Re-energize your strategic planning with the highly acclaimed Michigan State University two day SIMPLIFIED STRATEGIC PLANNING SEMINAR.

This Two-Day Interactive Seminar is specifically for executives of independent companies and subsidiaries of larger companies Who Want to Achieve Better Results Faster. 

CEOs can attend for free when accompanied by one or more additional attendees.

Better yet, get an in-house seminar customized for your company.

12,000+ Executives Recommend This Seminar.

Watch The Video To See What CEOs Say About Simplified Strategic Planning
Wondering if the Simplified Strategic Planning seminar is for you?  Listen to what this CEO had to say after attending our program....Don't waste your time with fluffy approaches to hard strategic problems...attend this content filled program!

What is your time worth to you?
See a sample - getting your strategic objectives DONE
Watch Simplified Strategic Planning co-author Robert Bradford present a section of this powerful two-day program.  It's NOT a sales pitch, NOT fluffy, useless stories - just HARD CORE real USEABLE information you can use right away!

See what this tech company COO says about Simplified Strategic Planning
Want to hear how Simplified Strategic Planning has worked in the REAL WORLD in REAL COMPANIES?  Listen to what Tom Stenoen, COO of Stratasys has to say about how their strategic planning ROCKED after seeing this program.

Why is Simplified Strategic Planning Different?

There is no denying that strategic planning involves complex issues. But developing your strategy (course and direction) doesn't have to be complicated. Good strategic planning should be simple, but not simplistic.

Simplified Strategic Planning Process Structure 

At the broadest level, the Simplified Strategic Planning process is a series of structured meetings in which your team starts by gathering some basic data and facts about your external and internal situation. Then you hypothesize key assumptions about the future. You make sure everyone understands it and agrees with the facts and assumptions. They shape all further discussion about strategy. 

You will then identify key issues that affect strategy. From there, you go on to develop your strategy (course and direction). Then you define goals and objectives and get into the questions of: 

  • How do we get there?
  • Who will be involved and will they have the time required?
  • How much is it going to cost?
  • When do we arrive?
  • Who is responsible?

The main point of the Simplified Strategic Planning process is to formulate sound, appropriate strategy to make it manageable. If you want to create a beautifully-bound bookend that everyone has and no one uses, you'll probably spend a lot of time and money. But if you want to create a real, workable plan that gets things done, the Simplified Strategic Planning process is for you.

Remember the entire purpose of strategic planning is to get results. Implementation must be specific because when it is not, it will inevitably fail. The Simplified Strategic Planning process leads to specific implementation of your strategy.

Sound Strategy + Effective Implementation = Solid Success 

At the end of the Simplified Strategic Planning process, you end up with 6 to 10 action plans that support your objectives which will be accomplished on time and on budget. Simplified Strategic Planning is a lean, thorough, effective process that has been honed and improved for over 35 years. 

Simplified Strategic Planning will assure: 

  • balanced input,
  • thoughtful strategic thinking,
  • selection of a course and direction that fits your unique competencies, 
  • differentiates your company
  • and leads to profitable growth,
  • highly focused action on a few strategic objectives in support of that course and direction.

Take a Look at What You'll Discover during This Hard-Hitting, Two-Day Seminar

Why Most Companies Fail at Strategic Planning 

  • Why strategic planning requires a big-picture approach, rather than a single "magic bullet" solution
  • How to craft a strategy that is thorough, yet simple
  • Why a quest for perfection can doom the planning process.
  • Why the entire strategic plan in a few consecutive days always fails.
  • Why the process must not be complex.
  • How to provide for good execution.
  • How to avoid assumption and presumption errors.

