Strategic Planning

Deanna HerwaldVice President-Quality Management Systems

Process Overview2.1a(1)

• Master Planning Calendar schedule• Timeline created• Foundation reviewed• Strategic objectives determined• Department Strategic Plans created• Action plans written• Capacity and capability plans updated• Company plan finalized• Plan deployed and implemented!

Master Planning Calendar2.1a(1)

January 2009S M Tu W Th F S

1 2 34 5 6 7 8 9 10

11 12 13 14 15 16 1718 19 20 21 22 23 2425 26 27 28 29 30 31

February 2009S M Tu W Th F S1 2 3 4 5 6 78 9 10 11 12 13 14

15 16 17 18 19 20 2122 23 24 25 26 27 28

March 2009S M Tu W Th F S1 2 3 4 5 6 78 9 10 11 12 13 14

15 16 17 18 19 20 2122 23 24 25 26 27 2829 30 31

April 2009S M Tu W Th F S

1 2 3 45 6 7 8 9 10 11

12 13 14 15 16 17 1819 20 21 22 23 24 2526 27 28 29 30

May 2009S M Tu W Th F S

1 23 4 5 6 7 8 9

10 11 12 13 14 15 1617 18 19 20 21 22 2324 25 26 27 28 29 3031

June 2009S M Tu W Th F S

1 2 3 4 5 67 8 9 10 11 12 13

14 15 16 17 18 19 2021 22 23 24 25 26 2728 29 30

July 2009S M Tu W Th F S

1 2 3 45 6 7 8 9 10 11

12 13 14 15 16 17 1819 20 21 22 23 24 2526 27 28 29 30 31

August 2009S M Tu W Th F S

12 3 4 5 6 7 89 10 11 12 13 14 15

16 17 18 19 20 21 2223 24 25 26 27 28 2930 31

September 2009S M Tu W Th F S

1 2 3 4 56 7 8 9 10 11 12

13 14 15 16 17 18 1920 21 22 23 24 25 2627 28 29 30

October 2009S M Tu W Th F S

1 2 34 5 6 7 8 9 10

11 12 13 14 15 16 1718 19 20 21 22 23 2425 26 27 28 29 30 31

November 2009S M Tu W Th F S1 2 3 4 5 6 78 9 10 11 12 13 14

15 16 17 18 19 20 2122 23 24 25 26 27 2829 30

December 2009S M Tu W Th F S

1 2 3 4 56 7 8 9 10 11 12

13 14 15 16 17 18 1920 21 22 23 24 25 2627 28 29 30 31

2009

Results/Process Management/Strategic Planning/Customer Mkt. Focus - All Day Results/Process Management/Strategic Planning/Knowledge Management - All Day

Legend:

Budget - 5 Hours Leadership - 1.5 Hours Workforce Focus - 3.5 Hours State of the Business - 5.5 Hours Department Knowledge Sharing - 2 Hours Focus on the Future - 5 Hours Mentoring Board Meeting - 5 Hours

Results/Process Management/Strategic Planning - All Day

MASTER PLANNING CALENDAR

Updated 09/30/09

S M Tu W Th F S1 2 3

4 5 6 7 8 9 1011 12 13 14 15 16 1718 19 20 21 22 23 2425 26 27 28 29 30 31

October

Strategic Plan Timeline2.1a(1)

Budget Strategic Planning Workforce Planning (incl. capacity and capability)

Month Day Action Output

June 24 QMS consolidates department SPs to create draft of Company SP (CAPs only)

June 24 Results, Process Management and Strategic Planning meetings

June 25 Strategic Thinking Team - Customer Engagement Referrals to SPP

June 25 CAP Stakeholder Determination Meeting #2 Stakeholders and resource time estimates identified

June 25 Workforce plan discussion; update 3-year org models

July 14 Remaining departments review draft of budget with President (HR, IS, FS, QMS, EC)

Final draft of budget for remaining departments

July DBM Departments review department capability, align with training plan and budget

The Foundation

Mission Statement Why are we here?Company Goals

What are we trying to achieve?Code of Conduct

What are the rules?

Strategic Objectives2.1b(1)

2009 Strategic Objectives 1. Grow the business

Goal: Grow sales by 20% 2. Improve website performance, Customer interface and overall value

Goal: Improve CS Survey Question "Ease of finding what you are looking for" to 89%Goal: Improve CS Survey Question "Overall look and design of site" to 89%Goal: Improve homepage load time to 1.5 seconds

3. Improve Customer satisfaction and loyalty Goal: Improve Overall Customer Satisfaction Survey Results to 93%Goal: Improve CS Survey Customer Loyalty Question "Would shop here again" to 94%Goal: Improve Customer Retention to 98.0%

4. Improve efficiency in key areas Goal: Reduce Operations Cost per Order from $X.XX to $Y.YY

5. Improve availability of data and informationGoal: Expand Deployment of Vendor Satisfaction Survey and Achieve Vendor Satisfaction of 90%

6. Improve quality in key areas Goal: Receive Baldrige National Quality Award

Department Strategic Plan2009 Merchandising Strategic Plan Action Plan Plan Description Type

3-Year Hunting Category Expansion Plan

Create a plan to expand the hunting category to continue growth to plan.

