Rather than view strategy as a selection of options, here is another approach: creation or invention.
Strategic planning is not strategy
Strategic Planning, often synonymous with Annual Planning, details how you are going to get where you have decided to go. It is a description of how you will achieve your goals -- those milestones you established in structuring your business plan. Strategic Planning is operational in nature, it examines the particular actions you intend to take over the coming period. Strategic Planning can be critical -- and after you have a Strategy, it is often a good idea to develop a Strategic Plan.
But Strategic Planning is not Strategy. Strategy is the "what" you and your organization are going to be, and the broad approach to how you are going to do that. For instance, your company will become the number one vendor of internet-hosted medical records applications, achieved through freeware distribution to HMOs and clinics, paid for with a back-end, per-patient royalty. Strategic Planning looks at the details of how you will get there -- which associations you will joint-venture with, how many sales people you will add this year, what type of advertising you will use, whether to pay for page-views or click-throughs, etc. The strategic plan will itemize the specific actions you will take in a given time frame, and the specific results those actions will produce.
But imagine filling your new car with gas, turning the ignition key, putting the car in gear, getting on the freeway, and putting the pedal-to-the-metal. Full speed ahead. Imagine that for a moment. Wait a minute -- where are you going? Many organizations jump headlong into the strategic planning process, without becoming clear about where they are going. Sure they have a direction - North, perhaps; into the Internet Applications space, perhaps. If you execute the plan, your company will surely wind up somewhere. But is it where you wanted to go? Strategy defines the destination, and whether you will take a scenic way or a fast way, and if you want rest stops. Strategic planning identifies the specific highways and the specific streets.
Have you bothered to think about where you want to go recently? Most entrepreneurs, most companies, started with an idea of what they were trying to create. But that may have been a long time ago. Perhaps it's time to consider this question again.
Strategy is not a set of options
Imagine you are in your car again. This time, it's Sunday, and you and the family are going for a drive. Where are you headed? "We'll let's see", you say to yourself, "How much gas do we have, and which roads have the least traffic?" Many companies think strategy is about evaluating a set of options, often in terms of available resources, or a competitive response. They say things like -- "We have only 12 development resources available to us, which means we can bring two key program feature sets to market, and XYZ Co. has just announced compatibility with our databases. What are we going to do?"
Strategy is not incrementalism or inertia
Or they consider strategy in terms of increments. Last year you increased profits by 20%; does that mean this year you should shoot for increasing profits by 20%. Or 25%? Or, since you added three new modules last year, and reduced customer response time by 33%, should you plan to do the same, or something a bit better, this year?
These would be worthy goals, and this approach is valid. But accomplishing these kinds of targets will not fundamentally alter your company's relationship to the marketplace. Nothing will really be changed -- not you, not your people, not your company -- and not the world.
It's been said that insanity is doing the same thing over and over again, and expecting different results. When you do the same things, only better, only harder, only more, only smarter, what you'll get is more of what you've already got. That's fine, as long as you've determined that more of what you've got is appropriate for this stage of your company's life cycle.
Strategy is an invention
Strategy is something you make up. Your strategy is a statement of what you will do as a company to realize your corporate vision: what specifically will you accomplish, what meaning will your company have, and how will you create value and profits. Don't ignore your past results. Just don't allow your strategy to be constrained by them. Don't ignore the marketplace. Just don't fall into the trap of letting your competitors' actions define what yours will be. And certainly don't ignore your customers -- just don't think that your customers' wants and desires are the only measure of what you should seek to accomplish. These references -- past results, markets, competitors, customers - must be taken into account.
And then, what it boils down to is this: your strategy is the direction your company will take, because you said so.
An invented strategy inspires you. Because it fulfills your vision for your company, and because you see how the realization of your strategy makes an important difference in the world, it inspires your team, your customers, your prospects. An invented strategy energizes all your constituents, where incrementalism just seems like more work. An invented strategy can propel your enterprise to greatness. An invented strategy can call forth achievements beyond what you currently consider possible. Breakthroughs and blockbusters are never founded on incremental improvement. Like Athena, they spring from the heads of their inventors. And invented strategies can change your company's relationship to the marketplace and to the world.
Inventing strategy
The route to creating strategy is simple -- asking the right questions.
What direction can the company take *now* to realize your vision? What value proposition will you offer customers? What meaningful difference will you make in your marketplace? What meaningful difference will you make in your world? How do you want to affect the lives of your people, your customers, your clients? Your family? Answer these questions and you are on road to inventing your strategy.
