l*fint$t FnFsut rodryfttffi

quality tions, 100 percent guarantees. We also grade-certify many of otir,.; remanufacturcd producs to a$sure you the on-grade, top qualitythal will satisfy your customers' needs.

With three locations serving 12 western states, a deeply experienced workforce, and a finely tuned, lust-in-time delivery syslem, we're committed to being the most responsive lumber distributor you've ever known. Gall us for the qualityin whatever quanlity-you need. We'll always be equal to the task.

fiVER THE years, strategic plan\-Zning has taken on a mystique. Many managers may believe that unless you have a Harvard business degree, you are incapable of creating a good, workable strategic plan. This is nonsense.

You need to demystify strategic planning. Simply put, it's developing a strategy that addresses all probable eventualities and determining the best actions to take to reach goals, overcome obstacles and maintain a competitive edge in good times or in bad. Clear away all the unnecessary jargon and approach planning as a simple, six-stage process: analyze the past, take a look at what's currently happening, set goals, create strategies, put systems in place, and ultimately create change.

To create a valid strategic plan, first take a critical look at the past. Examine your company's history to gain insights into how you arrived at your present position. Take a look at why and how your company was started. Analyze the changing revenue and profit stream over time, and the original mission of your business. Most importantly, pay close attention to past changes in profitability and the stimulus for these changes.

Try to objectively determine the impact the company's leadership has had on the direction the business has taken over the years. Since this may be difficult to accomplish if you have been the leader, an outside party may be called in to facilitate this process.

Story at a Glance Benefits of a strategic plan six steps to creating, implementing your

plan.

Over the last 20 years, Ganahl Lumber, Anaheim, Ca., has sent over 100 managers through Management Action Programs workshops to finetune their executional skills. "Our people need to be expert at executing the nuts and bolts," says Peter Ganahl, president. "We've succeeded at our business for 113 years because we know that we must execute well at the little things, the details, and concentrate on providing excellent service."

After you have a better understanding of the past, you will find it easier to study the present. Take the time to