CAP

Technical Information ImprovementCreate a systematic process to get the highest demand products updated with the best information available.

DAP

Vendor Resource CenterCreate a system allowing Vendors to log in to secure website to view and submit important business information.

CAP

1. Grow the business

2. Improve website performance, Customer interface and overall value

5. Improve availability of data and information

Action Plans2.2a(2); 2.2a(3)

POSEC – Organize - Complete for Stage 2Project Timeline and Milestones:  

Standard milestones :•Documentation (update Company Glossary, process map(s), process summary and work instructions for all impacted processes)  [REQUIRED for all APs]

POSEC – Staff - Complete for Stage 1-2

Create Resource Requirements Resource Needed (role/skill/tool)Proposed Employee (name)Estimated Hour Range

Training RequiredProposed EmployeeProposed Training MethodTraining Date

POSEC – Control - Complete for Stage 3Results ReviewAP owners enter a record of the monthly results against the measures listed in the Goals/Projected Results section. Results are tracked until SLT approves discontinuation of monitoring.

Innovation

• Company State of the Business meetings• Department Knowledge Sharing meetings• All Master Planning Calendar meetings• Focus on the Future Meetings• Strategic Thinking Teams

Capacity Planning2.2a(3)

• Processes • Action Plans• Meetings• Training• Time Off

Strategic Plan

Department Leader Team

All Employees

Board of Directors

Strategic PlanningTeam

Middle Leadership Team

December

February

January

June

May

Apr

il

March

Novem

ber

Oct

ober

September

August

July

2.2a(2)

Monitor Implementation4.1b(1)

Weekly Action Plan UpdatesUpdated Action Plan Milestone Status Due Date

Owner: SF

1/21/2010LO Facility

Reconfiguration (Nitro)

ROI is complete; meeting scheduled to review with President. Continuing to develop integrated timeline and work with contractor on building.

12/1/2010

1/21/2010 Backorder Release v2

Beta testing and fixing issues. Plan to launch application into production on 1/26.

1/18/2010

Owner: DH

1/20/2010 Quest for Excellence

Current with all milestones; travel arrangements made, template and speaker form submitted.

4/15/2010

1/20/2010Excellence in

ColumbiaCurrent with all milestones; working on completing the proposal to submit to steering committee. 8/31/2010

Plan Execution Results4.1b(1); 2.2a(6)

MidwayUSA 2009 Strategic PlanStrategic Objectives and Action Plans

% of Strategic Plan Completed 92%Goal 95%

Action Plan Plan Description Status1. Grow the business 3-Year Hunting Category Expansion Plan

Create a plan to expand the hunting category to continue growth to plan.

Completed 10/13/09

2. Improve website performance, Customer interface and overall value

Server Virtualization Continue to virtualize servers. Completed 4/29/09

Improve Web Page: Homepage

Launch new homepage Completed 9/29/09

Strategic Objective Results4.1b(1); 2.2a(2); 2.2a(6)

2009 Strategic Objectives Year End Results1. Grow the business Goal: Grow sales by 20% 26.5%2. Improve website performance, Customer interface and overall value Goal: Improve CS Survey Question "Ease of finding what you are looking for" to 89%

85%

3. Improve Customer satisfaction and loyalty Goal: Improve Overall Customer Satisfaction Survey Results to 93% 93%4. Improve efficiency in key areas Goal: Reduce Operations Cost per Order from $X.XX to $Y.YY Y.YY5. Improve availability of data and information Goal: Expand Deployment of Vendor Satisfaction Survey and Achieve Vendor Satisfaction of 90%

91%

6. Improve quality in key areas Goal: Receive Baldrige Award Received

Company Goal ResultsCategory 7

Company Goal ResultsMeasure 2007 2008 2009 Goal1 Customer Satisfaction 92% 92% 93% 92%2 Employee Satisfaction 66% 82% 80% 82%3 Vendor Satisfaction 99% 94% 92% 90%4 Shareholder Satisfaction 98% 100% 99% 100%5 Modern Management Practices n/a 100% 99% 100%

Key Lessons Learned

• Senior Leaders must lead the initiative• Planning is driven by departments• Process integration improves success• Time will be required

Questions?

Thank you!Our best wishes to you in your pursuit of performance excellence!

For more information: www.AmericaNeedsBaldrige.com

qms@midwayusa.com