Are you building something totally new, or are you improving an existing idea? What are the dimensions of the impact you want to have? Will it be faster? Better? Cheaper? Easier? Safer? More luxurious? More convenient? More portable? More entertaining? More universal?
Next, from a high-level perspective, how will you marshal your resources and time your maneuvers to offer that value and make that difference? For instance, Microsoft's desktop applications strategy is to let other companies originate product categories, wait to see which ones catch on, then bring out a lower cost Microsoft alternative, and market the heck out of it. This strategy defines a what, not a how. It doesn't describe which products, how to develop them, or when they will be rolled-out.
There are no rules in strategy
Strategy is not evolutionary; it is revolutionary. Don't assume the old rules apply or let them guide your thinking. Breaking rules may actually be a way to conceive of strategy. Ask yourself, "What rules can we break?" Consider which obsolete beliefs restrain growth in your company or in your market. Make up your own assumptions. Test them -- first in your mind. Einstein conceived of the Theory of Relativity using what he called a gedanken experiment -- an experiment in the mind.
Don't worry about implementation...yet
While you are considering Strategy, don't worry about whether you have the wherewithal to implement what you are thinking about. If you do worry in this way, you are likely to compromise from the get-go. There will be plenty of room for compromise later, if you must. Ignore the resource constraints which dog you throughout the year. You will deal with these when the time comes. Author Gary Hamil suggests that one definition of strategy include the "...quest to overcome resource constraints through a creative and unending pursuit of better resource leverage."
I have my strategy. Now what?
Okay. At some point soon, you must consider implementation. Once you have formulated a strategy you believe will make a difference and lead to greater returns, you have to figure out how to make it happen given all the constraints you operate under. That is where the Strategic and Tactical Planning comes in. That's the next article.
02 Dec 2008
(0)Strategic Business Planning While You're Still Working
Strategic business planning is very important to your business success. The perfect time to do your strategic business planning is when you are transitioning from full time work to a consulting business. You won't feel pressured to get things done too quickly because there is still money coming in.
When you start your strategic business planning early you have the time you need to get all the elements of your business prepared before launch. 90 days is a good timeframe to give yourself for strategic business planning. You can get everything you need to do done and you are not giving yourself too much time to put off the launch.
Some of the most important items you should be covering off during your transition time are listed in the Strategic Business Plan Checklist below:
Strategic Business Plan Checklist
Networking
Start looking around for networking events. Get them on your calendar and plan on start going a few events within the next few weeks to get your name out there.
Start telling everyone that you know to listen up for people whining about PC problems
Marketing
Think about a niche you c an build for yourself. Are there are any areas/industries/types of businesses, etc... that are under served in your community?
Business Basics
Develop a company name - make it memorable but not obscure.
Get all your paperwork together including contracts, forms, agreements, etc...
Develop and print business cards - take piles of them to networking events
Develop a website - populate it with useful information as well as your marketing information
These elements form the basics of your strategic business planning process. By attending to these business basics you will be in great position to prepare for launch.
The Bottom Line On Strategic Business Planning
Strategic business planning will take you from thinking about starting a business to actually doing the things you need to do to get a business going. The longer you put off your strategic business planning process, the longer it is until you launch. Use the transition time between your work and business launch to do the strategic business planning you need to do to be successful long term.
Copyright MMI-MMVI, PC Support Tips .com. All Worldwide Rights Reserved. {Attention Publishers: Live hyperlink in author resource box required for copyright compliance}
02 Dec 2008
I've been through a couple of checklists in the past few days, and it's reaffirmed my faith in their effectiveness as a communication tool.
Now, there are at least a couple of ways we can look at checklists: in the strategic and tactical senses. You'll probably recognize the tactical advantages of using checklists: a clear and logical, as well as economical, way to write.
But, let's look at checklists from the strategic perspective today, and explore them as a tool for achieving our objectives.
Specifically, that means we'll think of using them to reinforce or change the perceptions of others. For example, if you write out information about something that has to be done, a checklist sends a couple of messages. First, that you're a well-organized person, and that your message is quite rational.
The creation of a checklist, in itself, should send a message that you've given more than cursory attention to the message. It implies that you've thought about the process you're asking others to follow. It also implies that you've taken extra time to compose your message; you've added value by adding additional structure.
The recipient of your message, then, should have the sense that you take the message seriously, because you've taken extra trouble to develop it in an orderly way. And, that kind of perception, in turn should make the recipient more willing to follow your instructions.
Having said all that, we should step back and ask ourselves where we can use checklists effectively. As I've written this article, I've asked myself if it shouldn't be in a checklist format. But, apparently not; at least I can't see how it work well.
