The mission of this strategic planning effort is: “To sustain and improve the Greater
Sudbury Chamber of Commerce's value proposition to its members.” Methods used to
collect opinions and experience included online polls/surveys for Strategic Planning
Committee (SPC) and Board of Director (BoD) members and in selected cases other
stakeholders were given the opportunity to provide input. In addition 3 facilitated face-to
face sessions with SPC members were held.
Important information has been gathered about membership satisfaction and loyalty,
competitive positioning, market profile and much more. The input was discussed in an
open manner by the SPC. Based on the work undertaken by the SPC and using their
experience the SPC adopted the following overriding strategic goal:
The Greater Sudbury Chamber of Commerce should adopt a “grow and build”
orientation because it is in a strong competitive position in the marketplace. From its
current base the GSCC should use its internal strengths to take advantage of external
opportunities, overcome internal weaknesses and address external threats.
The strategic intent of investments, tactics, initiatives and activities is to position the
GSCC as a “must belong to” association.
Grand Strategic Plan for GSCC: Grow and build
As a result, three key over-riding business building strategies emerge:
- A market development strategy (new markets, existing products): is one which
introduces present products or services into new geographical areas, industrial
sectors or customer segments.
- A market penetration strategy (existing markets, existing products): is one which
seeks greater market share for current products in present markets.
- A product development / concentric product development strategy is one which
seeks increased sales by improving, modifying or adding related products or
services.
Business operations strategy:
An operations effectiveness strategy is one which ensures that the association is
operating in a member friendly manner in both a cost effective and timely manner.
These four strategies assist decision makers in determining “what” needs to be done to
grow and build the association. However the strategic intent of investments in time,
money, energy and other resources into these strategies is to “Position the GSCC as a ‘must belong to’ association”. This would be accomplished when initiatives, special
projects, goals and objectives are focused on one or more of the seven strategic
priorities:
- Engage and involve members
- Gain more members through increased marketing effort
- Add products and services to the member benefits package
- Assist its members in creating successful businesses
- Remain financially healthy
- Enhance its reputation as the voice of business in Greater Sudbury
- Improve the operational efficiency and governance practices of the association
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