1. “ Strategic and Scenario Planning: Financial Considerations ” 2012 Winter Grazing Conference January 21 st, 2012 Barry Dunn South Dakota State University

2. Goals for Today What are Strategic & Scenario Planning? What are Strategic & Scenario Planning? Why do we do practice them? Why do we do practice them? Who does it? Who does it? Where does it take place? Where does it take place? When does it happen? When does it happen?

3. What is Strategic Planning? Organized process of preparing an organization for the future. Organized process of preparing an organization for the future. General statement about how an organization is going to win! General statement about how an organization is going to win!

4. Why?

5. How hard would it be to drive your car back to your farm or ranch tonight, driving forward, using only the rear view mirror?

7. Reactive WHERE WE ARE Past NowFuture WHERE WE WANT TO BE PLAN REACTIVE Ackoff, 1999

8. How hard would it be to drive your car back to your farm or ranch tonight, driving forward, using only the dashboard?

10. Interactive WHERE WE ARE Past Now Future WHERE WE WANT TO BE INTERACTIVE PLAN Akcoff, 1999 Idealized Design

11. How hard would it be to drive your car back to your farm or ranch tonight, driving forward, using only the windshield?

13. Preactive WHERE WE ARE Past Now Future WHERE WE WANT TO BE PLAN PREACTIVE Set Objectives Predict Akcoff, 1999

15. Strategic Planning is not only looking down the road, it is…

16. …not just a road map…

17. …it is a plan for a specific trip!

18. But… As you can imagine, a Strategic Plan needs to be flexible.

19. …so, while it is a plan for a specific trip, you need to be willing to adjust!

20. Scenario Planning

21. Questions for 2012: Will drought expand? Gov’t. disaster policy will be _____? Will interest rates rise? Will energy prices rise? Questions for 2012: Will drought expand? Gov’t. disaster policy will be _____? Will interest rates rise? Will energy prices rise?

22. Janell Kleberg photo

23. Your strategic plan will create the “structure” of your business Crew Boat Row Boat Our Boat??? Structure Matters

27. What Strategic Planning is not! Not tactical! Not tactical! Tactical refers to the competitive actions to implement strategy. Tactical refers to the competitive actions to implement strategy. Tactical is the choice of one “thing” vs. another. Tactical is the choice of one “thing” vs. another. Not operational! Not operational! Operational is the actual “doing.” Operational is the actual “doing.”

28. Strategies vs. Tactics Strategy Strategy Flexible Stocking rates Flexible Stocking rates Drought Marketing plan Drought Marketing plan Increase feed supplies Increase feed supplies Move cattle Move cattle Build $ strength Build $ strength Tactic Tactic 70% cows 30 % ylgs 70% cows 30 % ylgs Sell 10 yr olds and up Sell 10 yr olds and up Buy corn stalk bales Buy corn stalk bales Cover crops Cover crops Hfr development in feedyard Hfr development in feedyard Increase cash reserves Increase cash reserves

29. Why Strategic Planning? It is a high leverage point for successful management. It is a high leverage point for successful management. Provides a plan for “the trip” into the future of your ranch. Provides a plan for “the trip” into the future of your ranch.

30. 1. Inventory Internal Internal Financial Financial In come Statement In come Statement Balance Sheet Balance Sheet Trends Trends Risk Risk Physical Physical Weather Weather Land Land Cattle Cattle Rolling Stock Rolling Stock People People Skills Skills Interests Interests Experience Experience External External Community Community Schools Schools Businesses Businesses Churches Churches Marketplace Marketplace Local Local Regional Regional Political Political Regulatory Regulatory Technological Technological

32. 2. Establish a Shared Vision A Vision Statement is description of what the organization will look like after it successfully implements its strategies and achieves its full potential.

33. Vision Should include: Vision Should include: Values and reason for being Values and reason for being Envisioned future Envisioned future Recognition of how it serves its stakeholders Recognition of how it serves its stakeholders Owners Owners Employees Employees Customers Customers

34. Vision should address Vision should address Time: 5 years Time: 5 years Energy: Through language, a vision statement should inspire. Energy: Through language, a vision statement should inspire. Should encourage cooperation and creativity. Should encourage cooperation and creativity.