That's because checklists work best for very linear kinds of information delivery. The instructions for starting a computer or piece of equipment, for example. In these cases, there's no room for nuance or fine distinctions. A switch turns on, or it turns off; we don't discuss the way the switch looks or sounds. So, think of checklists as tools for developing lists or describing sequential actions.
This context also leads to another strategic use for checklists, which is to ensure nothing is forgotten and nothing extra goes into the instructions. Make a checklist of the steps involved in a process and you have a tool for seeing that it stays on track.
You can also use checklists for inclusion and exclusion. For example, when I travel, I print a packing checklist to make sure I pack the things I need, and perhaps just as important, don't pack items I don't need.
In this case, the checklist also acts a memory jogging tool. Having started on the packing list, some non-list items may be recalled. For example, if I make a note to include a magazine to read on the plane, then I might also remember to stop delivery of the newspapers while I'm away. That's then something new to add to the next iteration of the checklist.
02 Dec 2008
Strategic Importance of Business Plans in Today's
Business Plans Are More Essential than Ever
As the pace of competition has accelerated, product life cycles have shrunk.
It used to take 8 to 10 years to design and build a car.
Now it can be in less than a year and half.
Windows of opportunity open and close with blinding speed; and customers, who are constantly being wooed by the competition, are more demanding than ever.
Some people will advise you that it is impossible to plan for the future and thus business plans are irrelevant and a waste of time.
In fact, in this era the exact opposite is true. It is now more important than ever before to have a battle plan during what might, in retrospect, be viewed as "peacetime.”.
Planning and preparation are required for your financial as well as your company's survival. No one is saying, "The world is more uncertain for you now, so plans are no longer relevant." The truth is that planning and that planning skills are now most important and more vital than ever. In this regard, businesses are no different from individuals.
Success in this super competitive era depends on making very clear business plans and statements. Winners develop a vision of where they intend to be going, and this blueprint will allow them the flexibility to respond appropriately when the unexpected occurs...
The basics of it all are that by not planning you limit your options and flexibility greatly .
WHAT'S DIFFERENT ABOUT Business planning now?
Good business plans require different attributes. The networking revolution created by the Web for business-to-business activities and business-to-consumer products and services has offered new opportunities but has created a very different business environment.
There are essentially only three central tenets that are a part of business plans:
1. A focus on speed in all of its manifestations
2. The integration of the Web into the core of what the company does
3. A focus on how the company adds value for its customers
THE IMPORTANCE
OF PLANNING FOR SPEED
Planning is the essential element in the competitive battleground, and speed is the central weapon. Like all artillery, speed is an asset when a company is able to employ it in building its own business; it is a liability when an "armed" competitor is moving like lightning to undermine that core business. And whether it's being used for or against you, the ever-present element that must be factored into your plans.
There is a great need and reward for “Speed”. Planning for speed involves an even broader view. To be successful you should take on the widest possible focus on speed and create your businesses accordingly.
Build your plans with the following in mind:
• The speed with which you need to bring a product to market
• The speed with which your competitors might introduce a competitive product
• The speed required to improve existing products and bring enhancement (or future generations) of your t product to market
• The speed with which the industry, because of the Internet, could potentially be transformed
When these factors are fully integrated into a business culture, they lead to a clear way of determining the intensity at which to approach the market:
1). Faster, better, cheaper. . .
It's getting repetitive, but if a product is faster, better, or cheaper on the Web, companies need to exploit it immediately
2). Get your feet wet now so that you'll be prepared to swim hard
Very soon.
Even if your competitors aren't there yet, start exploring what the Net can do for your business
3.) Planned evolution is vital.
If you that have the capability to rapidly evolve your products you will find it easier to stay ahead of your e competition, and developing this capability must be a goal of yours in itself.
.
6). you cannot waste time being concerned about Cannibalization.
Worry about "cannibalization" (creating one product to replace another) assumes that a company owns a market and has time to leave a product in the marketplace until the company is ready to replace it with something new. Smart planners realize that this is an outmoded way of thinking. The new breed of winners in most industries assume that the competition is right at their heels and any competitive advantage they have is fleeting. As a result, they worry about hurting sales of an existing product by bringing out a new one.
Be much more concerned with constantly driving to stay ahead of the competition.
Some brick-and-mortar companies have found it more difficult than others to let go of the "old way" and are sometimes less nimble than newcomers. To survive, they will need to find ways of eliminating excess baggage.
You will be “ Ahead of the the game .”
