Abstract
Strategic planning is the first step in strategic management. Decisions made during this stage allow organizations to choose which products, services, or markets to abandon or pursue, how to allocate resources, how to design the organization to carry out a chosen strategy, and how to compete. For example, Morrison Restaurants, Inc., has developed and implemented an integrated strategic plan for the organization as a whole as well as strategic plans for each of its three divisions and multiple concepts. The overall plan addresses how an organization that operates different concepts in various markets will pursue its organizational goals and describes how each division and concept should contribute to achieving those goals. In effect, Morrison Restaurants has established a hierarchy of flexible plans linked to one another through supporting goals and objectives. It did so by developing a mission statement and a related set of goals, creating operational plans that could achieve those goals, and making action plans to show how to carry out the operational goals. This article focuses on the 1992 planning process within Morrison's Ruby Tuesday Group.
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