35. The process: The process: Allow yourself to dream. Allow yourself to dream. Everyone should be involved. Everyone should be involved. Shared Shared Comments from outsiders Comments from outsiders Key questions: Key questions: “What do we want?” “What do we want?” “What are we willing to commit to?” “What are we willing to commit to?”

36. “We progressively realize multigenerational goals in a fun, challenging, encouraging environment and continually improve people, products, services, the ranch, our community, and the ecosystem while sustaining a net profit.”

38. 3. Conduct SWOT analysis Strengths Strengths Weaknesses Weaknesses Opportunities Opportunities Threats Threats SWOT is an organized method of evaluating the internal environment (S &W) and external environment (O&T) of the organization.

39. SWOT StrengthsWeaknesses OpportunitiesThreats

40. Value of SWOT Can be used on the whole organization or part. Can be used on the whole organization or part. Proactive: used before action is taken. Proactive: used before action is taken. Helps in objectivity. Helps in objectivity. Creates discussion. Creates discussion. It helps develop an objective inventory of realistic “potential.” It helps develop an objective inventory of realistic “potential.” Balances “half full” vs. “half empty.” Balances “half full” vs. “half empty.”

41. SWOT StrengthsWeaknesses OpportunitiesThreats X X

43. 4. Closing the GAP between current status and your vision.

44. Creative Tension Vision of new reality Current Reality

47. GAP Analysis Vision vs. current state Vision vs. current state How does vision fit with resources? How does vision fit with resources? How does business measure up? How does business measure up? How different is current culture compared to what is needed? How different is current culture compared to what is needed?

48. Strategies to close GAP Find new resources. Find new resources. Reallocate resources. Reallocate resources. Lengthen time. Lengthen time. Modify size or scope. Modify size or scope.

49. Key Perspectives to View a Ranch Ranch Lifestyle Ranch Lifestyle Financial Financial Production Production Learning and Growth Learning and Growth

50. Perspective: Cattle Production Current Situation: 1.100% Cows 2.Old cow herd 3.No feed carry over 4.Operation self contained 5.Cattle rich cash poor 6.High level of risk Desired State: 1.Flexible Stocking Rate 2.Young cow herd 3.Feed reserves 4.Feed located 5.Cash 6.Low risk Action: 1.70% Cows 30% Ylgs 2.Sell load of old cows 3.Plant cover crop 4.Locate irrigated stalks 5.Slow debt reduction plan 6.Pasture insurance Resources Required 1. 0 2. 0 3. $10/acre 4. Network 5. Visit with lender 6. $

51. Potential Strategies for Key Perspectives Ranch Lifestyle 1. 2. Finance 1. $25K 2.Slow debt reduction 3.Pasture Ins Production 1. Sell old cows 2.Plant cover crop Learning and Growth 1. Network 2.Develop Plan 3.Call Amy Roeder

53. Unintended Consequences

54. 5. Scenario Planning

55. Questions for 2012: Will drought expand? Gov’t. disaster policy will be _____? Will interest rates rise? Will energy prices rise? Questions for 2012: Will drought expand? Gov’t. disaster policy will be _____? Will interest rates rise? Will energy prices rise?

56. Select and evaluate the most probable. Choose 2-4. Choose 2-4. These can be tied to a SWOT analysis. These can be tied to a SWOT analysis. These can be tied to GAP. These can be tied to GAP. Collect objective information. Collect objective information. Flesh out each with a paragraph. Flesh out each with a paragraph.

57. Determine strategies with highest likelihood of success. Scenario 1: Drought Scenario 2: Gov’t Policy Scenario 3 High Interest Scenario 4 High Energy Production Sell cows Cover crops ++++ +0+0 +-+- ---- Financial Cash Reserve Slow Debt ++++ 0000 ---- 0000 Lifestyle Strategy 1 Strategy 2 ++++ +0+0 +-+- +-+-

58. Final Strategies Ranch Lifestyle 1. 2. Finance 1. Build cash 2. Slow debt reduction Production 1. Flexible Stocking Rate 2. Increase feed reserves Learning and Growth 1. Net work 2. Develop strategic plan

59. Strategic Planning? 1. Inventory internal and external aspects of ranch. 2. Develop a vision (set goals). 3. SWOT 4. GAP 5. Test with scenario planning.

60. Thank You!