If you recognize the need for online success and can establish your operation, with an independent management style then you that can have the freedom and resources to win in a today’s environment.
You will certainly be rewarded.
.
THE IMPORTANCE OF ADDING VALUE
Lastly A good business plan should also answer this question: "In the evolving competitive arena, how does my product or service add value?" Focus on this issue and act on your findings and you are most likely to develop successful plans to which the customers remain loyal.
This is certainly an integral most basic concept which your Grandmother would of insisted on .
02 Dec 2008
Strategic Planning And Resources
Resource Planning: Before the Strategic Plan can be finally agreed and implemented, the leader(s) must ensure that there will be sufficient resources available for each activity at each stage of the plan. In reality the planning for the provision of resources must be viewed as a critical element of the plan itself. The strategic plan and the objectives within it will not be achieved if the activities needed to carry out the plan are not properly supported by appropriate resources.
Resources Forecast: A resources forecast should be carried out. All planned activities, stages, and objectives, should be analysed for resource requirements (resources as in the list below). If the forecast identifies areas where the available or deliverable resources do not match the levels required, then this must be corrected or the plan must be altered. Once the leader(s) can be satisfied that the necessary resources will be available, the plan can be finalised and implemented with confidence.
Prioritising Resources: It is tempting to rank these resources, perhaps arguing that human resources, and accompanying expertise and experience should be the highest on the list, but this is not logical. Lack of, or inadequate, financial, physical, or systems resources for any one of the many activities, or at any stage of the plan, can be as damaging as not having the required human resources. It is also tempting to think of resources as only human, financial, or physical, and also as coming only from internal sources. Again, this is not appropriate, as the strategic plan needs support from other areas, internally and externally, that should also be described as resources, such as systems, policies, suppliers, external stakeholders.
Organisational Infrastructure: The shape and complexity of the organisational structure should be designed to serve the strategic direction taken. A structure that is as flexible, dynamic, and responsive a structure as possible is essential. In some business sectors, for example in many parts of the public sector, there will be constraints and barriers that will dictate a more bureaucratic and rigid structure that limits responsiveness and flexibility. Much of this may be unavoidable, but it should be continually challenged and loosened where possible. In most other sectors there is no excuse. The leaders of organisations in commercially driven sectors, and this now includes education, health, charities, and the utilities, must strive to structure their organisations so that they can respond to the fast pace and continual changes of today’s business world.
Systems, Policies, Procedures: In functional areas such as IT, Finance, HR and Personnel, Performance Appraisal and Reward, Conditions of Employment, Working Patterns, Training and Development, the systems, policies, and procedures must be operating in support of the strategic plan and the accompanying operational activities. An appropriate Quality Assurance Management System should be in place, guided by the strategic objectives, constantly monitoring the quality standards of all the systems, including its own, to ensure that they are not hindering or damaging the chances of achieving the strategic objectives.
Location: For most organisations the location is not easily changeable, and would not normally be challenged. But the leader(s) must look at the current location in terms of its strategic suitability. If the location is not supportive to the strategies, then alternatives must at least be explored. If moving to a more appropriate location is logistically and financially possible, then that relocation should take place at the earliest opportunity.
Front-line Physical Resources: For manufacturing organisations this will encompass production facilities, plant, equipment, and so on. For service sector organisations this will mean the physical resources at the point of sale and-or delivery points. The condition and capacity of physical resources in these areas must be able to meet the operational demands dictated by the strategies.
Support Functions Physical Resources: For most organisations this means activity areas such as procurement, design, research and development, administration, finance, human resources, maintenance, marketing, sales, distribution, and so on.
Managers in front-line and support areas must focus on achieving the operational objectives that have been derived from the strategic plans. The leader(s) must implement a system of regular performance appraisal and consultation to ensure that these areas are resourced appropriately and operated effectively.
Suppliers: A key resource, but because they are outside the organisation, are often forgotten. The quality of supplies, be they raw materials, equipment, parts, consumables, people, or advisory services, is a critical factor in the capability of the organisation. If inputs are not of the right quality then costs can rise, damage can be caused, delays can occur, and the operational performance of the organisation could suffer. In turn, the achievement of the strategic objectives of the organisation could be delayed or damaged.
Human Resources: The question that the leader(s) must ask is whether the quality, quantity, and distribution of the human resources within the organisation, is sufficient to satisfy the needs of the chosen strategies. Existing staffing levels, degrees of expertise and experience, flexibility, distribution, predicted wastage or turnover, are all areas that need analysing. Intangible factors, such as levels of morale, motivation, cultural attitudes, should also be evaluated. A human resources audit must be carried out and where gaps or weaknesses are identified these must be corrected, and brought up to the required levels.