How to Create a Great Strategic Team 

  • Why you should never plan by yourself
  • Who should be on your team...and who must NOT be
  • How to build team commitmentHow to assure that the team understands the process
  • How to select the best process leader

How to Dominate Your Market 

  • Why you must define your market with laser-like focus when creating a strategic plan
  • The right way to segment your market for maximum profits
  • The #1 mistake most companies make when doing segmentation
  • How to gain market share...no matter how tough the competition is

How to Get Information You Need 

  • Why the information you gather is critical to the success of your plan
  • The hands-down best way to gather information
  • Why you never want too much information...and how to know when you have enough
  • The truth about who should gather information for you (hint: the answer may surprise you)

How to Measure Key Success Factors 

  • The key areas to measure that drive your business
  • The accurate way to measure intangibles
  • How to create a profitability analysis to uncover and enhance your best profit centers
  • The one thing you must always measure to ensure the very survival of your company

How to Find Your Unique Strategic Competency 

  • Why every company must find its strategic competency and what to do if you can't find one
  • The three elements of every strategic competency
  • How to sustain your strategic competency
  • The three specific tests that every strategic competency must pass

How to Make Good Assumptions 

  • How to avoid one of the biggest mistakes of strategic assumptions
  • How to anticipate the turning points in a trend
  • What to do when it's impossible to make a reasonable prediction
  • The four steps to minimizing assumption errorsHow to prepare for the unexpected

How to Select and Exploit Your Best Opportunities 

  • How to avoid the dreaded "group think"
  • How to use creative brainstorming to uncover breakthrough ideas
  • How to stimulate creative thinking about opportunities
  • The four criteria you should use to assess the viability of any new opportunity

How to Protect Your Company From Potential Threats 

  • The most important question your company must answer to anticipate any strategic threats
  • How to evaluate perceived threats to identify those with the greatest potential impact
  • The five steps you must take to minimize the impact of any significant strategic threat

How to Determine Your Strategic Focus 

  • The six options for your company's strategic focus
  • How to align your strategic focus with your strategic competencies
  • The four key factors of market attractiveness
  • The seven key characteristics of your competitive positionThe five core business strategies
  • How to select the best strategy for each market segment
  • The four options for your competitive strategy
  • How to select a competitive strategy for each market segment

How to Get From Where You Are To Where You Want to Be

  • How to set measurable, specific and achievable strategic objectives
  • How to achieve 80% to 90% of your strategic objectives (most company achieve only about 30% of their objectives)

How to Best Allocate Your Resources To Meet Your Objectives

  • How to determine resource needs and availability
  • How to find the money and the time to carry out your strategic plans

How to Most Effectively Use Your Strategic Plan 

  • Why the planning process produces better results each time you use it
  • How to use your daily behavior to communicate your plan throughout the company
  • When to update your plan
  • How to monitor your progress and re-assess your strategy for best results.

How to Make Sure You Get the Results You Want 

It is relatively easy to create a strategic vision for a company, but much more difficult to follow it and achieve results. Companies that do a good job of implementing their strategy can expect to achieve from 80 to 90 percent of their objectives. The three tools that are vital for success in the implementation stage include: Action Plans, Budgets and Management Schedule.

A Sample of Companies That Have Recently Attended

Accident Fund Insurance Co. of America

Addison Products Company 

Advance Transformer Co.

Advantage Federal Credit Union 

Air Force Medical Logistics 

AKZO Nobel Decorative Coatings 

Alliance Data Systems

ALPS Automotive, Inc. 

American E & S 

American Seating Company 

American Wood Fiber 

Anchor Wall Systems, Inc. 

Anderson Development Co. 

Antares Management Solutions 

Antler Software 

Battelle BBS Inc. 

Benjamin Moore & Co.

Bergen Regional Medical Center

Bil-Jax Inc.

Blue Cross Blue Shield of Michigan 

Bridge Bank 

Bucyrus Precision Tech, Inc. 

Candella Automotive Products, LLC

Carlson Airflo Merchandising Systems 

CGE CareSystems, Inc. 

Champion Mortgage 

Cher-Make Sausage Co. 

CHI Systems Inc. 

Colbond Inc. 

Comar Inc. 

Conbraco Industries, Inc. 

Datamatic Group LLC 

Dewied International Inc. 

