Strategic Planning Templates

So you're ready to take on strategic planning at your organization. Where do you start? There are so many strategic
frameworks you could use, and the best one for you depends on your organization. No matter where you decide to
start, we have a template to help you out. These templates are a great way to outline your strategy. Be aware,
creating your strategy is just the first step. Once you've decided on the structure and created your plan, you'll need a
way to track the progress you're making on your strategy. Software, like ClearPoint, can help you save time and create
the reports you need. So reach out to us anytime, we're here to help!

Table of Contents:

1. Balanced Scorecard
The Balanced Scorecard (BSC) is a business framework used for tracking and managing
an organization’s strategy. The BSC framework is based on the balance between leading
and lagging indicators, which can respectively be thought of as the drivers and outcomes
of your company goals. When used in the Balanced Scorecard framework, these key
indicators tell you whether or not you’re accomplishing your goals and whether you’re on
the right track to accomplish future goals.

2. Strategy Map A strategy map is a visual tool designed to clearly communicate a strategic plan and
achieve high-level business goals. Strategy mapping is a major part of the Balanced
Scorecard (though it isn’t exclusive to the BSC) and offers an excellent way to
communicate the high-level information across your organization in an easily-digestible
format.
3. SWOT Analysis A SWOT analysis (or SWOT matrix) is a high-level model used at the beginning of an
organization’s strategic planning. It is an acronym for “strengths, weaknesses,
opportunities, and threats.” Strengths and weaknesses are considered internal factors,
and opportunities and threats are considered external factors.

4. PEST Analysis Like SWOT, PEST is also an acronym—it stands for “political, economic, sociocultural, and
technological.” Each of these factors is used to look at an industry or business
environment, and determine what could affect an organization’s health. The PEST model
is often used in conjunction with the external factors of a SWOT analysis.

5. GAP Planning GAP planning is also referred to as a “Need-Gap Analysis,” “Need Assessment,” or “the
Strategic-Planning Gap.” It is used to compare where an organization is now to where it
wants to be and how to bridge the gap between. It is primarily used to identify specific
internal deficiencies.
6. Blue Ocean Analysis
The idea behind Blue Ocean Strategy is for organizations to develop in “uncontested
market space” (e.g. a blue ocean) instead of a market space that is either developed or
saturated (e.g. a red ocean). If your organization is able to create a blue ocean, it can
mean a massive value boost for your company, its buyers, and its employees.

7. VRIO Analysis The VRIO framework is an acronym for “value, rarity, imitability, organization.” This
framework relates more to your vision statement than your overall strategy. The ultimate
goal in implementing the VRIO model is that it will result in a competitive advantage in
the marketplace.
8. Porter's Five Forces
Porter’s Five Forces is an older strategy execution framework (created by Michael Porter
in 1979) built around the forces that impact the profitability of an industry or a market.
The five forces it examines are the threat of entry, threat of substitute products or
services, bargaining power of customers, bargaining power of suppliers, and the
competitive rivalry among existing firms.

Learn how ClearPoint can help you manage and report on your
strategic plan:
www.clearpointstrategy.com
Balanced Scorecard Template
Instructions: Cautions:
Q1 Q2 Q3 Q4 Year-To-Date
Perspective Objective Measure Initiatives
Actual Status Actual Status Actual Status Actual Status Total Status Target
1. Enter your objectives in column E. 1. This Excel template does not evaluate
objectives or initiatives.
Measure 1 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
Objective 1 On Targ et On Targ et On Targ et On Targ et On Targ et

2. Enter your measures in column G.

Measure 2 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
2. This Excel template does not automatically
Caution Caution Caution Caution Caution

Measure 3
Financial Objective 2
Measure 4
0.00
0.00
Needs Help

No Data
0.00
0.00
Needs Help

No Data
0.00
0.00
Needs Help

No Data
0.00
0.00
Needs Help

No Data
0.00
0.00
Needs Help

No Data
0.00
0.00
3. Remember to adjust your merged cells
b/t column E and G so that your measures
evaluate measures as they are manual
without conditional formatting.
Measure 5 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% align with your objectives.
Objective 3 On Targ et On Targ et On Targ et On Targ et On Targ et

Measure 6 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

4. Adjust your number format for actual 3. This Excel template does not support a
On Targ et On Targ et On Targ et On Targ et On Targ et

and targets in columns I-W. strategy map.

