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Strategic Planning and Decision-Making: Powered by SAS(R)

Course Details
Code: BPDM
Tuition (USD): $1,650.00 • Classroom (2 days)

This course helps students learn how basic statistical techniques can be used to better inform strategic business and decision-making challenges. The focus of the course is to learn the key tools and tactics of a corporate strategist/strategic planner. However, woven into the course are key analytics, powered by SAS, that can enable strategists to be more data driven and objective in terms of options, pros/cons, recommendations, and contingency plans.

Skills Gained

  • Develop and/or assess large-scale projects or corporate strategies in terms of mission and vision statements (conceptual strategy) using data analysis to validate key focal points.
  • Conduct macro- and micro-market analyses of competitors, suppliers, customers, and other key players using statistical methods (analytical strategy).
  • Implement metrics and scorecards, while validating them with robust analytical tools, to support ongoing growth (operational strategy).

Who Can Benefit

  • Business managers with a basic statistical background (MBA is sufficient), as well as data analysts and statisticians who aspire to higher-level strategic planning positions, including those involving more significant investment/business decision-making, project planning, and large-scale program development and implementation


  • Before attending this course, you should have completed or have the equivalent working experience the of Statistics I: Introduction to ANOVA, Regression, and Logistic Regression course.

Course Details

Strategic Thinking and Planning: The Three Levels of Analysis

  • Framework for strategic thinking.
  • Conceptual strategy: mission, vision, and values.
  • Analytical strategy: assessing a competitive market.
  • Operational strategy: metrics, measurements, and planning.

Conceptual Strategy: Mission, Vision, and Values

  • Values and leadership.
  • Creating a compelling vision.
  • Aligning our mission and vision.

Analytical Strategy: Analyzing Key Market Participants

  • Market participants and forces at work.
  • Assessing variability in our market.
  • Competitive advantage – creating differentiation.

Operational Strategy: Monitoring and Measuring Success

  • Measuring and monitoring: the balanced scorecard.
  • Using scorecards to track progress.
  • Action planning: designing tasks tied to scorecard metrics.

Course Summary and Participant Examples

  • Course review: strategic thinking with analytics.
  • Common pitfalls of strategic plans.
  • Putting it all together: “strategy on a page.”
  • Discuss examples of real-world plans with analytics (from participants).
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