DNE Technologies Inc. 

Doug Hendricks Consulting 

Eastern Mortgage Co., Inc. 

ECP Incorporated

Edgetech I.G., Inc. 

Edward C. Levy Co. 

Electro Chemical Finishing Co. 

Estes Design & Manufacturing Inc. 

Exxon Mobil 

FasTest Inc. 

Federal Reserve Bank of Cleveland 

Furniture Find Corp. 

G-U Hardware, Inc. 

G & P Trucking Co., Inc. 

Garrett Group, LLC 

General Carbide Corp. 

General Press Colors, Ltd. 

Goodrich Corp, Turbine Component Services 

Gougeon Brothers Inc. 

Greenpoint Technologies, Inc. 

Group Health Coop. of South Central WI 

GSM Industrial Heat Controller, Inc. 

Holland Engineering, Inc. 

Hormel Foods Corp. 

Hospitality International 

H&R Block 

Injun Enterprises 

Inline Plastics Corp. 

Jones-Zylon Co. 

J. R. Clancy, Inc. 

Kroeschell Operations, Inc. 

Lake City Industries 

LAMMICO 

Lancaster Colony Corp. 

Lasertel, Inc. 

Lea County Electric Coop. 

Letterkraft Printers, Inc. 

Liturgical Publications Inc. 

Load Rite Trailers, Inc. 

Louisiana Rehabilitation Services 

L.B. White Company Incorporated 

MascoTech Industrial Components

Master Pneumatic - Detroit 

McKesson 

Medtronic Inc. 

Members Investment Services 

Mitsui Chemicals America, Inc. 

Northrop Grumman

Northstar Polymer LLC 

Operating Engineers Local Union No. 3 Ottens Flavors 

Padilla Speer Beardsley 

Pal-Tech Inc. 

Petersen Industries, Inc.

Prime Graphics 

Principal Financial Group Ready Access 

Rich Products Corp. 

Rigaku/MSC, Inc. 

Scotts Lawn Service 

Sentel Corp. 

Steris Isomedix Services 

St. Mary Galvanizing Co. Inc. 

SymCom, Inc. 

TechGroup Inc. 

The McFarland Institutes 

Toolbuilders Laboratories, Inc. 

Traverse Precision, Inc. 

Tremco, Inc. 

Tri-Tec, LLC 

Trico Manufacturing Corp. 

Trident Computer Corp. 

United Forming Inc. 

U.S. Central Credit Union 

Verizon 

Welch Allyn, Lighting Products Division Wentworth-Douglass Hospital 

Wolf X-Ray Corp.

Meet Your Instructors - America's Leading Experts on Strategy for Small- and Mid-Sized Companies

Dana Baldwin

Dana brings more than 30 years of business experience to his seminar participants. He has held senior management positions, including Chairman, CEO and COO, in mid-sized companies. He is familiar with all functional areas, having also served in sales, sales management, production, and engineering. He has a Masters of Management from the Kellogg School of Management at Northwestern University. His critical thinking skills have been well developed and honed with more than 10 years experience leading companies through Simplified Strategic Planning.

Dana Baldwin has managed two different machine tool companies, coming up through the ranks from a beginning engineer to become Chairman, President and CEO of one company. He then joined a startup company that had purchased a product line from his original company. He was instrumental in establishing the new firm as a leader in the market place. Dana actively leads strategic planning in dozens of companies in a wide variety of industries with consistently good results. Clients include regional telephone companies, a chemical recycler, a logistics company, a multi-national institutional furniture company, a multi-division plastics company, a multi-national industrial pump company and a community college.

Recent articles by Dana include: "Dealing with a Low Cost Competitor", "The Strategy of Succession Planning" and Addressing the Challenge of China's Labor Cost Advantages. 

Dana has a BS-IE form the University of Michigan, and a Master of Management from the Kellogg Graduate School of Management at Northwestern University. 