Financial Resources: In simple terms, the leader(s) must be satisfied that the funding, the cash-flows, the budgets, will meet the demands of the activities. If necessary, and affordable, additional funding must be obtained, linking this resource need to external stakeholders as discussed below, such as banks, shareholders, and other investors.
Marketing and Distribution: whatever the product or service that the organisation is offering, the marketing and distribution functions are as important, if not more so, than any other internal function. Without revenue, whether from customer sales, grants, government funds, or other sources, the organisation must persuade the purchaser, or provider, to deliver revenue to it. This revenue will be a critical element of the financial resources needed to support the planned activity, and the continued flow of this revenue must be protected. This entails ensuring that the marketing and distribution function is itself appropriately funded.
External Stakeholders: This group of resource sources includes shareholders, investors and other funding organisations discussed in the section on Financial Resources. These need to be managed and informed appropriately. Other stakeholders could, depending on the nature of the business, include the local authorities, public services, local and-or national media, trade unions, local residents, national or international governments, national or international trade organisations, business partners, and so on. Where the support of any external stakeholder is identified as important to the success of the strategic plan, then effort and energy should be spent on building and maintaining a positive relationship with them. Maintaining positive relationships with external stakeholders is essential, as they are a vital resource in supporting the organisation’s strategic direction.
Intangible Resources: These include goodwill, reputation, and brands. Individually and collectively these can be important to the success of the strategic plan. Goodwill is a value given to the reputation, the customer loyalty, the brand values, and in some cases the public image of the organisation. In monetary terms it is the difference in saleable value, or total value, between the tangible assets value given to the business and the actual value that a buyer would pay or an investor would calculate when deciding to invest or not. Reputation that the organisation has amongst its competitors, with its customers, in the public psyche, and although difficult to calculate, is also valuable. Brands can be highly valuable, as demonstrated by some of the best known, which generate immediate positive responses throughout the world.These intangible assets are resources, with a value, which the strategic plan will have considered and made use of, or planned to protect, or develop, as part of the plan. The leader(s) must ensure that these resources, these assets, are managed effectively and support the strategic plan as intended.
Management: The effectiveness of the individuals and teams that make up the management of the organisation are critical to the success of the chosen strategies. Without an effective management network supporting the planned activity and striving to achieve the strategic and operational objectives, the strategies will fail. As discussed in an earlier article, the leader(s) must put in place an effective management network, and ensure that this highly valuable resource is itself resourced appropriately.
The Operational Employees: Sadly this resource, this group of people, is often overlooked when the achievement of strategic objectives is discussed. Wrongly, it is assumed that objectives can be achieved as long as there is good management, good leadership, and appropriate financial and physical resources in place. Not true. Unless the workforce is appropriately skilled, experienced, qualified, continuously developed, and committed to support the achievement of the strategic plans, then the plans will fail. It is critical that the operational employees, in all functional areas, are involved, informed, and persuaded to support the strategic plan. The role of the leader(s) here is to ensure that the management team makes this happen.
Leadership: The final resource that we look at is the leadership of the organisation. The role of the leader(s) is to lead the organisation into the future, in a direction and a condition that will ensure that the organisation is successful. Whichever direction is chosen and whatever the measure of success is, the leader(s) must make certain that the strategic plan is appropriately resourced at every stage and in every activity area. In addition, the leader(s) must ensure that they lead the organisation in an appropriate manner, adopting an appropriate style of leadership for each stage of the journey that the strategic plan is leading the organisation into.
In Summary: At the start of this article it was stated that it was not logical to prioritise, or rank, the resources needed to support the strategic plan. The range of resources is broad and diverse, and all should be treated as equally important. Each stage and each activity area must be resourced appropriately, otherwise serious damage can be done to the chances of the plans being successfully implemented. However, there is one exception to this rule, and that is regarding Leadership. The leader(s) must ensure that the plan is resourced appropriately and then accept responsibility for being the most critical resource of all. Without the essential resource of effective leadership, regardless of how well other resources are provided and applied, the plans will fail.
02 Dec 2008
Strategic Planning In The Business World
Strategic planning is a method of planning events in a strategic manner in order to accomplish the goal at hand. This type of planning works by looking at the whole picture and you then figure out how you are to get from one place to another. Probably the most important example of strategic planning is that which is done in the military. In this example, we could say that the strategy is to overtake an area while the tactical planning is how you will fight each battle. The strategy is the plan to get through the whole picture.