Measure 7 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
Objective 4 On Targ et On Targ et On Targ et On Targ et On Targ et

Measure 8
Customer Objective 5
Measure 9
$0.00
0.00
On Targ et

On Targ et
$0.00
0.00
On Targ et

On Targ et
$0.00
0.00
On Targ et

On Targ et
$0.00
0.00
On Targ et

On Targ et
$0.00
0.00
On Targ et

On Targ et
$0.00
0.00
5. Enter your targets (for your annual
target, it may roll up or be independent
4. This Excel template is only for one level in
an organization, and so it does not support
Measure 10 0.00 0.00 0.00 0.00 0.00 0.00 from your quarterly targets).
On Targ et On Targ et On Targ et On Targ et On Targ et

alignment across organizations.

6. Enter your actuals each quarter (for
Measure 11 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 annual, it may roll up in a sum or
Objective 6 On Targ et On Targ et On Targ et On Targ et On Targ et

Initiative 1 5. This Excel template was not designed to

Measure 12 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 average).
On Targ et On Targ et On Targ et On Targ et On Targ et

support qualitative assessments.

Measure 13 0.00 0.00 0.00 0.00 0.00 0.00 7. Use the drop down in columns J, M, P, S,
Internal Objective 7 On Targ et On Targ et On Targ et On Targ et On Targ et

Measure 14 0.00 On Targ et

0.00 On Targ et
0.00 On Targ et
0.00 On Targ et
0.00 On Targ et
0.00 and V to show your color status for the 6. If you let more than one person use the
quarter and for the year.  The following template, you may create version control
Business
Measure 15 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%
Initiative 2
On Targ et On Targ et On Targ et On Targ et On Targ et

Objective 8 Measure 16 0.00 0.00 0.00 0.00 0.00 0.00 are the options for status: issues.
On Targ et On Targ et On Targ et On Targ et On Targ et

Initiative 3
Processes Measure
Measure
17
18
0.00%
0.00
On Targ et

On Targ et
0.00%
0.00
On Targ et

On Targ et
0.00%
0.00
On Targ et

On Targ et
0.00%
0.00
On Targ et

On Targ et
0.00%
0.00
On Targ et

On Targ et
0.00%
0.00
On Target
Caution
Objective 9 Measure 19 0.00% On Targ et
0.00% On Targ et
0.00% On Targ et
0.00% On Targ et
0.00% On Targ et
0.00% Initiative 4 Needs Help
Measure 20 0.00% On Targ et
0.00% On Targ et
0.00% On Targ et
0.00% On Targ et
0.00% On Targ et
0.00% No Data

Measure 21 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 8. Enter your initiatives in column Y.  Learn how ClearPoint can help you manage and report
Objective 10 Initiative 5
Learning
On Targ et On Targ et On Targ et On Targ et On Targ et

Measure 22 $0.00 On Targ et

$0.00 On Targ et
$0.00 On Targ et
$0.00 On Targ et
$0.00 On Targ et
$0.00 Please note that some initiatives may on your Balanced Scorecard:
Measure 23 0.00 0.00 0.00 0.00 0.00 0.00 Initiative 6 repeat. www.ClearPointStrategy.com
& Growth Objective 11 On Targ et On Targ et On Targ et On Targ et On Targ et

Measure 24 0.00 On Targ et

0.00 On Targ et
0.00 On Targ et
0.00 On Targ et
0.00 On Targ et
0.00 Initiative 7
Objective 12 Measure 25 0.00% On Targ et
0.00% On Targ et
0.00% On Targ et
0.00% On Targ et
0.00% On Targ et
0.00% Initiative 8
 A strategy map is a visual representation of an Here is an example of a fictitious Upward Airlines, a traditional for-profit organization. The
organization’s overall objectives and how they relate financial perspective is placed at the top with the singular goal of increasing shareholder value. The
to one another. The map is created during the layout of the strategy map reflects a publicly traded organization. Supporting the primary financial

Strategy Map Template strategic planning process and is used as primary

reference material during periodic strategy check-in
goal is the customer perspective. The map breaks down what this airline’s customers value most:
reliable departures, comparable (to bus or train) travel, and low prices. The internal perspective
shows the airline’s focus on three, big-picture categories; within each category are narrower
and review meetings. Use the guide below to help
identify your objectives. Replace the numbered priorities that offer more specifics. Next, the Learning and Growth perspective shows how an
objectives on the left with your own objectives. organization can incorporate a union environment into its strategy map and overall values.

This is where you keep your financial goals. You’ll

Financial Financial Financial Financial want to be able to answer this question: “If we
Perspective Objective 1 Objective 2 Objective 3 succeed, how will we look to our donors and
shareholders?”

