Project Methodology
PROJECT METHODOLOGY The Midland Regional Food and Drink Strategy was developed utilising a six-step process as follows:
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DIAGNOSIS
Stakeholders were engaged to discuss the Midlands food and drink sector comprising manufacturers, retailers, hospitality sector, LEOs, Bord Bia, Enterprise Ireland, Technological University of the Shannon - Midlands Midwest and consumers. Regional food programmes were assessed both nationally and internationally. Stakeholder insights from the Diagnosis phase informed the SWOT analysis in Step 4.
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BRAND POSITION
Values guide decision-making and they are the key difference between a good result and a great result. The common values of the Midland Region food and drink industry were developed to underpin the Vision, Mission and Purpose of this Strategy.
IMMERSION
A detailed review of the Midland food and drink sector was undertaken in the context of the overall economy. This is reflected in the Regional Food and Drink Profile, Midlands Economic Profile (App 1) and Challenges for Food and Drink in the Midlands Today.
SWOT AND IDEATION
The insights from Step 3 were combined with Stakeholder insights from Step 1 to create actionable ideas through a SWOT Analysis.
STRATEGY
The ideas from Step 4 are grouped under common headings to create the Pillars of the Strategy. Strategy pillars are aligned with the necessary enablers such as values, resources and capabilities and are reflected in Realising the Vision.
PROJECT MANAGEMENT AND REPORTING
The ideas from Step 4 are grouped under common headings to create the Pillars of the Strategy. Strategy pillars are aligned with the necessary enablers such as values, resources and capabilities and are reflected in Realising the Vision.
The six-step process is a proven methodology for strategic planning. The diagnosis phase included the assessment of several local and international regional food strategies. These are highlighted as case studies, with key learnings, throughout the strategy document. The diagnosis phase was informed by over 30 interviews. From these it was possible to identify the big themes and individual ideas that become the foundations of the business strategy pillars and enabling actions.
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