Now, take this to the leaf of business strategic planning. Strategic planning can work in a number of ways in a business environment. For example, you may want to make a plan to get the business from one level to the next. Depending on what that is, you can make a plan that the business will follow to achieve the end results. Here are some ways in which this type of planning can be put into place.
• Financial aspects such as profit, loss, increasing sales or lowering costs.
• In human resources, you can devise a strategic plan to recruit new hires, to promote individuals, to staff a location quickly.
• Also, you can use strategic planning in your business marketing plans. How you will market, where you will market, and how much you will spend in those areas are all determined through the strategic planning.
Like any other things in business, though, you also have to have back ups when it comes to your strategic plan not working. This will help you to find the right choices each time. Because you will have something in place to handle things when they go bad, you will feel more confident about your plans. Strategic planning is something that any company or business can use quite effectively.
02 Dec 2008
Strategic Planning Steps Overview
The Strategic Planning Steps philosophy/business system is an organizational tool that is used by groups and corporations globally to refine their goals and maximize their resources. Drawing from the concepts of strategic military planning, the Strategic Planning process is one way in which businesses strive to attain a competitive edge. Strategic planning involves defining goals, creating an adaptable business plan and measuring core competencies of staff to increase productivity and results. The understanding and implementation of Strategic Planning Steps can significantly affect a company's ability to maximize revenue and growth. The steps have been used effectively in many fields of business, education and government to formulate productive business systems and resource management solutions.
Strategic Planning Steps Defined
While there are several different approaches to implementing Strategic Planning Steps , most models use the following definitions:
* Mission definition : The mission definition stage of Strategic Planning encourages an organization to develop a brief description of purpose to Inform potential stockholders, employees and customers what they can expect from the company. From the mission definition, a mission statement can be developed that serves as a company's calling card and core focus description.
* Vision/Trend Analysis : The next facet of Strategic Planning Steps directs a company to analyze current market trends and make committed decisions about where the business is heading. Defining long term goals and visualizing the future of the organization can help to focus current activities and important financial decisions.
* Strategic Objectives : Once long term goals have been set, the strategic objectives phase consists of formulating actual business plans to achieve the visualized goals. One acronym used frequently in this stage of Strategic Planning Steps is SMART. SMART stands for the type of objectives to be developed to fully realize the company's long term goals. These objectives include:
o S – Specific objectives
o M – Measurable objectives
o A – Achievable objectives
o R – Resource-based, realistic objectives
o T – Time-frame assessed objectives
* Critical Success Factors : Important milestones and achievements key to goal realization should be identified at the critical success factor stage of Strategic Planning. Singling out these factors provides an easy means for measuring the ongoing success of the business plan.
* Actions to be Implemented : After critical success factors have been identified, the next phase involves the development of action plans need to realize success. Specific tasks and organizations management strategies are designed to effectively implement the business plan. Task management is often defined by the core competencies required for each position in the company.
* Performance Analysis and Progress Measurement : The last of the most common steps is comprised of formulating methods by which to measure the organization's progress. Comprehensive performance analysis tools and measurement criteria are developed to effectively monitor the success of the current system. These tools can be used to report both internally and externally on the progress and growth of the company.
02 Dec 2008
A preview of July's UK Horse Racing
The quirks of the racing calendar have nudged Newcastle’s Northumberland Plate into the first day of July and there cannot be a better way to begin the month’s racing. Few staying handicaps are as fiercely contested as the ‘Pitmen’s Derby’ and this year’s race is no exception to that familiar rule.
Anyone thinking of having a bet in this grueling two-mile contest needs to pay strict attention to the draw. Year after year horses drawn high race wide at Gosforth Park struggling to secure a prominent early pitch with the result that they are forced to sit and wait at the back of the field while the race unfolds up front. More often than not, the die has been cast by the time a high drawn horse is able to make its belated challenge.
Older horses too tend to rule the roost these days and the times when progressive three-year-olds were able to annex this valuable prize have long gone. The doughty Archduke Ferdinand was the last of the younger generation to win the Plate in 2001 and remarkably, there are no representatives from this age-group in this year’s renewal.
Good recent form is an obvious plus in a race of this nature and Richard Fahey’s Greenwich Meantime and Amanda Perrett’s Bulwark are two talented sorts that rise swiftly to the surface when studying the entries for this year’s race. The former is on quite a hot roll at present for his canny trainer and might well be the one they all to beat in 2006.
