talents in athletics
  • To promote academic excellence to all athletes
  • To bring impact to the society

To improve communication in the league team.

Goals and objectives

  • To attain excellence in co-curricular activities for the team.
  • To promote all the athletes talents within the league team.
  • To act as source of pride to the entire members of the league.
  • To create a good reputation for the team.
  • To nurture all upcoming talents in athletics
  • To promote academic excellence to all athletes
  • To bring impact to the society

To improve communication in the league team.

Corporate-level strategies

  • Corporate level strategies entail all procedures that are structured to attain visions, core values and goals of an organization.
  • Peggy league team has laid down means of achieving its goals.
  • In order to achieve academic excellence to its members, the department will ensure remedial teaching to compensate on lessons omitted during athletics and athletes travels.
  • Good communication is part of the team’s commitment; this will be achieved through promoting program accomplishments in a variety of platforms(New South Wales, 2002, p. 97).
  • We will give back to society by conducting social corporate functions such as garbage collections and city cleaning.
  • It is our role to ensure good mentorship to the young athletes by giving them motivation.
  • We will achieve a good reputation for the league through excelling in our performance as athletes.

Competitive strategies

  • Develop goals with coaches and staff.
  • Persistently strive to be the best every day
  • Get the best and most talented athletes for the team
  • Hire and train the talented coaches
  • Develop good leadership program within the team
  • Celebrate the success to keep our athletes motivated
  • To held tournaments with reputable teams to improve our skills.

Human resources management

  • Retain, appreciate and recognize the current employees.
  • Comply with league’s selection, recruitment and hiring process.
  • Provide competitive benefits and salaries to our team employees.
  • Enhance the working conditions of every worker.
  • Enhance the orientation program for the new employees
  • give the room for employees’ development such as further studying.

Ensure benchmarking for the team’s employees to enable them increase their skills.

Finance management

  • Ensure critical evaluation of budgets to avoid unnecessary spending.
  • Develop monthly budgets to monitor the flow of finances in the organization.
  • Secure naming rights for athletic facilities
  • create more investments in order to raise more revenues for the department
  • Create more avenues for more revenues through subscriptions.
  • Hire well-qualified financial accountants to control the finances.
  • Involve auditors after a while to give advises on financial management


  • King, J. H., & Cichy, R. F. (2006). Managing for quality in the hospitality industry. Upper Saddle River, NJ: Pearson Prentice Hall.
  • New South Wales. (2002). It’s your business: A guide for directors of sport and recreation organisations. Sydney: NSW Dept. of Sport and Recreation.
  • Rankin, J. M., & Ingersoll, C. D. (2006). Athletic training management: Concepts and applications. Boston: McGraw-Hill.
  • Winston, W., Stevens, R. E., Loudon, D. L., Migliore, R. H., Yow, D. A., & Bowden, W. W. (2013). Strategic Planning for Collegiate Athletics. Hoboken: Taylor and Francis.
  • Wong, G. M. (2009). The comprehensive guide to careers in sports. Sudbury, MA: Jones and Bartlett Publishers.

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