Developing a 5-Year Strategic Plan for Sustainable Business Growth

This article discusses the process of developing a 5-year strategic plan for sustainable business growth by prioritizing environmental friendliness and social impact. It covers determining the company's current position, defining objectives, and allocating resources to achieve priorities. The article emphasizes the importance of being environmentally friendly and having a positive social impact on customers to meet stakeholders' expectations.

Running head: MBA 1
MBA
Name
Institution

MBA 2
Introduction
The primary goal of conducting any venture is to generate profits for the stakeholders. In
generating such wealth as well as making sure that the business is sustainable, there is the need
for the organization to develop its brand image. This does not only facilitate products’ quality but
also enhances the product’s success. This leads to increased sales and revenue.
In developing the 5-year strategic plan, the primary priority is to focus on the
stakeholders’ interest as well as to ensure that the company’s brand image is developed (Ansari,
Munir & Gregg, 2012). The company’s image can be enhanced by ensuring that the company is
environmentally friendly and has a positive social impact on the society.
The process of developing the strategic plan includes; first determining the company’s
current position. The company has become successful in its operations but is experiencing
challenges in acquiring bigger contracts due to the competitive environment from the big
organizations (Bose, Kuila, Mishra, Kim & Lee, 2012). This has impacted negatively to the firm,
its people, and the company’s reach. The second step involves determining the company’s future.
This is essential in setting the company’s direction thus leading to long-term sustainability. The
organization’s future is to become competitive by seeking financial support from investors.
The third step is defining objectives that will result to the attainment of the priorities of
meeting stakeholders’ interest and building the brand image. Having a strong brand image would
translate to increased sales and revenues which would mean that the stakeholders’ expectations
of having a profitability level of 15% would be met (Cairns, Ahmed, Mullett & Wright, 2013).
Being environmental friendly concerns the organization’s impact on the natural resource
depletion, the company’s ability to manage pollution and emission, management of waste, as

MBA 3
well as energy source and use. The other objective is maintaining a positive social impact
(Waligo, Clarke & Hawkins, 2013). This can be achieved by engaging in social obligations. This
is attained by addressing challenges such as poverty, access to health, managing poverty,
facilitating education, as well as engaging in wider societal challenges’ management (Chueh et
al., 2013). The fourth step involves determining the person accountable. This involves allocating
time, human capital, and budget to address the priority. The last step is reviewing the plan to
ensure the priority is achieved.
The stakeholders should acknowledge that being environmentally friendly and impacting
socially would assist in achieving the 15% profit level. This is because managing waste through
recycling, avoiding, and reusing reduces the company’s expenses (Homburg, Stierl &
Bornemann, 2013). Also, environmentally friendly methods’ promotion set the business from
other rival companies thus attracting new clients that are focused on buying products from a
business that is environmentally friendly. This would increase the profit margins. Customers also
want to associate themselves with an organization that takes interest in their way of life through
social development.
Conclusion
It is evident that an organization that basis its strategic plan by prioritizing to focus on
being environmentally friendly and having a positive social impact on its customers is likely to
meet the stakeholders’ expectations. This is because customers tend to want to associate with a
business that is environmentally friendly and gives priority to sustaining their lives.

MBA 4
References
Ansari, S., Munir, K., & Gregg, T. (2012). Impact at the ‘bottom of the pyramid’: The role of
social capital in capability development and community empowerment. Journal of
Management Studies, 49(4), 813-842.
Bose, S., Kuila, T., Mishra, A. K., Kim, N. H., & Lee, J. H. (2012). Dual role of glycine as a
chemical functionalizer and a reducing agent in the preparation of graphene: an
environmentally friendly method. Journal of Materials Chemistry, 22(19), 9696-9703.
Cairns, G., Ahmed, I., Mullett, J., & Wright, G. (2013). Scenario method and stakeholder
engagement: critical reflections on a climate change scenarios case study. Technological
Forecasting and Social Change, 80(1), 1-10.
Chueh, C. C., Yao, K., Yip, H. L., Chang, C. Y., Xu, Y. X., Chen, K. S., ... & Chen, W. C.
(2013). Non-halogenated solvents for environmentally friendly processing of high-
performance bulk-heterojunction polymer solar cells. Energy & Environmental
Science, 6(11), 3241-3248.
Homburg, C., Stierl, M., & Bornemann, T. (2013). Corporate social responsibility in business-to-
business markets: How organizational customers account for supplier corporate social
responsibility engagement. Journal of Marketing, 77(6), 54-72.
Waligo, V. M., Clarke, J., & Hawkins, R. (2013). Implementing sustainable tourism: A multi-
stakeholder involvement management framework. Tourism management, 36, 342-353.