Over at The Curragh on July 2 there’s the weighty matter of the Irish Derby to consider though this year’s renewal is already suffering from a bad case of the absentee blues with Epsom Derby winner Sir Percy and unlucky-in-running third Hala Bek both forced to miss the race through injury and the 2006 renewal already looks a below-par affair.
Both Dylan Thomas and Dragon Dancer, the fourth and second respectively at Epsom, are set to fly the flag for the Derby form and this useful pair should come toe-to-toe with Darsi, a surprise winner of a typically open French Derby at Chantilly last month.
The performances of the French three-year-olds’ at pattern level in Britain has left a lot to be desired this season, and it would be no surprise to see them failing once again. Classic form is essential on any potential winner’s c.v and perhaps this year’s Irish Derby winner can be found within the ranks of the Epsom Classic.
The Coral Eclipse Stakes at Sandown on July 8 is famous for its traditional clash between the older and younger generations. The latter age group receives a chunky 10lb weight-for-age allowance and in sixteen runnings of this Group 1 race since1990, the three-year-olds have managed six victories while five four-year-olds have triumphed alongside five five-year-olds. Honours, then, are even across the age groups.
The loss of Sir Percy through injury has probably sunk the three-year-old challenge below the water and it would raise few eyebrows to see an older horse come out on top. The Godolphin stable continues to stutter at the top level and for David Junior, a bitter Royal Ascot disappointment behind Ouija Board, this is a chance to atone for his recent defeat though if the latter lines-up again after her Ascot heroics he may have to settle for a supporting role once more.
On the same day as the Coral Eclipse, Haydock hosts the Lancashire Oaks which is often won by a late developing filly, a category into which Luca Cumani’s talented Princess Nada fits very snugly. She is one to watch out for when the entries are published. Punters should pay close attention to the running of the Old Newton Cup at Haydock, another race in which Cumani holds a terrific record having landed the last two renewals courtesy of Alkaased and Zeitgeist. Scan the entries for his hat-trick seeking runner who may well be the rejuvenated Soulacroix.
Newmarket’s three-day July meeting dominates the middle of the month and the opening day should see a back-to-form Soviet Song land her third Falmouth Stakes on July 12. She is sure to be a cut above the opposition while on the same card the juvenile fillies do battle in the Cherry Hinton Stakes and the Queen Mary Stakes winner Gilded may be hard to beat.
On the second day of the July meeting Hoh Mike, who was poorly ridden by Jamie Spencer when runner-up at Royal Ascot, bids to go one better in the July Stakes while the Willie Muir-trained Enforcer seeks to improve upon his Hardwicke Stakes third in the Princess of Wales’s Stakes. Watch out here for any runner from Sir Michael Stoute’s stable.
On July 14 the final day of the eponymously-titled meeting, there’s the small matter of the Bunbury Cup, a highly competitive seven furlongs handicap. James Fanshawe is poised to bid for compensation with Polar Magic, a runner-up last year to the evergreen and mercurial Mine while Ian Semple is seeking to improve upon his Royal Ascot second in similarly competitive handicap with the plucky and consistent Appalachian Trail.
Ed Dunlop’s Britannia runner-up Easy Air would be an intriguing contender too hailing from stable that has suffered a hatful of near-misses in the race in recent seasons.
The six-furlong Group 1 July Cup is the meeting’s highlight on July 14 and recent results have shown just how volatile a medium the top sprinters can be for backers with winners at 25-1, 12-1, 14-1 and 50-1. A 33-1 winner of the Golden Jubilee rubbed further salt into punters’ wounds at Royal Ascot and in my view betting on so-called top drawer sprinters is something of a mug’s game.
Inevitably a good run in the Golden Jubilee Stakes at Royal Ascot as well as a bold showing in the King’s Stand Stakes from that same meeting is often a pointer to July Cup success but fathoming just which horses are likely to run well from those races is a difficult business. Perhaps Moss Vale can shine providing he’s a sharper starter than his slow-coach self at Royal Ascot.
York’s John Smith’s Cup On July 15 is one of the best ten-furlong handicaps of the whole season and remains ultra-competitive. Once again the three-year-old generation has found it difficult to scrape a place in the line-up and older horses are preferred. Trainer John Gosden’s three placed efforts from as many runners in recent seasons bodes well for the chances of his stable’s Wild Savannah, a good second at Royal Ascot on his latest start.
Newbury stages the Weatherbys Super Sprint on July 22 and the unmistakable message for punters is to pay close attention to any horse saddled by Richard Hannon, who has won this two-year-old contest on no less than six occasions with three of his winners coming in the last four seasons.