This is the section of your strategy map template

where you think carefully about the value that you
deliver to your customers. Try to answer this
Customer Customer Customer Customer question: “To achieve our vision, how must we look
Perspective Objective 1 Objective 2 Objective 3 to our customers?” You may list things like “quality of
product,” “knowledgeable service,” or “ease of use.”
Try not to list everything—just the top three or four
things.

These are the internal processes or things that your

Internal organization must do well in order to make your
Internal Objective Internal Objective Internal Objective
customers happy (and manage your expenses). This
Perspective 1 2 3 could be product, process, or service innovation and
is the lifeblood of your long-term company future.

This is the perspective on your strategy map

Learning & template where you capture your human resources
Learning Learning Learning and look at things from a “people” perspective.
Growth Objective 1 Objective 2 Objective 3 Perhaps two of these goals might be to “build
Perspective engineering talent” and “institute greater
accountability” throughout the organization.

Learn how ClearPoint can help you manage and

automate your strategy reporting:

www.ClearPointStrategy.com
 SWOT Analysis
“Strengths, Weaknesses, Opportunities, and Threats.”

Helpful Harmful A SWOT analysis is a high-level strategic planning model that helps organizations identify
where they’re doing well and where they can improve, both from an internal and external
perspective. Fill out the template on the left with your organization's Strengths,
Strengths (S) Weaknesses (W) Weaknesses, Opportunities, and Threats. Use the questions below to help guide you.

• Strength 1 • Weakness 1

S
Where are your customers coming from?
I
What are the advantages of your organization?
N • Strength 2 • Weakness 2
Do you excel insofar as your employees are concerned?
T

W
What are the biggest challenges with your employees?
E • Strength 3 • Weakness 3
R Where do you perform poorly?
N What practices should you avoid?
• Strength 4 • Weakness 4

O
A What is your biggest opportunity to improve your finances?
L Where could you dramatically improve with your customers?
• Strength 5 • Weakness 5
What processes will drive you well into the future if you could improve upon them?
What threats could seriously impact your financial health?

T What is your biggest concern about your customers?

What current areas of your business might harm you later?

Opportunities (O) Threats (T)

• Opportunity 1  • Threat 1
E
X • Opportunity 2  • Threat 2
T
E • Opportunity 3  • Threat 3
R
N • Opportunity 4  • Threat 4
A Learn how ClearPoint can help you manage and automate
L • Opportunity 5  • Threat 5 your strategy reporting:

www.ClearPointStrategy.com
 PEST Analysis A PEST Analysis is a framework used to analyze events
and trends in four external forces that commonly
affect a business's operations and performance. Use
the template on the left to analyze the external factors
affecting your organization.

Technologica
Political Economic Sociological Governmental policies such as changes in tax
l legislation, consumer protection and employment

P regulations, and insurance mandates affect the way in

which a company operates. Use this section to
identify which elements in the political sphere could
have an impact on your organization.
Political Factor 1 Economic Factor 1 Sociological Factor 1 Technological Factor 1
External economic issues such as unemployment,
inflation, and interest rates, amongst others factor
into the profitability of a company. These changing
E conditions impact public spending practices and your
purchasing power. Use this section to identify
Learn how ClearPoint can help you manage and
automate your strategy reporting:
Political Factor 2 Economic Factor 2 Sociological Factor 2 Technological Factor 2 economic issues that directly and indirectly influence
the financial performance of your organization.
www.ClearPointStrategy.com
A PEST Analysis is a framework used to analyze
events and trends in four external forces that
S commonly affect a business's operations and
performance. Use this section to account for changes
Political Factor 3 Economic Factor 3 Sociological Factor 3 Technological Factor 3 in the beliefs of your consumer groups.

Technological advancements are important for the

efficiency of a company, but they can also hurt your
organization. Use this section to assess whether your

Political Factor 4 Economic Factor 4 Sociological Factor 4 Technological Factor 4

T company will be benefitting from or hurt by these
advancements rather than assessing the new
technologies that could affect how your organization
communicates with your consumers.
 A "Strategic Gap Analysis" is used to compare where an
Strategic Gap Analysis organization is now, where it wants to be, and how to
bridge the gap between. It is primarily used to identify
specific internal deficiencies. This Gap Analysis only
Objective/Desired
Current State Action Items analyzes one current state, but can be replicated for
State multiple analyses.
Where you are now Steps to achieve your goal Where you aim to be The Current State of your organization is mainly
quantitative. For example, if your nonprofit currently
serves 10,000 meals a week to the homeless, that is
Step 1 your current state.

