Common tools in strategic planning The strategic tools for industries using natural resources or with relatively slow growth are not often updated. For example, for the forest industry there have been no dramatic new tools developed since 1960–1980. This contrasts with fast-growing industries, e.g. digital transformation and start-up companies, which develop their strategies on different
Welcome- Themes
- Introduction to forest-based bioeconomy
- Wood products
- Natural fibre products
- Man-made bio-based fibre products
- Bio-based nanomaterials
- Recycled fibre
- Pulping and biorefining
- Energy and biofuels
- Biomass chemistry and physiology
- Material testing and product properties
- Forests and other biomass resources
- Supply chain
- Process control and automation
- Asset management
- Business and investment planning
- Environmental control and management
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Common tools in strategic planning
After reading this article you will..
- Know the most important elements in the following strategic planning tools:
- SWOT-analysis
- Porter’s Five Forces
Business and investment planning
- Investment project fundamentals
- Business and investment planning in the forest industry
- Conceptual phase
- Pre-feasibility phase
- Feasibility phase
- Organisational learning in investment projects
Authors & references
Author:
Magnus Diesen
References:
- Porter Michael E. (1980) Competitive Strategy, Free Press, ISBN 978-0-684-84189-9
- Porter M.E. (January 1980). The Five Competitive Forces That Shape Strategy, Harward Business Review
- Risto Siilasmaa, Paranoidi Optimisti, Kustannusosakeyhtiö Tammi, ISBN 978-952-04-0334-8
- McKinsey Quarterly, Enduring Ideas: The 7-S Framework, March 2008 Article
- 1982 The seven elements of strategy. Journal of Business Strategy, 2 (3), 69-73
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This page has been updated 15.10.2020
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