July’s racing comes to a close with the fabulous King George VI and Queen Elizabeth Diamond Stakes, Britain’s premier all-aged middle-distance event. This year’s renewal had looked like a shoo-in for Hurricane Run but his defeat in France last time opens the race up and Japanese challenger, the late-developing, Heart’s Cry, Sir Michael Stoute’s progressive Mountain High and Godolphin hotpot Electrocutionist, seem sure to have a big say in the race’s outcome. As for the three-year-olds, well, they are a dying breed in this race with only four horses from that age group bothering to contest the prize in the past four seasons.
29 Nov 2008
A Short and Snappy History of Bowling
As the most popular sport during the reign of King Henry VIII of England, bowling is still one of the most popular sports in the world. Over 100 million bowlers from nearly 90 countries participate in the sport. The popularity of bowling has been traced back many years and the game has contributed benefits to many people world wide.
The memoirs of bowling start in 5200 B.C. when some archeologists unearthed ancient forms of bowling pins and balls in the crypt of a child with Egyptian lineage. This discovery proves that Egyptians were the earliest bowlers in the world.
From that time on, bowling has taken many forms, using different pins and balls and played for different purposes. For instance, during 200 A.D., it has been recorded that Germans were fond of festivities and "village dances" and that among their ancient rituals was a game that resembles bowling today.
In this particular German game, Germans rolled or threw rocks or stones at nine clubs that were made of wood. These clubs are known as "kegles", and that is why Germans who played this type of bowling were known as "keglers" and not bowlers.
After so many years of struggle for recognition, bowling was finally recognized in England as a form of sport during the 1100s.
From that time on, the popularity of bowling created an epidemic-like influence, infecting millions of people. King Edward III even prohibited the game so that his knights would focus their attention on the "archery practices" instead of rolling the balls.
By the 17th century, when the United States was still a colony, bowling was introduced in the area. The "Dutch" colonists brought this remarkable game to the Americans. They introduced a game of nine pins that are placed in a triangular formation, hence, the name "Dutch pins".
As the nine pins or the "Dutch" pins strived to claim fame, the state of Connecticut banned the playing of "nine-pin" bowling because some unscrupulous people used the game as a means for their gambling activities.
Connecticut then added an additional pin to the game, creating 10-pin bowling. This was the start of a new form of recreation as bowling continued to proliferate in the society. With this additional pin, this new form of bowling had definitely hit "the mark" and now many people all over the world continue to patronize the game.
With almost 50 million Americans playing the game, bowling is considered one of the most popular and pleasurable sports in the U.S.
29 Nov 2008
During the sport season, sports jersey manufacturers have been having a hard time keeping up with the high demand of the sport fans. Your favorite team jersey may be hard to find or you may have to wait for a few months while it is on back order. It is best to try an order early before the season starts. Authentic sport jerseys can be found in many sports stores and online. There are many different sports like basketball, football, and soccer that have different jerseys, all worn by many different types of people. In the more recent years though throwback jerseys, jerseys that are replicas of past teams and players have also become quite popular.
Basketball jerseys have always been very popular especially among the college students. Basketball fans wear NBA jerseys to support their state or favorite teams. Often seen being worn by stars on television and in music videos, basketball jerseys are viewed as a fashion trend. Many people are wearing them and not just the basketball fans. Football Jerseys have also always been popular, even with their recent change in appearance. Football sports gear and football jerseys have become more fashionable in recent years. The jerseys have become more vibrant and colorful, short sleeved, and many display interesting patterns. This is why manufacturers have had a hard time keeping up with the demand for basketball and football jerseys. If you are planning to buy a jersey of this type expect to wait at least two months after placing your order.
Soccer team jerseys have become more popular in the recent years and are seen being worn by many soccer fans who want to support their favorite team. Thanks to The World Cup 1994 soccer championship, the sale of soccer sports apparel has rose to an all time high. Soccer jerseys are short sleeved, t-shirt like and are usually vibrant colors. Throwback jerseys have become very popular with the younger generations. They are jersey replicas of past sports players or teams. Many school age and college students have been wearing them to show there support for past great sport players.
Sports fans are often very dedicated to their favorite sport teams and often wear their jerseys proudly in support. Even people who don’t like sports have been seen wearing the jerseys due to the recent fashion trends. The Sports apparel business has become a multi-million dollar business due to the wide range of people who wear the clothing. Jerseys have long since been a trend worn by people of all ages and incomes, and recently the trend of wearing authentic jerseys seems to have become very popular among high school and college students. Whatever the person and at whatever age authentic jersey sales have become big business.
29 Nov 2008