The Action Items are the changes required to meet

the company's goal and how the company is going to
Step 2 make these changes happen.

The Objective or Desired State is your future goal

for your organization. In order to establish your future
Step 3 goal you'll want to think about how you are doing today
Enter the current state in your current state and where you really want to be
Enter the goals for your
of your department within a reasonable timeframe. For example: Increase
organization the future state of the nonprofit to 20,000 meals per
here week.
Step 4

Step 5
Learn how ClearPoint can help you manage and
automate your strategy reporting:
Step 6
www.ClearPointStrategy.com
 The objective of a Blue Ocean
Blue Ocean Strategy Below is a simple comparison chart that will help
Strategy is for organizations to
find and develop “blue oceans” you understand if you’re working in a blue ocean
Strategy 1 or a red ocean:
(uncontested, growing
markets) and avoid “red oceans”
Strategy 2 (overdeveloped, saturated
markets). A company will have
more success, fewer risks, and
Strategy 3 increased profits in a blue ocean
market.

Strategy 4
Taking a Blue Ocean approach means your
goal isn’t to outperform the competition.
Strategy 5 Instead, your aim is to redraw industry
boundaries and operate within that new
space, making the competition immaterial. Learn how ClearPoint can help you manage and
Strategy 6 Use the comparison to the right to guide automate your strategy reporting:
your Blue Ocean Strategy planning!
Strategy 7 www.ClearPointStrategy.com
 VRIO Analysis The VRIO framework is an
acronym for “value, rarity,
imitability, organization.” This
Value Rarity Imitability Organization framework relates more to your
vision statement than your
Does your company
have organized overall strategy. The ultimate
Is it expensive to
Do you offer a
Do you control duplicate your
management goal in implementing the VRIO
resource that adds systems, processes,
value for
scarce resources organization's
structures, and a model is that it will result in a
or capabilities? resource or
customers?
capability?
culture to capitalize competitive advantage in the
on resources and
capabilities? marketplace. Once you answer
these four questions, you’ll be
able to formulate a more precise
Resource/Capability 1 Yes/No Yes/No Yes/No Yes/No
vision statement to help carry
you through all the additional
Your company has strategic elements in your plan.
Resource/Capability 2 Yes/No Yes/No YES Yes/No YES Yes/No YES achieved the ultimate
YES Replace "Resource/Capability"
goal of sustained with your company's resource or
Resource/Capability 3 Yes/No Yes/No Yes/No Yes/No competitive capability and follow the diagram
advantage! answering the questions
underneath each VRIO.
Resource/Capability 4 Yes/No Yes/No Yes/No Yes/No

NO

NO
NO

NO
Learn how ClearPoint can help
Temporary you manage and automate
Competitive Unused
Competitiv Competitiv your strategy reporting:
Disadvanta Competitive
e Parity e
ge Advantage www.ClearPointStrategy.com
Advantage
 Porter's Five Forces Analysis
Porter’s Five Forces is an older strategy execution framework (created by
Michael Porter in 1979) built around the forces that impact the
Threat of New Entrants: profitability of an industry or a market. He identified five factors that
Could other companies enter the market easily, or are there numerous entry barriers they
would have to overcome?
affect a business environment and help drive profitability. Use this
template to understand the five forces. Under each force you will find a
• Ease of entry question to help drive your analysis. On the right you will find factors
• Time and cost of entry that affect each force followed by space for you to write the defining
• Cost advantages qualities of your organization.
• Technology protection
• Barriers to entry
• Specialist knowledge

Learn how ClearPoint can help you manage and automate

your strategy reporting:
www.ClearPointStrategy.com

Bargaining Power of Suppliers: Competitive Rivalry Bargaining Power of Buyers:

Are your competitors poised for major growth? If one launched one product could that
Could large retailers put pressure on your organization to drive down the cost? Could large retailers put pressure on your organization to lower costs?
impact your company?
• Number of suppliers • Number of competitors • Number of customers
• Size of suppliers • Quality differences • Size of each order
• Uniqueness of service • Other differences • Differences between
• Your ability to substitute • Switching costs competitors
• Price sensitivity
• Cost of changing • Customer loyalty • Ability to substitute
• Supplier concentration • Costs of leaving market • Cost of changing

Threat of Substitutes:
Can buyers easily replace your product with another?

• Substitute performance
• Cost of change
• Buyer propensity to
substitute
• Trade-off of substitutes