Crdb workers saccos and effectiveness of its

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CRDB Workers SACCOS, and effectiveness of its operational systems in serving its members; evaluating performance of its current strategies to fulfill and achieve its mission, vision; usability of its corporate cultural values; appraising its strengths and weaknesses in harnessing the existing opportunities in the market, while counteracting the challenges (SWOC analysis). Furthermore, the chapters are analyzing: the external environment of the SACCOS (political, economic, social and technological environment) to further ascertain key business interfaces and how the SACCOS should address them; and related challenges; and the source and impact of competition to its business. Chapter five (5) sets where the SACCOS envisions to go in the next five years the mission, vision and values it wants to reflect to its customers and the society; and Chapter seven (7) indicates the ways of measuring its progress along the way in reaching its destination. On the other hand, Chapter six (6) identifies the means initiatives and resources in terms of strategic objectives and goals, activities and periodic targets to assist CRDB Workers SACCOS to achieve its five years’ vision. Therefore, in summary this document has been divided into three main areas: (i) what is the current position of the SACCOSin terms of performance of its current strategies, strengths and weaknesses of its products and services, systems and priorities; (ii) where it wants to go or to becomein the next five years in terms of a new mission, vision and cultural values it wants to reflect to the society; and (iii) how it is planningto reach there the objectives and goals, initiatives and resources. These areas are well explained in details in subsequent chapters of this document.
Strategic Business Plan [2ndDraft]CRDB Workers SACCOS Limited ©2013Page | 7 3.Strategic Review of CRDB Workers SACCOS 3.1.Performance Overview 3.1.1.Evaluation of Previous Strategic Business Plan The SACCOS has had no opportunity to plan for a period beyond one year. Its planning has been focusing on its annual businesses and mostly with no annual operational plans, rather with only annual budgets with specific activities. Therefore, despite the fact that there has been some strategic issues to be tackled over a longer period of time, there has never been a strategic framework to plan and enforce implementation for concrete results. Thus, in a way, it has been difficult for the SACCOS to achieve bigger goals and objectives for transforming its outlook and performance. Therefore, because of the pressing need to redesign its image and brand, into a modern and a customer responsive institution, the Board has earmarked year 2014 to develop its first five years strategic business plan. This will allow the Board and Management of the SACCOS to develop a sense of strategic outlook to help them see the business of the SACCOS beyond a year and hence able to systematical transform this institution.

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