There is no rule concerning the way of structuring a strategic plan, but it is necessary to have good practice, including the following items:

* Analysis of external catalysts: it's must include factors such as, market structure, levels of demand and pressures on costs, corresponding to the elements of all opportunities and threats of a swot analysis.

* Analysis of internal catalysts it includes the strengths and weakness of a swot( strength, weakness, opportunity and trhreat)

* Vision statement, a concise summary of the vision you have of your business in five to ten years.

* Objectives of the first level, there are major objectives to the achieved, so that your business vision become reality. It can be attracting new type of customer, developing new products and services or detaining additional sources of funding

* Implementation it implies the indications of key measures that must be performed to achieve your first level

* Ressources: a summary of the implications of your proposed strategy that will have on the business needs. The summary will reflect financial requirements and factors such as level of staffling, premises and equipments.

Also, considering to add a summary of management may be useful for prospective investors and other key shareholders.

Strategy planning is the process involved in developing methods and ways to achieve organizational goals and objectives efficiently. The sole purpose and responsibility of business, according to Milton Friedman (1970), is to be profitable and create wealth for its shareholders. In order to successfully accomplish this objective, firms form and implement strategies. A succinct definition of strategy is “A course of action, including the specification of resources required, to achieve a specific objective” (Dictionary of Accounting, 2007). Simplicity of definition aside, forming strategy is very complex for, as Mintzberg et al (2005) point out, strategy formation is like a beast, an elephant whose parts must be understood before we can comprehend the whole (p.3), since each part conveys a different meaning to an observer with limited vision and perspective; furthermore, they postulate that strategy is a pattern or consistency of behavior over time. For example, a firm that consistently sells high end products in its industry has a pattern of behavior that indicates it is pursuing a high-end strategy (p. 9, para. 4).

Pizur (2012) sees strategy as an essential conversation that must be informed by a process of deep inquiry, discovery and understanding of the domestic and global market environments (the parts that form the whole beast) that firms operate in. Porter (1996) pointed out that operational effectiveness is not strategy, though it is a necessary part of strategy formation; moreover, he proposed that there are five forces that shape competition and these forces should inform strategy formation in any given industry. These industry forces are: threat of new entrants; threat of substitute products or services; bargaining power of suppliers; bargaining power of buyers and rivalry among existing competitors. Thus, understanding the whole beast will allow firms to create sustainable strategies that will give them a competitive edge or advantage in the market place, and help them to achieve their profitability and wealth-creating organizational goals.

Ref:

Friedman, M. (1970). A Friedman doctrine: The social responsibility of business is to increase its profits. NY. New York Times.

Mintzberg, H., Ahlstrand, B, & Lampel, J. (2005). Strategy safari: A guided tour through the wilds of strategic management. NY: Free Press.

Pizur, T. (2012). Transcript of: Introduction to strategy. Retrieved from http://media.capella.edu/CourseMedia/OM8012/10StrategySchools/strategyschools_ts.html

Porter, M. E. (1996). What is strategy? Harvard Business Review, 74(6), 61-78.

STRATEGIC PLANNING = STRATEGIC MANAGEMENT - STRATEGY IMPLEMENTATION

Strategic planning is  process of managing and navigating decisions in alternative scenarios. Objective is to be able to address complexity of decision making under the uncertainty and asymmetry of information. 

Dear Yudi,

Please, see the links:

Theories of strategic planning (authored with Jurgen C Schmidt and Martyn Laycock)

http://www.healthknowledge.org.uk/public-health-textbook/organisation-management/5d-theory-process-strategy-development/strategic-planning

STRATEGIC PLANNING THEORY AND PRACTICE by WILLIAM DOW TROTTER

http://digitalcommons.pace.edu/dissertations/AAI8205355/

Regards,

Vanessa