Operational Planning
Results-oriented operational planning is critical to the success of every business, and yet many companies struggle to develop and maintain a focused approach.
By facilitating a collaborative, interactive and open dialogue among management team members, we can help you develop and implement your operational plan. Our business planning process includes establishing personal accountabilities, specific measures, and defined action steps to get you to your goals. We can help you answer these key questions:
- Where are we now?
- Where do we want to be?
- How do we get there?
- How do we measure our progress?
How We've Helped
Case Study: Beginning With the End in Mind
$100 million Printer
Overview
A multi-division printing company wanted to develop an operating plan for its upcoming fiscal year.
Solution
Sutker introduced its results-oriented business planning process which included surveying key personnel regarding the marketplace, operations, personnel, and organization, working with the Company’s management team to, based upon the survey results, identify and analyze key company attributes, weaknesses, and opportunities. Based on this assessment, Sutker helped the team develop strategic goals. Then, “drilled down” to specific action steps to attain these goals as well as determine key result measures to assess their progress.
Case Study: Mapping Out the Solution allows for a Triumphant Return
$10 Million Restaurant Group
Overview
COVID-19 and the resulting capacity restrictions brought a successful restaurant group to its knees. Ownership as well as the group’s lender questioned its viability.
Solution
Working with ownership/management, Sutker Moran developed financial projections for each restaurant, modeled to easily evaluate various scenarios given the uncertainty of the situation. Sutker, then, analyzed various components of the operation which was used by management to identify cost reductions. After incorporating these reduced costs into the projections, Sutker modeled the payment deferrals it needed from its lender and landlords in order to survive. Armed with a plan, Sutker was able to negotiate and agree upon a deferred payment plan from its lender as well as its landlords. These deferrals allowed the restaurant group to survive until obtaining government relief and the eventual lifting of capacity restrictions.