A very effective presenter, Dana brings a unique combination of theoretical and practical knowledge as well as humorous insight to his programs. Dana leaves his seminar attendees with practical, "how-to" steps that they can apply to facilitate their learning. 

"Mr. Baldwin is a very likeable fellow, who comes across in an easy to follow manner." Greg Tweed, Executive VP & COO, Nortech Systems, Inc

Robert Bradford

Robert Bradford is the keenly creative and insightful CEO of the Center for Simplified Strategic Planning and co-author of of the Simplified Strategic Planning Manual and Simplified Strategic Planning -- A No-Nonsense Guide for Busy People Who Want Results Fast!
Robert has conducted over 2,000 strategic planning meetings with many clients in a wide variety of industries, delivering outstanding results. 

Recent articles by Robert include: "Re-thinking the SWOT Analysis", "Understanding the Competitive Value of Your Brand", "Dealing with Powerful Customers" "Understanding Value", and "What Does Your Company Mean".

A Graduate of Princeton University, with a A.B in Military History, Robert holds an MBA degree from the Amos Tuck School of Business Administration and has completed Post-graduate work at the London Business School.


Robert is a member of the National Speakers Association and a Certified Speaking Professional. As a nationally acclaimed speaker, Robert blends a unique combination of broad knowledge and humorous insight resulting in seminars that are lively and practical at the same time. He has great relevant examples for every situation, and his presentations are crammed with great tips. A master trainer, he has spent the last nineteen years converting management theory into real-life application. Robert always stimulates great strategic thinking and leaves seminar participants with practical, "how-to" steps they can take home to put to use immediately. Robert's seminars resonate with business audiences because they are built upon years of real-world strategic decisions. This real-world management experience enables Robert to bring real nuts-and-bolts strategic thinking into every seminar presentation. 

"Your seminar...far exceeded the expectations we had when we first decided to participate." Mario Apruzzese, Cabana Foods, Inc.

Denise Harrison

Denise has been a successful strategy catalyst for over 20 years. She understands tough situations and envisions solutions in a variety of environments.
As President of a $50 million financial services firm, Denise significantly enhanced profitability and enhanced cycle time by 60%. As President of a division of a Fortune 500 company, she successfully researched and developed the corporation's international expansion.

As a strategy consultant, her clients include manufacturing companies ranging from specialty chemicals to computer storage devices, and services companies ranging from insurance to software developers. This hands-on experience gives her fresh insight into current business issues.

She is the author of numerous articles including: "Innovation - Where to Look for It", "Strategic Planning: Sometimes a Road Less Traveled is Best", "March to a Different Drummer", "The New Economy: What is it? How Will It Impact My Business?", "Weathering Uneven Economic Growth" and "Turning Strategy into Action". 

Denise's background includes "old" and "new" economy experience combined with diverse functional experience, which enable her to communicate with executives peer to peer using thought provoking real life examples. Her presentations energize executives to think strategically, execute efficiently, and capitalize on the intellectual capital resident in their organization. Executives take away practical ideas for enhancing their organization's performance. 

Denise graduated from Wellesley College with a BA in Economics and has a MS in Business Policy from Columbia University. 

"Denise is fantastic... a powerful message... It is a superb recipe for business success. I found this more useful than any seminar I have attended - including those by Michael Hammer." Mark Miskie, John Deere & Company

When you attend Simplified Strategic Planning for Small to Mid-Sized Companies, you'll receive:

  • Access to the CSSP Support Hotline. Your instructor will answer the questions that pop up after the seminar ... once you begin implementing Simplified Strategic Planning.
  • Lifetime Subscription to Course and Direction. This bi-monthly electronic newsletter delivers cutting-edge insights and helpful tips for keeping your strategic planning on course.
"Using this process for three years, we have doubled our sales volume and have also doubled our operating profit percentages."
G. Alex Bernhardt, Sr.
, Chairman and CEO, Bernhardt Furniture Company
Simplified Strategic Planning Seminar
2015 Center for Simplified Strategic Planning, Inc.
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