Strategic Plan for a Processed Foods Company Using Megaplanning and Balanced Scorecard

Abstract

This article presents a case study for a strategic plan developed using a megaplanning model approach, as well as the balanced scorecard proposal, for a company that produces processed foods in the southern state of Sonora in Mexico. The strategic planning process began with the ratification of the business mission and vision in an internal analysis of the company with the help of its employees in a dynamic participatory workshop in which they discussed perceived strengths and weaknesses. The next step was to perform the external analysis of the environment surrounding the company. Both analyses of the SWOT matrix immediately identified strategic objectives and strategies, as well as the scorecard, and concluded with a project proposal. The most significant results fall under the scope of two key strategies. The first regards innovation in business models; and the second, the expansion into new markets, which, along with the organization's philosophy, guides the future of the company. The main lessons learned are presented in the developmental stages of this case study, so it is important to emphasize that a special development in the results section, which can be useful for similar studies using the proposed methodology, be carried out. Finally, a strategic planning–oriented approach focusing on megaplanning represents a vision on how to add value to society, seeking to create interest among stakeholders to meet performance indicators that have a positive impact on the communities where the company is located.

Strategic Plan for a Regional Innovation Center and Business Accelerator of Southern Sonora Using Megaplanning and Balanced Scorecard

“…The methodology employed for this research was the GESSA case study, performed by Lagarda, Castañeda, and Soto (). In the GESSA case study, the authors proposed a 9‐step procedure for strategic planning that combines Kaufman's mega approach with traditional tools (e.g., Kaplan and Norton's strategy map and the balanced scorecard).…”

“…Based on the methodology presented by Lagarda et al (), the research team processed the information gathered and systematized it into strategic‐management tools.…”

Aplicação do Balanced Scorecard como Ferramenta de Gestão Estratégica em uma Empresa Transportadora de Cargas

“…Também é essencial estudar os aspectos internos à organização, como os recursos, as capacidades e as habilidades para que se possa entender as forças e as fraquezas da companhia. Juntos com as análises desses dois aspectos é possível se utilizar da ferramenta Análise SWOT (Strengths, Weaknesses, Opportunities, Threats) para identifi car estratégias que possam trazer vantagens externas, erradicar as fraquezas e listar as forças, o que leva a uma melhor defi nição dos objetivos estratégicos (KHAKBAZ; HAJIHEYDARI, 2015;LEVYA;RODRIGUEZ;FIERRO, 2016).…”

“…Kaplan e Norton ( 2008) afirmam que, no terceiro passo a organização deve alinhar os funcionários sobre os objetivos e motivá-los a ajudar na continuidade para o sucesso das estratégias definidas pela companhia nos passos anteriores. Todos os participantes devem ser treinados para que conceitos da metodologia e os objetivos da companhia fiquem bem claros (KHOMBA, 2015; LEVYA; RODRIGUEZ; FIERRO, 2016).…”

“…Figura 5 -Metodologia proposta por Levya, Rodriguez & Fierro (2016) Fonte: Adaptado de Levya., Rodriguez e Fierro (2016).…”